HolidayBlogging

Author: Jamie

  • Benefits of internships in 2025

    Benefits of internships in 2025

    As a small business owner building my business from the ground up, I’ve not had the option of hiring full-time staff in the early days of my startup. Instead, interns have played a significant role in helping the business grow.

    Internships and apprenticeships offer numerous benefits to small businesses (and larger ones too!). After recently bidding farewell to my 9th and 10th interns, who both returned to the U.S. in late 2024, I’ve been reflecting on what I’ve learned from the experience and how I can make the most of future internships for both StreetHunt Games and the interns.
    Here are my top five tips for making the most of what can be an invaluable resource.

    Ensure the intern is properly onboarded and gains a strong understanding of the business

    We run an outdoor adventure game company offering immersive, self-guided mysteries set in captivating locations—a unique blend of a grown-up scavenger hunt, escape room, and murder mystery, all played outdoors in the heart of a city, with the game accessed and guided through a smartphone.
    For my business, onboarding begins with an initial presentation about what we do, along with an overview of our business strategy and goals. I then encourage each intern to spend time reviewing our website, social media accounts, and to also spend some time understanding our competitor offerings. They also head out to experience one of our games firsthand, ensuring they quickly gain an understanding of our offering from a customer’s perspective.
    Through this experience, the intern is better equipped to produce work that is both insightful and valuable.
    Key elements to consider during the onboarding process include:

    Systems/Tech admin -Ensure the intern has access to all necessary tools and platforms to hit the ground running.
    Business Processes – Discuss how and where they should document their work.
    Branding and Values – Provide background on the business’s brand identity and core values, first hand wherever possible.
    Expectations – Clarify working hours and arrangements for office or remote working, with dedicated meeting times.
    Intern Goals – Understand their objectives and aspirations (more on this later).
    Communication – Establish a system for the intern to ask questions and provide updates in a way that works for both of you.

    Provide relevant training

    To get the most out of internships, it’s crucial to ensure the intern has the necessary skills and capabilities to complete the tasks you assign. As these tasks are given, it’s worth investing time upfront to understand their experience level and ability to complete them independently. If there are any gaps, provide training. This approach ensures the quality of their work is significantly higher and reduces the likelihood of you needing to redo tasks, making it time well spent.
    There are numerous online training resources available—such as YouTube or ChatGPT — I’ve also found excellent free Excel courses and training on tools like Google Analytics on platforms such as Udemy.
    In addition to task-based training, it’s valuable to provide opportunities for professional development, such as goal-setting workshops or career-focused discussions. These help your interns gain a broader perspective and improve their skills for the future, ensuring they get the most out of their experience.
    Common areas I’ve provided training on include Canva and AI courses (You Tube videos), excel (Udemy), PR (using courses from The PR Set) and Maddy Shine’s groups for SEO. I also attended a unique mood board workshop with an intern at the start of 2024, where we cut up magazines to create visual representations of our personal and professional goals for the year. It was a fantastic bonding experience and a creative way to reflect on our aspirations for the year ahead.

    Find the right tasks

    One of the trickiest aspects of making the internship process work for both business and intern is avoiding excessive time spent on setting tasks and answering questions. I’ve found the best way to mitigate this challenge is by assigning tasks based on the individual intern’s skillset.
    Once you’ve started working with the intern and completed your onboarding process, you’ll have a better understanding of their strengths. Maximising the benefit of the internship involves playing to these strengths. Assign tasks that they are likely to enjoy and engage with, or at the very least, tasks they have the skills and knowledge to complete successfully.
    I’ve listed below some tasks that have worked well for me with multiple interns. Once you’ve set up a task for the first time, make sure to document it in process notes so the setup becomes quicker in future. As questions come up about tasks, I add to the process notes, making them more comprehensive over time.

    Research – Research is always an important element for small businesses, yet business owners often run out of time to do it themselves. Interns can perform research on competitors, marketing trends, partnership opportunities, influencers, and backlink targets. These tasks are easy to set up and can be very engaging for the intern, also bringing insight from fresh eyes and potentially a different demographic.
    Recurrent Tasks – Tasks that need to be completed daily, weekly, or monthly are ideal for interns. Examples include creating social media content, responding to customer testimonials, bookkeeping, creating blog content and uploading those blogs to your website. In my experience, interns enjoy these tasks because they can improve their efficiency over time and become familiar with the work, which adds a sense of accomplishment. Creating marketing content like blogs or social media again can produce new ideas, whilst allowing interns to put their personal spin on your business.
    Review Your Own To-Do List – Look at your own to-do list and identify tasks that never seem to rise to the top. How can you break them down and delegate some of this work to the intern? Having the accountability of working with interns can help you finally make progress on tasks that you have been avoiding.

    Take advantage of having a new perspective in the business

    I’ve been fortunate enough to have all my interns from Accent Global Learning, and the quality has been consistently high. Each intern has been enthusiastic, eager to learn, and brought a unique perspective.
    Interns offer a distinct advantage to small businesses: they often have up-to-date knowledge of industry trends and technologies, thanks to their recent academic experiences. They’re keen to contribute and unafraid to challenge traditional ways of thinking, which can provide fresh insights into your business and help solve existing challenges with innovative solutions.
    For businesses like ours, which integrate modern technology into real-world experiences, interns can offer valuable ideas on the latest apps, augmented reality features, and sustainability trends, alongside key insight into a specific customer segment.
    An example of this has been in the onboarding process, where I ask interns to review our website and social media accounts, providing as much constructive feedback as possible. This review process and listening to their feedback has resulted in multiple changes to both the structure and content of our website, as well as adjustments to the type of content we share on social media. Interns have also identified partnership opportunities working with other types of businesses that I had not previously considered.
    Listening and actioning these different perspectives has ultimately resulted in StreetHunt Games growing as a business.

    Feedback, mentorship and checking in on the interns

    It is essential to check in with the intern regularly throughout the internship. Ensure the tasks they’re assigned continue to engage, and ask if they have any other ideas for contributing to the business. I’ve found that the quality of work is always greater when the intern understands what they’re doing, is engaged in the task, and knows the benefit it will bring to the business. Even higher when the intern has put their hand up to do it themselves!
    I also make an effort to share any thought leadership I receive as a small business founder with the intern, and provide updates on business strategy during their placement. This helps them see the wider context of their work and how it fits into the overall goals of the business.
    If there are tasks or behaviours that aren’t working well, it’s important to address these as they arise, rather than waiting until the end of the internship. Give the intern the opportunity to adjust their approach, as it’s often the result of a miscommunication. Prompt open and honest feedback is critical to all successful work relationships – interns are no different!
    Whether the internship is face-to-face or remote, regular catch-ups are essential. Ideally, face-to-face meetups and informal discussions, alongside formal work meetings, help strengthen the relationship and ensure clear communication throughout the internship.

    From the perspective of the Intern

    At the end of an internship, I asked one of my interns to consider what top tips they would give to future interns to maximise the benefits of the experience. Here are Alex’s top tips:
    I’ve had the opportunity to intern for StreetHunt Games for the last two months while studying abroad in London. I also have previous experience interning with UCLA Athletics and Bally Sports in California and through these experiences, I have learned a lot about how to make the most of your limited time working as an intern. Here are my top five tips to make the most of your time:

    Set Clear Goals: Understand what you want to achieve during your internship in order to set specific, achievable goals and share them with your supervisor or mentor.
    Take Initiative: As an intern, you should be proactively seeking out opportunities to contribute and learn. Offer to assist with projects and ask questions to deepen your understanding and make the most of your time working.
    Network: Use your time as an intern to build relationships with colleagues, supervisors, and other professionals in your field. Attend company events, join professional groups, and connect with people on LinkedIn.
    Seek Feedback: At the end of your time interning, check in with your supervisor or mentor to discuss your progress, strengths, and areas for improvement. Use their feedback as an opportunity to learn and grow, and make adjustments in the future.
    Reflect and Learn: Take time to reflect on your experiences and what you’ve learned during your internship. Consider what skills you’ve developed, challenges you’ve overcome, and accomplishments you’ve achieved.

    I would echo all of Alex’s recommendations and also add a few more:

    Ask questions when unsure – It’s better to clarify things early on; it will save time and ensure the work is completed correctly.
    Provide updates – At the end of each day, share what you’ve completed and highlight any areas where you may need assistance before your next working day.
    Take advantage of opportunities offered – Internships are often short-term, so make the most of the various types of work and experiences you’re given to maximise your learning.

    In summary, internships provide valuable opportunities for both small businesses and interns. By ensuring proper onboarding, assigning relevant tasks, and offering necessary training, businesses can maximise the benefits of interns. Interns bring fresh perspectives, up-to-date knowledge on industry trends and consumer behaviours, and technological insights that can help drive innovation and business growth. Regular check-ins, feedback, and mentorship also contribute to a positive and productive experience. For interns, setting clear goals, taking initiative, networking, and seeking feedback are essential for making the most of the internship. With mutual investment, internships can lead to substantial growth for both the business and the intern. You never know – you may also be meeting a future employee!

  • London 2012 Games first: TfL officials to provide live travel advice to businesses on Twitter

    London 2012 Games first: TfL officials to provide live travel advice to businesses on Twitter

    Ben Plowden, Director of Planning, TfL Surface Transport, Ben Dowd, Business Director at O2 and Lindsey Venter, Group HR Director at The Zetter Hotel will come together on Twitter from11:30-12:30 BST on Wednesday 30 May 2012. The chat will be hosted by the official London 2012/TfL Get Ahead of the Games transport advice twitter feed, using the hashtag #GAOTG.

    In the Twitter chat, the guests will answer questions from large employers to small businesses on all aspects of travel planning ahead of the Games, helping firms maximise the business benefits the Games will bring. Topics include:

    • Planning ahead to minimise the travel impact of the Games on operations;
    • Challenges experienced to date with travel planning and how to overcome them;
    • How to test travel plans;
    • How to implement employee flexible working;
    • Sending and receiving deliveries during Games time;
    • How to continue with any travel plans put in place after the Games.

    Businesses impacted by the Games who are available to take part in the business chat should follow #GAOTG on Twitter from 11:30-12:30 BST on Wednesday 3 May 2012. Questions for the panel can be submitted to @GAOTG beforehand, using the hashtag #GAOTG.

    Ben Plowden, Director of Planning at TfL Surface Transport, said: “More than 61 per cent of business leaders across Europe are now using Twitter, which is why, for the first time in Games history, we’re engaging with employers via this important channel. By teaming up with business experts, this Twitter chat is an important way for us to speak to bosses directly and answer their questions.

    “London will be a hugely exciting place to be this summer, with a fantastic spectacle of sporting and cultural events. Parts of the road and public transport network will be exceptionally busy during the Games and this will affect firms around Games venues and across central London. This is why we’re working closely with businesses, to ensure they have all the information they need to get ahead of the Games, while also delivering important advice and support.”

    Ben Dowd, Business Director at O2, said: “We know the Games are expected to bring operating, travel and business challenges to firms, and that is why we’re planning ahead. We’ve tested our ability as an organisation to manage all the complexity that those challenges bring.

    Firstly, by conducting a flexible working pilot at our Slough office, where 2,500 staff worked remotely for the day. By understanding how this worked, the planning we needed to put in place and how our IT and employees needed to respond, we are now in a position to share our learnings with other organisations via Twitter, helping them to be ready and manage not only the impact of the Games but any future impact that may disrupt their business.”

    London 2012 and TfL have provided free travel advice to business programmes to companies operating in areas of London and the rest of the UK that will be affected by the Games. Five hundred major businesses employing more than 600,000 people have signed up for specific travel advice and have drafted travel plans which they have shared with TfL, and more than 20,500 businesses across London and other affected areas of the UK have attended TfL arranged or supported workshops.

    Businesses are encouraged to use the support available at www.GetAheadoftheGames.com to prepare and test in advance of the Games.

  • Can you dismiss employees for improper conduct out of working hours?

    Can you dismiss employees for improper conduct out of working hours?

    Unlike the film’s discreet encounters behind closed doors, news of this office-based copulation went global when it was filmed and viewed widely on social media, making a private moment between two people worldwide news.

    The pair’s employer said it was treating the incident “very seriously” but employment lawyers claimed it was disputable whether the couple’s out-of-hours activity on company property constituted justifiable grounds for dismissal.

    The big question is: is it fair for employers to dismiss employees for engaging in intimate liaisons at their place of work?

    Before answering this, it’s important to note that sexual behaviour can be considered gross misconduct and the devil is in the detail of an organisation’s disciplinary policy.

    Sexual behaviour as gross misconduct

    In a nutshell, gross misconduct means behaviour, which is so bad that it destroys the employer/employee relationship and merits instant dismissal without notice or serious disciplinary action. Most employers will have a generic list of what constitutes gross misconduct including drinking on the job, taking drugs or behaving in a dishonest or aggressive way towards others. But can sexual behaviour specifically be included within company policies?

    The answer is yes; at an employer’s discretion, sexual behaviour as well as other covenants can be included in the definition of gross misconduct, but must be communicated and demonstrated clearly to employees through staff handbooks and company-wide literature. Employees should know the types of behaviours that are likely to be considered gross misconduct and if sexual behaviour warrants action then you must be clear about the boundaries and how you expect employees to behave within a company.

    In the case of GM Packaging v Haslem in Newcastle, 2014, sexual behaviour had been included within its policies but even at a legal level, it proved to be a grey area. This particular tribunal found that dismissing an employee who had engaged in sexual activity with another employee on work premises was unfair but the Employment Appeal Tribunal (EAT) subsequently ruled otherwise.

    Regardless of company size, the EAT ruled that consenting sexual activity in the workplace can indeed justify a finding of gross misconduct.

    So I’ve caught employees in the act, how do I follow correct procedure and discipline accordingly?

    If faced with this situation, employees must be spoken to immediately and the policies they agreed to when starting the role at your organisation must be reviewed. Depending on the severity of the situation, it should be clearly communicated what sanctions will be enforced.

    If your decision leans towards dismissal, be sure to seek guidance from your HR and legal team to ensure that correct procedures are followed. It might also be a good opportunity to communicate your company policies to the rest of the team to ensure there is no confusion surrounding behavioural expectations and subsequent company decisions.

    As an employer, you must be fair, reasonable and consistent. There is an ACAS Code of Practice that provides practical guidance and principles to help you, setting out the basic requirements of fairness and, for most cases, providing a minimum standard of reasonable behaviour.

    As a guideline, ask yourselves the following questions when faced with the decision:

    • Was the offence gross misconduct – that is, was it enough to destroy the contractual relationship?
    • Were correct procedures used? Take into consideration the law, resources and size of your company.
    • Have you considered the range of sanctions – transfer, demotion, suspension and dismissal?
    • Are there any mitigating factors to take into account such as past history, age, length of service and previous warnings?

    In the case of the Marsh Ltd employees in New Zealand, it has not been reported whether or not the couple in question were subsequently dismissed, and without knowing the facts surrounding the case I can’t comment on whether the employees should face dismissal.

    My advice to other companies is to ensure you detail the boundaries of sexual behaviour within your company policies. These should then be regularly communicated and understood by all employees so that if you are faced with a similar situation, it can be dealt with swiftly.

    Work-based liaisons can be perceived as exciting but they don’t always turn out the way employees imagine. These days, with the heightened use of social media as highlighted in the Marsh Ltd case, employers should rightly take prompt action to avoid any negative impact on business reputation.

    The clearer your policies are, the easier the decision will be as to whether to dismiss or not. The onus is on the employer to ensure policies are clear from the outset and are communicated effectively to all staff. The will mean that if any of your team are caught in the act, the situation is black or white, not 50 Shades of Grey.

  • Bereavement in the workplace… the role of a trustee

    Bereavement in the workplace… the role of a trustee

    Employers who offer group life cover to employees, making a lump sum available to a bereaved family, do so for a number of reasons. Demonstrating you care as an employer is certainly one, and providing a benefit that offers generous tax relief on premiums is another, but it’s also important to consider what needs to happen if one of your employees who is in the scheme dies.

    This is where the scheme trustees, who will normally be senior people in companies who have taken on this additional role, comes to the fore. It is their responsibility to determine how lump sums paid out by the scheme’s insurer are to be distributed.
    Often distributing benefits is as simple as it seems; if the deceased employee leaves behind a spouse or partner and children, it’s usually them who will receive the benefits provided by the scheme.

    But what about more complex personal lives and situations? The late employee may have had children by more than one marriage or outside of the marriage. Or the employee may have died without leaving any obvious beneficiaries. When this happens, it’s the role of the trustee to decide upon the most equitable distribution of the benefit. And it can get complicated.

    Of course, your first role as a trustee is to establish who may have a reasonable entitlement to the benefit. This is made more straightforward if employees are encouraged, as a matter of course, to complete a ‘nomination of beneficiary’ form (also known as an ‘expression of wish’) that names the people they would like to benefit and the proportions each person should receive. This is often done when employees join a scheme but almost as often then left alone. The result, if they’re not regularly reviewed, is that an employee’s wishes at the time of their death are completely out of line with what they would have actually wanted.

    Although you may know someone as your colleague or employee, there’s no saying that you have any knowledge of their family or personal circumstances. This makes nominations of beneficiaries particularly valuable, because without them you start with a blank piece of paper when trying to establish who the beneficiaries should be. Even if you have a deceased member’s nomination, it’s important to realise that as a trustee, you’re not legally bound to distribute the benefits in accordance with their wishes. Group life schemes are set up under discretionary trusts, and the ‘discretionary’ bit relates to the trustees’ absolute right to exercise their discretion in determining who should benefit according to the scheme’s rules.

    You may need to use your discretion if parties emerge who have valid claims of financial dependency on the deceased member of staff. Even if all the possible beneficiaries are known, there may be arguments among them regarding their relative entitlements. When this happens, it’s up to you, the trustee, to unravel the rival claims and do what you think is right.

    A recent alternative to taking on the role of trustee and the responsibilities that go with it is a Master Trust as offered by many group life insurers and designed to accommodate a variety of schemes. They’re run by professional trustee firms with a wealth of experience, who also provide useful objectivity in settling on how best to distribute scheme benefits.

    Whether you decide to use a Master Trust or set up your own trust and appoint your own trustees, being prepared before a death occurs so that benefits can be distributed quickly to families who may be in sore need of them is important. So encourage your staff to nominate their beneficiaries.

    And, if you’re running your own trust, make sure it has a bank account ready to receive your insurer’s payments.

    Although nobody really likes thinking about their own mortality, it is better to spend a little time on some basic preparation than being unready if a death occurs and adding to the pressure on families already suffering bereavement.

  • How can employers support autistic people in the workplace?

    How can employers support autistic people in the workplace?

    According to the charity Autistica, only around 30% of working-age autistic people are in employment, and they face the largest pay gap of all disability groups.

    CIPD research published in February 2024 found that one in five neurodivergent employees surveyed have experienced harassment or discrimination at work because of their neurodivergence.
    Our article published in June 2023 considered the Buckland review and the barriers preventing autistic people from entering the workplace and remaining in employment. The Government published its response to the review on 28 February 2024, giving 19recommendations explored under five specific themes.

    Recommendations

    What initiatives can help raise awareness, reduce stigma, and capitalise on the productivity of autistic employees?

    The review recommends highlighting the availability and sources of advice for employers and publicising the benefits of employing autistic people. It also recommends promoting the Autistica Neurodiversity Employers Index to help organisations measure themselves against best practice.

    What more could be done to prepare autistic people effectively for beginning or returning to a career?

    Recommendations include identifying and promoting cross-industry autism employment support groups, internships, and apprenticeships for autistic young people to gain work experience and skills. Working with autism charities to ensure autistic people know about the support that Access to Work can provide is also recommended.

    How can employers adjust recruitment practices to meet the needs of autistic applicants?

    The Equality Act 2010 provides that employers have a legal duty to make reasonable adjustments to the interview process for disabled applicants. However, many autistic people are unwilling to disclose their autism, especially those who have negative experiences from previous interviews.
    The traditional model does not work well for autistic people who have far more negative experiences of interviews, group tasks and psychometric tests. Accordingly, recruitment practices should be modernised to include practical assignments completed before the interview. This will help autistic people to demonstrate their suitability for the role. Job descriptions should be shortened. They are often too long and off-putting for many autistic people.

    How can employers support autistic people already in their workforce?

    One of the biggest barriers to supporting autistic employees in the workplace is a lack of understanding of autism amongst employers.
    The National Autistic Society found that 34% of employers thought an autistic person would be unlikely to fit into their team, and 28% said that autistic people would be unlikely to be a team player. As the review says:
    “These are damaging stereotypes which can impact the ability of autistic people to find employment. It can make them less likely to disclose their diagnosis to either a prospective or current employer, and so not get access to crucial reasonable adjustments.”
    The work environment is also important – hotdesking, bright lighting or high noise levels may contribute to sensory overload.

    How can employers encourage and support autistic staff to develop and progress their careers?

    The review identifies lack of confidence, poor self-advocacy and wrong assumptions about their career goals as some of the reasons why autistic employees could miss out on progression opportunities. In addition, there are few examples of autistic senior personnel who are prepared to be open about their condition. This lack of role models impacts autistic people’s confidence and aspirations.
    The review recommends promoting employee resource support networks and using mentors to help autistic staff develop the skills they need to progress.
    Interestingly, the review expressly states that the recommendations have been selected to be practically achievable in a short to medium timeframe. No new legislation is required, nor is large amounts of government funding. Rather, the intention is mainly to change employer behaviour. The aim is to significantly improve the autism employment rate over the next five years by reducing the barriers to recruiting, retaining and developing autistic employees.

  • 7 Things To Do Over Christmas To Make Your 2013 Sales Great

    7 Things To Do Over Christmas To Make Your 2013 Sales Great

    Cracking 2013 Sales: 7 Quick-Start Hacks

    Got a handful of free days over the break and want to turn them into a sales win‑machine for 2013? This guide gives you the low‑down in bite‑size chunks that even a sales rookie can swallow, sprinkle in a dash of humour, and leave you feeling ready to knock those targets out of the park.

    Tip 1: Crunch Your Numbers

    Before you can wow anyone you’ll need the hard facts first:

    • Identify a realistic sales target – whether it comes straight from the boss or you’ve cooked it up yourself.
    • Calculate average order value – grab last year’s revenue and divide it by the number of orders. That’s your “average” playground.
    • Figure out how many orders you’ll need – a quick division of the target by the average will give you the order count you’ll have to hit.

    No need to be a genius calculator; a rough estimate is better than none at all. You can always fine‑tune later.

    Tip 2: Anticipate Existing Customer Spend

    Now look backwards at what your loyal customers bought in 2012.

    • Use 2012 spend as a baseline – if repeat business is your bread and butter, this gives a solid starting point.
    • Don’t go wild on optimism or doom – keep your expectations close to the golden mean; it’ll save you from empty promises.
    • Subtract this figure from your total goal – the remainder is what you’ll need to generate from fresh customers.

    Tip 3: Separate Your New Business

    Time to figure out the “fresh‑face” part of the plan.

    • Calculate new client spend – pull 2012 data for each new customer and average it out.
    • Find the new client count needed – target minus existing spend divided by that new‑client average.
    • Keep adjusting as you learn – the numbers can shift, but you’ll get better with every tweak.

    Tip 4: Map Your Activity

    Numbers alone aren’t enough – you’ve got to turn them into action.

    • Track the conversion ladder – from phone calls to meetings, meetings to quotes, quotes to closed deals.
    • Set activity targets – e.g., “300 calls a month” or “10 quotes per week” to hit your revenue brick.
    • Gauge your confidence level – the clearer the path, the easier the climb.

    Tip 5: What’s Your ‘Stretch’?

    Once you’re comfortable with the 100 % figure, it pays to aim higher.

    • Re‑run the numbers at 120 %, 150 %, and 200 % – see what that extra push looks like.
    • Escalate the activity accordingly – those higher targets might mean an extra handful of calls or follow‑ups.
    • Celebrate the “sale‑lounge” of success – directors love the talk of “surpassing” goals.

    Tip 6: Break Them Down

    Gross targets can feel abstract. Break them into bite‑size daily, weekly, monthly, and quarterly chunks.

    • Quarterly review – know what the big picture looks like at a glance.
    • Monthly sprint – frame your goals in a 30‑day sprint.
    • Weekly focus – think of a 7‑day “goal block.”
    • Daily grind – set “today’s mission” to keep momentum steady.

    When you slice the numbers, they bite a lot easier. The only shock you might hit is if you discover the workload slack increases, but that’s a good thing – you’ll have an early checkpoint to adjust.

    Tip 7: Work on Yourself

    Nothing beats a motivated, confident sales rep. Keep the engine revved up:

    • Maintain a positive mindset – turn objections into opportunities.
    • Re‑energise with self‑care – a quick walk or a coffee break can reset clarity.
    • Track personal progress – see how each action feeds into the big picture.

    Drop yourself into the 2013 groove early, and you’ll stay ahead of everyone else – because momentum matters.

    Ready to crush 2013? Channel this plan, tweak it to fit your style, and watch your pipeline grow. Need a hand fine‑tuning your numbers or building a new prospect strategy? Drop me a line. Good luck, you’ve got this!

  • Grievance Mastery: Conquering Challenges

    Grievance Mastery: Conquering Challenges

    Each has its own unique circumstances and requirements but fundamentally all need handling in the same way.

    Much as with disciplinary situations, there is guidance in the form of the ACAS Code of Practice on Disciplinary and Grievance Procedures which sets out what a fair procedure should include Acas Guide on discipline and grievances at work

    What I want to share with you here are some things to consider as a manager in this situation – call it my ‘watch outs’ in a grievance process.

    Follow the five step process

    1.      The employee should let you know the nature of the grievance – this should be in writing and without unreasonable delay setting out the nature of the grievance.

    2.      Hold a meeting with the employee to discuss the grievance – this is a formal meeting to allow the employee to explain their grievance and how they think it should be resolved. You should also give consideration to adjourning the meeting for any investigation that may be necessary.

    3.      Allow the employee to be accompanied at the meeting – the employee is allowed to be accompanied at the meeting (and at any appeal meeting) by a fellow employee, a trade union representative or an official employed by a trade union.

    4.      Decide on appropriate action – decide on what action, if any, is to be taken and advise the employee in writing.  Don’t forget to give them the right of appeal

    5.      Appeal – likewise with the original complain the appeal need to be in writing with clear reasons (grounds) why they are appealing.  Don’t forget the appeal should be dealt with impartially and wherever possible by a manager who has not previously been involved in the case. The outcome of the appeal should be given to the employee in writing.

    Easy right? Wrong! Given emotions are often high, anecdotes become facts and human frailty/nature comes into play.  So here’s my next watch outs

    2.      The employee goes sick or is sick when they raise the issue

    Where the employee is unable to attend the grievance meeting for health reasons, consider alternative ways to deal with the issues. Maybe hold the grievance meeting on neutral territory or at the employee’s home or even consider holding the meeting by telephone. I would allow them to submit a more detailed written grievance statement detailing ALL the issues and witnesses. One final thing may be to allow the employee to send along a representative to act on their behalf. But tread carefully. It may also be useful to get a medical report from their GP confirming they are fit to attend a short meeting with you. 

    3.      The employee raises a grievance during a disciplinary process

    This has happened way too often in my experience and frequently when they are suspended on full pay pending the disciplinary hearing being arranged. Call me a cynic, but are they just trying to delay the inevitable? Or have they genuine cause for concern? That’s up to you to discover during investigations.  However, the disciplinary process should be temporarily suspended in order to deal with the grievance.  Where the two issues are related though, it may be appropriate to deal with them concurrently.

    4.      The employee brings a companion who is actually a witness to the events

    I would always ask the employee to advise you who they are bringing to the meeting in advance, that way you can consider if that person is suitable. You could suggest they bring an alternative person if their presence may prejudice natural ‘justice’ but be careful of that as it may be found at a later date in a tribunal to have been unfair, so consider it carefull 

    5.      The grievance is about bullying, discrimination, harassment or whistle-blowing

    Bear in mind these are highly sensitive issues and you may elect to use an alternative process if the company has such separate procedures for dealing with these issues. These could be a bullying and harassment procedure, a public interest disclosure procedure, or an equal opportunities discrimination procedure.

    6.      More than one person has the issue

    This is where a collective grievance and these grievances should be handled in accordance with the employer’s collective grievance process, if they have one, as the ACAS Code does not apply to collective grievances raised on behalf of two or more employees by a recognised trade union representative or other appropriate workplace representative.  If you don’t have a collective grievance process you could follow the basis of the five step process above and that should stand you in good stead if the matter gets taken further.

    So have I opened your eyes, or just scared you?  The former I hope.  For more help and advice about grievance issues contact us at www.threedomsolutions.co.uk   or follow us on twitter @3domSolutions

  • What does Building Back Better really mean for SMEs?

    What does Building Back Better really mean for SMEs?

    As the country returns to some degree of normality, so the drive to create jobs and tackle the current high levels of unemployment steps up a gear.

    For businesses, this cross-roads raises many questions; is now the right time to be investing in staff for the future? What schemes are out there to support businesses looking to take on new staff and get back on track? And how should all this be navigated within an environment of uncertainty?
    The Government mantra of ‘Building Back Better’ is well worn and for many businesses may seem a little over ambitious. After all, surely most would be content with ‘Building Back’ – at least in the short term.
    But as challenging as it may be, there is a strong argument for thinking beyond the immediate months ahead. Firstly, because of the plethora of Governments schemes and incentives in place to support businesses with their recruitment needs. And secondly, because if the pandemic has shown anything, it’s that people are what makes businesses a success; and investing in them is key.

    Apprenticeships

    Significant funds have been directed towards incentivising apprenticeships. Employers can claim a £3,000 government grant for taking on an apprentice, and those businesses that do are rewarded with employees committed to the cause and with a developing skillset fit for the business. Yet recent government figures show that the number of people starting apprenticeships has dropped by 19 per cent since this time last year. And even more worryingly, less than a quarter of starts so far in 2020-21 have been among the under-19s.
    It’s understandable that businesses are cautious about recruiting given the uncertainties of the current climate. But for those looking to build a workforce shaped around business need, with a focus on youth and sustainability, then apprenticeships are an excellent option. Apprentices train on the job and can add a huge amount to companies looking to build back better.
    For example at Catch22 we’ve recently launched our hospitality apprenticeship offer – Step22 – alongside some big hospitality names including Compass Group, Diageo and Hej! Coffee. Using the apprenticeship levy, we work with businesses of all sizes to source and train great staff in the hospitality sector – a sector which is only set to grow as we emerge from the pandemic.
    SMEs who aren’t large enough to pay the apprenticeship levy can benefit from levy-transfer – where they pair up with large organisations who have a levy underspend. Some of that underspend can then be transferred to the SME to spend on apprentices. That mechanism, coupled with the financial support currently available from government to take on apprentice, makes now as good a time as any to explore this option.

    Pre-apprenticeship and pre-employability programmes

    Taking on someone who hasn’t had experience in the sector or role to which your recruiting is inevitably a risk. But the growth in pre-employability programmes increasingly means young people are able to skill up and get job-ready  – equipping them well for that first employment opportunity. At Catch22 we deliver digital skills training programmes with our partners Microsoft and Salesforce, general employability skills through Barclays Connect with Work and our newly launched Horizons employability programme supported by J P Morgan and Chase is initially aiming to place 400 people into meaningful jobs who currently face barriers to work.
    All these programmes work with businesses of all sizes looking to recruit new talent into their workplace – with the knowledge that their person they take on with have been prepared for the job and will be continued to be supported during the first 6 months of their role.

    Kickstart

    The government’s flagship youth employment scheme – Kickstart – offers 16–24-year-olds currently on Universal Credit and at risk of long-term unemployment a six-month paid placement for 25 hours a week, and a salary at the National Minimum Wage or higher (dependent on their age). This has the potential to make a real difference to young people, but uptake from businesses so far has been relatively low. The London Chamber of Commerce and Industry (LCCI) found that only 16 per cent of firms surveyed would be looking to take up the Kickstart scheme.
    Partly this low uptake may be due to a lack of awareness of the scheme and how it works or the fact that the roles have to be new. But again, Kickstart – if done well – can not only give young people a step onto the employment ladder but can be hugely beneficial to businesses.
    Key to the success of Kickstart from both the employee and the employer side is suitability and sustainability. Suitability in the sense of making sure that the candidate matches the role; that they are properly supported before they apply and while they’re in post, and that there is match between business need and employee skillset. Sustainability in the sense that placements are not just for short-term projects that end after 6 months and leave the candidate back on the job market. Roles that evolve over the 6 months and result in permanent posts, or equip young people with the skills to progress onto another meaningful role, will benefit industry and individuals alike.
    There are many good Kickstart gateway providers, such as Kickstart Community, taking this exact approach – supporting candidates and employers before and during placements. SMEs can work with these providers to increase the likelihood of their placements being successful.

    Restart

    The Restart Programme
    is aimed at individuals who have been out of work for longer periods – and is kicking off on 28th June. Across UK regions, there will be a number of providers working with individuals (referred through Job Centre Plus) to equip them with the skills and confidence to secure a job. A key part of Restart will be working with local businesses across all industries to place candidates into suitable roles – so from July, there will opportunities for businesses to recruit directly from Restart in their local area.
    Determining the best path for your business needs isn’t easy, and the range of options available adds another layer of complexity. But there is support out there. Attracting the best talent and retaining that talent has always been important for business; and now perhaps, it’s more important than ever.

  • Safety check: 5 reasons to focus on duty of care

    Safety check: 5 reasons to focus on duty of care

    Business travel is, in its very nature, dynamic and changeable. And while COVID-19 was a dramatic demonstration of just how quickly things can go wrong, if you’ve ever had flights affected by strikes or bad weather, or had someone take ill while on the road, you’ll have a fair idea of what it’s like when a trip doesn’t go exactly as planned.

    Often SMEs book travel on the fly, and without the support of a dedicated travel expert it can be stressful. Especially when things go wrong. Here are just five good reasons to relook your current approach to risk management and duty of care:

    1. Your people are your greatest asset

    You simply can’t put a value on a hardworking, productive and committed team, which makes protecting them a pretty big deal.
    From managing any (and all) travel concerns with trustworthy advice, real-time information and smart recommendations, to health and safety dashboards and traveller tracking, Corporate Traveller takes a dynamic, decisive approach to duty of care. This includes pre-travel risk assessments, the vetting of suppliers, open communication, travel alerts, and 24-hour support.
    Importantly, today’s booking platforms also allow you to take a closer look at your company’s travel data, travel behaviour, and your team’s health and wellbeing.
    For example, is one traveller carrying the load when it comes to long-haul flights, early mornings or the dreaded ‘red-eye’? By analysing your travel data, you’ll be able to make certain that your travellers aren’t sleep-deprived or spending too much time away from home. It’s a pro-active approach to your team’s wellbeing – and one that could have a significant impact on attracting and retaining key staff.

    2. It boosts traveller confidence

    Traveller confidence is everything. The safer your employees feel, the more relaxed and productive they’ll be, which is great for morale, improving staff retention and ultimately the growth and success of your business.
    Any TMC worth their salt will be able to assist with pre-trip planning (including visas, destination information, tips and advice), but did you know that tech can make a massive difference?
    When travel tech company Amadeus asked 6,000 travellers what would boost their confidence as they returned to travel, a whopping 84% said technology. Interestingly, mobile apps offering on-trip notifications and alerts came in at the top of the list.
    Corporate Traveller’s platform, Melon, includes a mobile app which is available across all devices, and uses a blend of artificial intelligence and integrated travel consultant support to keep travellers informed at all times.
    This means that if boarding times change, strike action is announced or flights are cancelled, you – and your travellers – will be the first to know. Even better, Melon makes it really easy for travellers to get in touch, with instant support just a tap or call away. A handy chatbot sorts out straightforward queries, while travellers can also opt to be connected to a dedicated travel consultant whenever they need to.
    Ultimately, travellers just want a safe and seamless journey. And the knowledge that someone else is in charge when things go wrong.

    3. Traveller tracking is where it’s at

    The most notable advancements in risk management tools are around traveller tracking. No longer a ‘nice to have’, today’s travel bookers want to know exactly where their travellers are at any given moment. This includes easy access to ‘real time’ data regarding a traveller’s whereabouts and on-the-ground risk conditions.
    It’s not as creepy as it sounds, honestly. It’s more so that should anything happen, you can easily get in touch and bring them home.

    4. It makes a difference when the chips are down

    Although you can do everything in your power to keep your travellers safe, sometimes the unthinkable happens. Take one of our TV production clients, Blast! Films. Their TV crews are used to travelling to remote and far-flung destinations, including the Himalayas, the jungles of Papua and the Canadian wilderness. But it was while on location in Siberia that everything turned upside down.
    The Blast! team witnessed a helicopter crash. Thankfully they were safe, but understandably traumatised and shaken up. They were also stranded in Siberia with no supplies – and wanted to come home as soon as possible. Our production, sports and creative division was able to spring into action, organising ground transport and the first available flights out.

    5. COVID could still scupper your plans

    It’s safe to say that the global pandemic has made even the steeliest travel experts a little wary. And while we’re a million miles from 2020, the situation around the world still looks a little different depending on where you are … or where you’re headed.
    A true travel partner will have destination information at their fingertips and know the most up-to-date entry and testing requirements. Although COVID feels like a distant memory, it taught us to ‘never say never’. Arm yourself with the latest information for complete peace of mind.
    As a business owner or travel manager, keeping your travellers safe is your top priority. And I’ve barely scratched the surface when it comes to risk management and duty of care.
    Luckily, we’ve included it as a chapter in our free SME Corporate Travel Toolkit. This kit will give you pointers on how to craft the perfect travel policy, where to find savings without compromising on traveller safety or sustainability, the pitfalls of unmanaged travel and so much more. Sign up today!

  • Unleash Your Style: Say Goodbye to Dress Codes

    Unleash Your Style: Say Goodbye to Dress Codes

    Dress Code in the 21st Century

    Hey there, HR heroes! You’ve probably seen those ever‑changing chatter around dress codes, but the real question is this: Is being a champion of diversity and inclusion in workplace style as crucial as dodging lawsuits? Absolutely—if not more.

    Why the Vibe Matters

    • Boosting the recruitment pool means you’re not just shoving talent into a bottle. You’re opening the door to fresh perspectives.
    • Employees who feel they can express themselves are often happier, more engaged, and ultimately more productive.
    • Ignoring the modern norms can cost you reputation damage and lost talent.

    From High Heels to Inked Arms

    The debate once hinged on shirts and hairstyles, but today it’s all about tattoos, piercings, and the whole body‑art scene. And guess what? 20% of Brits have a tattoo, with the number climbing to a third in the 30‑something crowd. Even former PMs’ families flaunt ink—no longer a fringe rebellion, but a mainstream trend.

    Legal Landscape: Equality Act 2010

    Remember the Equality Act? Nine protected characteristics—sex, race, religion, etc.—are the playbook for discrimination prevention. Employers need to keep a tight eye on:

    1. Gender‑specific rules that might favor men over women—or vice versa.
    2. Uniform “business relevance” checks: does a rule truly protect safety or brand?
    3. Indirect discrimination—like telling a Muslim staff member to ditch her headscarf unless it’s a legitimate business aim.

    Case in point? Nicola Thorp – she fought a case about being forced to wear high heels. 123,000 petition signatures later, the court ruled she’s entitled to express herself freely without compromising her job performance.

    Modern Approaches

    Companies are moving toward flexible policies:

    • Starbucks let employees petition to relax tattoo restrictions, strengthening engagement.
    • The Police Federation now pushes for a more open stance on inked officers.

    But caution remains: scruffy uniforms or poor grooming can still be a no‑no, especially if customer interaction is involved.

    Bottom Line: Adapt or Lose

    By embracing modern social norms while adhering to legal frameworks, you avoid alienating staff or clients, keep your brand polished, and gate the best talent. It’s a win for morale, productivity, and reputation. So, if you’re still stuck on a rigid dress code—time to unfurl the policy page.

  • Cleverly Built: Who Endures the Crossfire Living in a War Zone?

    Cleverly Built: Who Endures the Crossfire Living in a War Zone?

    When “Move On” Feels Like Guessing the Weather

    We often hear the phrase “I’m moving on” as a clean break—lives split, rooms empty, hearts refreshed. But the reality can be a lot messier, especially when the house still belongs to both parties.

    Porsha Stewart’s Surprise Twist

    Reality TV’s own Porsha Stewart, after just two years of marriage, shockingly stayed with her soon‑to‑be‑divorced hubby. The drama didn’t spell a clean departure; it was a reminder that the “moving on” mantra isn’t always literal.

    Similar situations crop up all the time. Financial strain or a sticky economy can leave a couple stuck in the same kitchen, hoping a better future will let them split safely.

    The Hidden Cost to the Kids

    When adults are caught in a “no‑one‑drives‑the-remote” situation, kids feel the tension. Parents might think that sharing a room keeps things organised, but this can actually plant seeds of resentment and give children the wrong idea that their parents are still together.

    Short‑Term Savings, Long‑Term Sacrifices
    • Financially, staying together can mean cheaper rent or shared mortgage payments.
    • Emotionally, the stress of living in close quarters can erode a child’s sense of stability.

    How to Keep the Family Ship Steady While You’re Still Docked

    • Pick a timeframe. Decide how long it will take for one to move out and explore temporary homes—whether back with parents or a new apartment.
    • Seek selling help. Talk to an estate agent about whether dropping the price will speed up a sale and what that means for your finances.
    • Plan the money. Get professional advice to define what each person needs to survive independently while ensuring kids are cared for.
    • Set rules. Agree on shared spaces, child‑watch duties, and bill splitting to avoid fights in front of the little ones.
    • Keep peace. Keep arguments away from the kids’ ears; calmness equals healthier upbringing.
    • New‑relationship drama? If one partner starts dating, don’t force the new romance into the shared living space—walk the line between sensitivity and respect for the kids.
    • Legal muscle. Get a family lawyer on board to understand all divorce avenues and to connect with family therapists who can support tough situations.

    So if you’re forced to stay together for a while, remember: the good news is the bills are lighter, but the real payoff is how you protect your children’s emotional world. By staying conscious of this balance, you can ride the storm without wrecking the family anchor.

  • Bieber’s Music Drop Reveals Key Lessons for SMEs

    Bieber’s Music Drop Reveals Key Lessons for SMEs

    Why Justin Bieber is a Master Class in Business Marketing

    Whether you’re a fan or a foe, Justin Bieber has somehow become a global you‑know‑who. From headlining sold‑out arenas to headlines about legal dramas, the world can’t seem to get enough of J‑B. Now, he’s back on the spotlight – and smarter than ever. What does the pop idol warning us about a little marketing?

    1. Own Your Online Home

    With 66 million Twitter followers and 37 million Instagram fans, that’s a high‑profile social media empire. But let’s face it: nobody’s around for “doing tall numbers.” Bieber’s true superpower is the way he talks to the crowd every day.

    • He replies to tweets instantly.
    • He thanks fans for the hype.
    • He invites every listener to join the conversation.

    Small business owners, no matter how modest your following, need that same personal touch. Customers love a friendly nod or a quick question answered. A quick “Hi! Thanks for stopping by” can transform a casual click into a loyal fan.

    2. Leverage the Glam Squad

    When J‑B dropped his new single, the list of celebrity chorus singers shouted “You got the hottest track.” From Kevin Hart to Martha Stewart, every big name landed on his Instagram page. That’s a flashy example of what a “star‑powered” promotion looks like.

    Businesses can’t always secure a Hollywood A‑list, but they can use the same concept: bring in influencers, partners, or even local personalities who can shout out your brand. A fresh up‑lot of endorsements can spur buzz faster than any paid ad campaign.

    3. Reputation is Your Currency

    Bieber’s track record of chart‑tops and awards gives him credibility. Businesses that offer reliable service, good products, and open communication receive positive reviews from their patrons. Don’t shy from criticism. Turn negative comments into opportunities by responding, acknowledging, and offering solutions.

    • If a customer knocks, respond quietly on their post so everyone sees you’re listening.
    • Make the apology transparent: “We’ve fixed it, thanks for flagging.”
    • Show that you’re constantly evolving: “Here’s a new promo, thanks for the feedback!”

    Shoppers feel secure in knowing a brand cares about them – that makes repeat customers pay. That’s what Justin’s fans experience every single interaction, and that’s what humanly he copies.

    4. Keep the Gridiron Surging

    Every snippet, teaser, or GIF you send on social creates seismic excitement. The buzz the year’s first single created instantly carried through all las Vegas‑these “circuit revolution” expectations. The theme: anticipation is always stronger than final product.

    • Give sneak‑peeks of your latest offers.
    • Invite people to exclusive free‑access when they follow or share.
    • Re‑engage through live streams and webinars.

    Like Bieber’s fans who have had their hearts captured by exclusive previews, an eager fan base is worth more than mere masses.

    Takeaways

    Follow Bieber’s footsteps, transform your community into a diligent spelva of followers, and you’ll take the first step to having your own army of brand‑leibers.

  • Freedom of Information Sheds Light on Surge of Corporate Manslaughter Cases in SMEs

    Freedom of Information Sheds Light on Surge of Corporate Manslaughter Cases in SMEs

    Corporate Manslaughter Hits the Small‑Business Club

    What’s the scoop?

  • Four tiny firms (plus their owner‑managers) have been charged with corporate manslaughter in the past few months.
  • Three of those companies also see their directors or senior managers hauled into court.
  • The Crown Prosecution Service (CPS) has been turning the heat on these offences, with 63 investigations in 2012 and 45 the year before.
  • Banks on the bar have 141 corporate‑manslaughter cases open; more than half are now in the pipeline for actual prosecutions — and most of them involve small outfits.

    • Why the tiny ones are the prime targets

    Lee Hughes, a health‑and‑safety guru, says small businesses are tricky because the law is built around them.Imagine the big companies as a sprawling city with many layers of bureaucracy; the CEO is just a high‑floor executive, miles away from the ground truth.In a small firm, the boss is on the coffee machine — literally nearby. So when something goes wrong, it’s easier to point the finger at the top.

    The legal toolbox

  • The Corporate Manslaughter Act gives a statutory offence:
  • A company can be convicted if it breaches a duty of care that leads to a death.
  • The death must be caused by a gross breach of that duty.
  • Senior management had to play a substantial part in that failure.

    • Real‑world cases that sent shivers

    Company Charge Notable details
    Mobile Sweepers (Reading) Ltd. Corporate manslaughter The sole director, Mervyn Owens, faces a pending charge of gross‑negligence manslaughter.
    Prince’s Sporting Club (Middlesex) Corporate manslaughter Director Frederick Glen Walker also charged under the Health and Safety at Work Act 1974.
    MNS Mining Ltd. Corporate manslaughter (four charges) Four miners died in 2011 at the Gleision Mine in Swansea. The plant’s manager, Malcolm Fyfield, is on trial for gross‑negligence manslaughter.
    Norfolk Garden Centre / Belmont Nursery (PS & JE Ward) Corporate manslaughter Less than 50 staff. The fire‑electric mishap: a tractor hit a power line, killing an employee.
  • Bam!* These are all small firms, and each case showcases how the law can catch up when safety slips.

    • Bottom line for all businesses

  • Large firms are usually happy to follow the Health and Safety Executive (HSE) and Institute of Directors (IoD) guidance.
  • Small firms, however, might lack the resources or simply don’t know they’re supposed to be following these rules.
  • Lee Hughes warns: “If you’re a small business, you’re more exposed to corporate‑manslaughter claims. The CPS is on the case, and it’s not going to wait.”
  • His advice?*

    • Get compliant.Put processes in place for health and safety.Avoid those tragic and costly court villains that come after a fatal mistake.It may feel pricey, especially when every penny counts. But the cost of a human life is far greater.

  • And a chuckle to ease the blow: “Small companies can still be big dangers — just remember, you’re not just dealing with the book‑keeper, you’re dealing with the entire company.”*
  • —
  • The Power of Periscope

    The Power of Periscope

    Aside from the fact this is a staggering figure – this statistics also demonstrates two clear points:

    1. Video content is becoming an increasingly popular medium for consumer engagement, where even Facebook reported in 2015 that twice as many users now watch video via the platform.
    2. Businesses need to incorporate video within their digital marketing strategy to adhere to this growing demand, and contend with industry competitors.

    For businesses that haven’t used video before this can appear as a pretty daunting task: do you create an animation to promote products or services or do you film ‘thought leadership’ talks to educate the masses?

    Through Climb Online I have found that one of the most effective ways to reach consumers is through Twitter’s periscope app. For those yet to experience it, Periscope is Twitter’s live-streaming video app that allows businesses to broadcast a video from anywhere in the world… providing you have an internet connection of course!

    Unlike pre-recorded video content, Periscope provides a raw insight into your business in real time, allowing your target audience to learn more about you, your employees and your band on a readily engaged, free and popular platform.

    When used right Periscope can be a real asset to your digital marketing strategy – providing a low maintenance and cost effective medium to really engage with your target audience and increase brand loyalty through fun and positive video experience.

    To aid those stuck for content ideas, the best or most successful Periscopes tend to include one of the following:

    • New product launches and demonstrations
    • Customer service responses
    • Behind the scenes – i.e. ‘Office insights’
    • Company news and announcements
    • Interviews and industry related news
    • Q&A Sessions

    Here at Climb Online we use Periscope every two weeks to host a live Q&A session entitled #AskMark to engage directly with our Twitter followers. To date we have experienced an incredible response, and have also seen an increase in our Twitter following as a result!

    If you’re interesting in Periscope and would like to find out more, please read here or check out the Climb Online’s next live stream of #AskMark on Friday 31st March … all questions welcome!

     

  • The management at work of employee bereavement

    The management at work of employee bereavement

    I am deeply saddened to learn of the death of Her Majesty Queen Elizabeth II and my condolences go out to the Royal Family and the many millions of people whose lives she touched during her reign.

    The death of our Queen after a 70-year reign is obviously a major event which affects us all and there are constitutional protocols surrounding her funeral arrangements. Bereavement is something that will undoubtedly be experienced by all of us at some point in our lives, but on a much smaller scale of course.
    For those of us who experience a bereavement during our working lives, how it is dealt with can either increase or decrease the pain that is felt.

    Knowing What to Say and Do

    In my experience, all too often, the response of the employer/manager can be insufficient, or inappropriate, compared to what is actually needed at the time.  Regretfully, the consequences of bereavement on the life of an individual are often poorly understood, particularly its psychological impact, despite it being an event all of us will experience at some point.  I have seen too many instances where employees are asked to return to work after attending the funeral of a loved one, but their loss and grief are completely ignored by colleagues and/or management when they return.
    However, the inadequacy of the managerial response is not necessarily the result of indifference to an employee’s distress but more often because the manager doesn’t know what the appropriate level of support should be.

    Words are Valuable

    It is never easy to know what to say to someone who is bereaved and saying ‘I’m sorry’ just seems inadequate.  However, very often those words are all that the person needs to hear to know that others care.  Unfortunately, a bereaved person is too often avoided because others feel awkward.
    We have to take our lead from the individual concerned.  While you are rushing into a meeting will probably not be the right time to start this conversation but making some quiet time over a cup of coffee might well be more helpful and shows sensitivity.
    A lack of support can also mean that the employee may take time off sick as they struggle with their loss and may be demotivated on their return. However, if there is genuine support this will engender loyalty and goodwill towards the employer.

    Making Time to Listen

    So what is it that stops a manager from managing this situation with greater sensitivity?    Talking to someone who is bereaved is a skill and not one that is necessarily included within an MBA course taken by the CEO, manager or departmental head.    Many executives and managers have never been afforded people management training yet, despite this, we expect them to know how to interact with someone who was recently bereaved. In reality, it is an inter-personal skill that needs to be learned.
    Of course, if there is an in-house counselling service, then it could be helpful to steer the affected person towards bereavement counselling. However, it doesn’t detract from the responsibility of the manager or team leader to make time to listen and offer condolences.  There is no need to turn managers into  bereavement counsellors but it’s important to ensure they can be empathetic, when appropriate, to a colleague in need of some sensitivity.  This is something that will certainly be appreciated by the bereaved person.
    People rarely forget those who support them during times of challenge.  It is commonly said that when trouble or sadness strikes, ‘you find out who your friends are’, and in many ways that is true.  But not always.  You may have other friends who sadly didn’t know what to say and didn’t know what to do and so were, regrettably, not there for you. This is, unfortunately, what you will remember.
    So, what can your organisation do to avoid the problem of appearing to be uncaring at the very time that care is needed?  Ensure that all your managers are trained in people-management skills and make sure that includes those who may be going through a bereavement.  If this is made a part of the training programme, then any manager will feel confident in approaching the subject!

    What Can a Manager Do?

    Talk to the bereaved person after the funeral to find out what support they require. Some may want to come back to work quickly and others later. Some may want colleagues to talk to them about the bereavement and others might not.  Managers need to find out what is wanted
    When the person does come back to work, check in with them at regular intervals
    Remember, there will also be significant anniversaries
    Some working schedules may need to be reassessed until the person feels stronger
    Introduce and publish a bereavement policy, possibly on the company intranet, if there is one

    Key Points

    Try not to ignore a bereaved colleague
    Let them know with a word or gesture that you care
    Incorporate listening skills into management training

  • Are You Concerned About Employees’ Social Media Use?

    Are You Concerned About Employees’ Social Media Use?

    TikTok, Facebook, Twitter and now Threads… social media provides employees with a million and one ways to bring a company into disrepute: from posing in uniform and bad-mouthing customers on a personal channel to making an ill-judged comment on their official page.

    Social Media: The Unseen Workplace Hazard

    Did you know that 98 % of employees now own a social media account for personal use? That’s a hard fact. It means that if a company wants to keep the chaos at bay, it must have a clear rule‑book for how staff roll in cyberspace.

    Why the Rules Matter (and Why They’re Modern)

    The Nurses and Midwives Council in New South Wales recently warned its members about posting adult content on OnlyFans. Sure, you’re not a celebrity, but the same idea applies anywhere: one tweet can turn into a PR nightmare.

    • Reputational damage – A cheeky post can go viral, and not in the “exciting life update” way.
    • Cyber‑bullying – Off‑site harassment can bleed into the office, dampening morale.
    • Productivity hits – Constant scrolling is a productivity killer.
    • Privacy & security threats – Phishing links or accidental location sharing? Nightmare material for hackers.
    • In‑depth quirks – Even insider trading has a chance of happening on a linked social account.

    Reality Check: The Numbers Tell It All

    Studies show that 1 in 10 job seekers aged 16‑34 get rejected because of something they posted online. That’s a hard-hit statistic: If your social media is a stage, you better make sure the performance is polished.

    So What Should a Company Do?

    • Write a social‑media policy that covers everything from “no smoking” to “no posting confidential info.”
    • Communicate it clearly—plain language, real examples, the whole package.
    • Enforce it with proper training, reminders, and yes, a dash of fun to keep it engaging.

    Bottom line: Protecting the brand and the people behind it starts with a small, but mighty, set of rules in the digital realm. The modern workplace is all about juggling privacy, productivity, and a sprinkle of social media spice. Keep your policy tight, your team informed, and your digital footprint squeaky good.

    What is a social media policy?

    Why a Social‑Media Playbook Matters (and How It’s Supposed to Work)

    Think of a social‑media policy as the company’s “do‑not‑lead‑us‑into‑hole” guide. It tells everyone—rookie, manager, C‑suite—what’s eye‑to‑eye, what’s a no‑no, and what happens if someone slips.

    What the “official” side has to cover

    • Who’s got the keys: Only the chosen crew can log in to the brand’s accounts.
    • Signing off the content: Every post needs a thumbs‑up from the proper supervisor.
    • Copy‑rights 101: Make sure you’re not stealing someone else’s work (or your own work with a fancy “quote” tag).
    • No secrecy slip‑ups: Don’t spill company secrets, even if it sounds cool.
    • Speak the brand voice: Stick to the approved spellings; slang is a no‑go.
    • Truth check before you tweet: Fact‑check or you’ll be chasing ghosts.
    • Zero profanity, zero hate speech: The bad‑mouth block is permanent.
    • Secure the login: Protect passwords like your life depends on it.
    • When the crisis hits: Know the chain of command and the response play.

    What the “personal” side looks like

    • Keep the brand pride: Avoid posts that would make the company look bad.
    • Stay bully‑free: Anything that could be seen as harassment is a big no‑no.
    • Company time is work time: Social media paling is off‑lunch only.
    • Disclaimer power: If you add a note that your views are personal, top it off with a quick reminder that it doesn’t speak for the whole crew.

    Bottom line: a solid policy keeps the brand shining online while giving employees the freedom to share their voice—without accidentally turning your company into the next viral nightmare.

    What next?

    Getting Everyone on the Same Page… First, Literally!

    Once you’ve nailed down those company policies, the next big step is “spreading the word.” Think of it as a group announcement—everyone from the intern to the CEO needs to know the rules and, more importantly, prove they’ve read them. That way, when someone gets pulled into a disciplinary debate or a tribunal, you can point to a solid, evidence‑based policy. It’s a guaranteed safety net.

    The Onboarding Advantage

    Bringing someone new into the fold is the perfect moment to hand them the policy handbook. Pair that with periodic nudges to your seasoned crew, or swing it over to anyone taking the reins on the company’s social media. After all, employees who understand the dos & don’t can become rave‑reviewers for your brand, turning passive fans into loyal evangelists.

    Social Media – The Double‑Edged Sword

    Love it or hate it, social media has taken up a permanent seat at everyone’s table. When the BBC, Gary Lineker, and the UK government found themselves in a tangle over a few lines of text back in 2023, it was a stark reminder: without crystal‑clear guidelines, a handful of posts can completely derail operations. A simple line about a product’s benefits, or a comment about a policy, can irk regulators or angry customers if it isn’t falling in line with the official stance.

    • Clear rules protect your brand. Everyone knows what they can and can’t say.
    • Documentation builds trust. Employees feel safe because there’s a paper trail.
    • Benefit from the agency effect. Happy, informed employees become your best marketing allies.

    Bottom line, keeping your crew in the loop and armed with well‑communicated policies means fewer surprises and a smoother ride when bad news does come crashing in.

  • Business awards return – boost your application with insider insights

    Business awards return – boost your application with insider insights

    If you’re a bit stuck for words and don’t know where to begin, here’s some tips for getting going on your award’s application and avoiding planning paralysis …

    One of the events from our annual business calendar that we saw draw to a close during the covid pandemic was of course the awards industry.
    It suffered massively, even though many adapted to running events digitally, after a whole year of zooms it was no wonder that we didn’t all jump in the air saying ‘yes another digital event’ and book the time in.
    To have them back on the scene means a big celebration. Not only for the work achieved over the past few years that needs to be recognised and shared with a wider audience, but to celebrate the joy of us all being together in one place and the high energy that comes with a large meeting or energised minds.
    You know that your business deserves some recognition for the sheer amount of blood sweat and tears that you’ve put into it since starting it up – perhaps you’re a fresh faced entrepreneur that’s coined a gap in the market, or maybe you’ve disrupted the marketplace and made people turn their heads, either way there’s a gargantuan amount of effort and endless amount of thought that goes into weathering storms, guiding teams through change and staying strong to lead the business forwards. 

    If you’re feeling out of practice with the whole awards application process read on – there’s some refreshing news within this which could be your answer to a paper application if you haven’t got time to complete those …

    Which award is for me?

    Awards normally span around ten options to choose from and they’re normally really well displayed in their categories. The Business Champion Awards for example take these steps even further by giving you extra pointers on each award on how to boss your application. They don’t want you to be stressed, they want you to succeed!

    Now’s the time to talk or write about what you believe …

    Perhaps you’re a business that believes in true diversity and you’re leading the way in how you tackle it. Maybe you’ve spent a huge amount of time transferring every operation in your business to becoming carbon neutral or worked out how to be completely planet friendly with your packaging. Do you give back regularly to your local community and share the belief that if everyone did something in their area, the entire country would be a better place? Staff rewards or team days, charity work, extra holiday and incentives for team players … tell the awards people; it all helps to paint an amazing picture of you and your business.

    Get into the nitty gritty of the detail

    What you think are normal everyday things – being good and motivating your team so they know they’re believed in and subsequently engage in your business mission – loads of business owners don’t do these things or not to the extent perhaps that you do.

    Thinking it’s all about the finance

    Cash flow is king but there’s so much more to being in business than that, especially if you’re applying for an award that doesn’t necessarily put finance at the centre of the award. Let’s face it, after MVP, even achieving cash flow takes a vast amount of planning and execution. Whether you’re doing it on your own or you have a team then show the numbers clearly, explain any dips and back up your financial predictions with data. Finance can be black and white you can talk through the numbers to explain the greys in between.

    Worrying about spelling or grammar

    Yes get someone to double check your application if you can, or create the content in a word doc and use a grammar app to check it for you. However, you might be amazed to read this, but the judges don’t really mind too much if this aspect isn’t perfectly correct. The judges are human and know that a lot of people struggle with this, so instead, they’re looking at your business – as long as the marketing and branding is correct there that’s good. If you really feel uncomfortable writing your application, apply for the Business Champion Awards instead as you can simply record a video application and send it across. Be you, be comfortable and show the team the products or service you provide and the behind the scenes snaps of how you did it.

    Get social

    Love it or hate it, your social media is a living breathing reflection of how your business is communicating to the world. However, it’s better to not do it at all rather than have every platform known to man listed on your website without being updated. Cull unused platforms and focus on the ones that draw the right kind of attention and spark inspiration with your desired customer base.

    Am I good enough?

    If you’re in business, you’re good enough. Everyone’s story, achievements and aspirations in life and business are different and waiting to be shared. You just don’t know who you’ll meet and inspire through the process and who may inspire you …

  • The Rolling Stones, Amazon and the British Red Cross

    The Rolling Stones, Amazon and the British Red Cross

    Whilst the Rolling Stones, Amazon and the British Red Cross are all very different ‘teams’, they share at least one commonality. But what is it?

    They all have clearly-defined decision-making strategies.
    Many senior leaders and leadership teams think that they have decision-making strategies in place, yet they struggle to articulate them when asked. Perhaps that is because they don’t actually have any real decision-making strategies.
    What’s more, a recent McKinsey report found that 72% of senior executives thought that their companies made bad decisions as often as they made good ones.
    The Rolling Stones’ strategy is that Mick Jagger takes the lead on all decisions, having first sought input from the rest of the band and their support team, with Keith Richards maintaining the right to veto. In the rare case of a veto, everyone knows that it is an important decision, so they will discuss until a new decision is reached that everyone can commit to.
    At Amazon, Jeff Bezos recommends using the phrase “Disagree and Commit” to guide all decision-making. This was also rumoured to be a decision-making principle at Hewlett Packard for many years.
    Bezos suggests that if you have conviction on a particular course of action, but there is no consensus within the team, then it’s helpful to say: “Look, I know we disagree on this, but will you gamble with me on it? Are you willing to disagree yet fully commit to this decision?”
    But for this strategy to work, it has to go both ways. The leader must be willing to disagree and commit to decisions that are contrary to theirs. In the same article, Bezos explains how a project team had a completely different opinion from his, and wanted to go ahead. He wrote back saying:
    “I disagree and commit and hope it becomes the most watched thing we’ve ever made.”
    Consider how much slower this decision cycle would have been if the team had actually had to convince Bezos rather than simply get his commitment.
    When the British Red Cross (BRC) deployed to Haiti in the wake of the 2010 earthquake they immediately established a Society Action Team of SAT. This was a strategic decision-making body whose purpose was to meet twice daily in order to review the current situation and make major decisions on the next series of actions in a complex and fast-moving environment.
    The decision-making process that the BRC used was to consult widely, gather information and then restrict the number of people in the decision-making team to the least possible number of people.
    Research shows that the effectiveness of teams decreases as membership goes beyond twelve, the tipping point may be as low as nine. As the number of voices increases, it becomes harder to be heard, focus is lost and consensus becomes extremely difficult, if not impossible.

    So, what about your team?

    Do you have a clearly defined set of decision-making strategies and do those in the team know what they are?
    If the answer is no, I recommend allocating 20 minutes of your next meeting to discuss the topic. I guarantee it will be an investment well made on your team’s journey from good to great.

  • Get their trust, return their business

    Get their trust, return their business

    The truth is we have to earn their loyalty and they will not be loyal until we have earned their trust. We need to be the only supplier they think of when they want what we have to offer. It is only then that they truly become a customer with longevity, before this they are still a customer with prospect.

    Why is this dangerous? Because we treat prospects and customers differently. If we are too quick to label someone a customer we will create a mismatch with how we treat him or her and what he or she needs. Think about your business strategies to bring in new business. Special offers, certain sales techniques, lots of explanation into how your services are the most suitable for them.

    Now think how you handle those who have bought from you once or more. No special offers, different sales techniques and perhaps assumptions that they know all about your services and how you operate. That first time buyer needs nurturing, if they are not this is the time when they may be poached by the competition that will have their own new business strategies.

    In order to nurture we must build relationships, listen to their needs and create a strong rapport. Most business people know this, but with the pressures of little time it is often overlooked and we scurry around with fractured attention trying to bring in new business. In today’s competitive world finding new clients is not easy, so it is more important than ever to value repeat business with the obvious rewards of loyalty to our brand.

    If we are seeking loyalty and trust it’s worth considering the neuroscience of decision making. Neuroscientist Antonio Damasio has worked with patients with head injuries for many years. He noticed that with certain brain lesions people lost the connection that translates physical feelings to emotional response. Things like sweating, rapid heart beat and butterflies in the tummy. So when they felt these sensations there was no emotional link.

    What was fascinating is that his patients couldn’t make rational decisions without an emotional response. In fact many couldn’t make decisions at all. As a result Damasio carried out further research in the laboratory and concluded that unconscious feelings are essential when it comes to decision making.

    So when people say that emotion doesn’t play a part in their decision making, they are not aware that their decisions were already manipulated by emotion below conscious awareness.

    This means that there is no getting away from it, emotion strongly influences customer behaviour. As such, it is essential that when nurturing prospects and trying to earn their trust, we do so by helping them feel good when dealing with our company. We make sure that we are reliable and that whenever they talk to us the whole experience is positive.

    It is an interesting fact that when we are trusted we actually become more trustworthy in this delicious feedback loop. This is supported by further neuroscientific evidence. As a consequence when we have earned trust and our prospects become customers, we actually rise to the challenge of being trustworthy and improve our services.

    As a progression, once someone is recommending us to others, they will actually become our best advocates, because the psychology of the human mind is such that it doesn’t like to be proved wrong.

    After all, word-of-mouth is the strongest and cheapest marketing there is, make sure those words are about your business and not the competition’s.

  • Sowing Stakes: How Laws Safeguard Your Data Rights

    Sowing Stakes: How Laws Safeguard Your Data Rights

    Data is the oil of the digital economy – whether it’s personal data or other sorts of data.

    Guarding Your Data – The New Frontier in a Digital-First World

    Since the General Data Protection Regulation (GDPR) rolled out last May, everyone’s woke up to the fact that their personal data isn’t just a back‑office issue but a battlefield of rights. Businesses, in turn, have started treating data protection as a non‑negotiable priority—no more treating it like a low‑budget backup system.

    Why Data Is Worth More Than It Looks

    The Internet of Things is exploding: connected cars, smart fridges, and buzzing sensors everywhere. Add the next‑gen 5G networks, and the amount of data streaming in will be staggering. But remember: most of this data isn’t personal. Still, legal experts are wrestling with a hot question—do we have ownership over data, whether it’s a passport number or a packet of sensor readings? That’s a huge economic puzzle.

    How the Law Deals with Information

    Under English law, the truth is that you can’t own information itself. Think of a database: the data inside is not “property” in the traditional sense, but the physical hard‑drive it lives on is.

    • Physical medium – tangible property you can own outright.
    • Intellectual property rights – copyright, database rights, and confidences that can still shield the information.
    • No general “owner” of data – everything hinges on how you package, store, or handle it.

    The EU has toyed with a “data producer’s right” but that’s still miles away. In the meantime, contracts become the safety net, filling gaps that the law hasn’t carved out yet.

    Case Study: The Horse‑Racing Data Drama

    Yesterday’s ruling (May, 2024) put a spotlight on whether specific race‑track data could be protected. The plaintiffs tried three angles:

    • Copyright – only works that are original literary creations qualify.
    • Database rights – a real investment in building and maintaining a protected database is required.
    • Confidence – treating the data as trade secrets, protecting it under the law of confidentiality.

    The court let the confidence argument win: the pre‑race data had commercial value, and restricting its spread off the track was justified. They dismissed copyright because the data was algorithmically auto‑generated and lacked the creative flair needed for protection. Database rights were ruled non‑infringing as the data use didn’t cross the thresholds necessary.

    This case shows that protecting data is a tricky, fact‑driven art. No single legal approach guarantees success; often it’s a patchwork of policies, contracts, and good old‑fashioned safeguards.

    Practical Steps for Protecting Your Data

    Want to keep your data from becoming a free‑for‑all catalog? Prioritize these areas:

    • Trade Secret Policy – Identify the data you’re keen on guarding. Document it, keep it private, and enforce confidentiality clauses in employment and NDA agreements.
    • Lock It Down – Hard‑wow! Use robust physical and digital security measures. Deploy role‑based access controls and encryption.
    • IP Rights Check – Maintain meticulous records showing how data or databases were created and maintained. Scrutinize contracts with developers to confirm your ownership of copyright and database rights.
    • Contractual Safeguards – When you share data with partners or vendors, ensure those agreements spell out the rights you retain and the responsibilities they uphold.

    Remember, the law may lag, but you can build a solid defense with thoughtful policy, vigilant security, and strong contracts.

    — with a dash of humor, authority, and a keen sense of the evolving data landscape. (Photo by Glenn Carstens‑Peters on Unsplash)

  • The single-minded proposition for your media persona isn’t as single minded as you think

    The single-minded proposition for your media persona isn’t as single minded as you think

    The one-line single minded proposition is your ticket to drive on the media motorway.

    Get it right and you get green lights all the way, and infact you can confidently accelerate, almost like you’re in a jet stream. Get it wrong and you can be stopped by every single red traffic light, traffic jammed for miles crawling along at a snail’s pace or remaining totally stationary altogether.
    If the single-minded proposition is your tree anchored by the roots of your back story, all your content in the form of subsequent stories are the branches that stem from it.
    It’s what William Chase, the founder of Tyrrells Crisps and Chase Vodka calls ‘The Magic’.
    Literally, it’s like Ali-Baba And The Flying Magic Carpet. Get on and you effortlessly take off, seemingly without a care in the world, riding high across the Arabian night sky.
    I first worked with William Chase ‘making the magic’ around the exit stage of Tyrrells crisps in 2008 which he sold for £40 million. This sale overlapped the early growth phase of Chase Vodka, which sold for an estimated £80 million to Diageo in 2021.
    I came up with and deployed the narratives about Chase ‘selling vodka to the Russians’ around the time of the Football World Cup after Chase won the San Francisco World Spirits Competition for ‘world’s best vodka’ knocking P Diddy endorsed Ciroc rock off its perch.
    Chase is now fully focused on his ‘third coming’, Willy’s Apple Cider Vinegar, getting people hooked on a daily dose of Willy’s to keep the doctor away and boost immunity. In this ‘virus world’, that’s certainly ‘of its time’.
    He’s pondering how to best position and reignite his back story so it breathes life into Willy’s Apple Cider vinegar.
    Chase’s personal story as a farming entrepreneur has always cross-fertilised first his potato crisps business followed by the potato vodka business – selling the provenance and craftsmanship of the brands.
    William Chase positioned himself as an Everyman anti-hero. A fighter. An overcomer of obstacles.
    But that’s only part of the single-minded positioning.
    The other part, which creates ‘The Magic’, is the strap-on, change-out component, the ‘campaign’ that adjusts the single-minded proposition to the media market – the mood and temperature of the time, but more importantly, allows you to fill a position not already owned by someone else.
    Get it right, and it means you can personify and fill a market gap and get lift off because there’s space for you to occupy.
    So the single-minded proposition isn’t so single-minded after all – but instead a single-minded proposition, adjusted to the market at any given time through a ‘subplot’ or ‘campaign’.
    Diet Coke is a brand with grounded, solidified somewhat static brand values. So the ‘Kate Moss for Diet Coke’ is the sub-plot or campaign which has a short life span and is changed out.
    If your personal brand is Harrods, then the subplot or ‘campaigns’ are the ever-rotating dazzling window displays that create interest and maintain freshness.
    So the two, the X and Y chromosome are one. The X is the anchor. The Y is the market adjustment and filler of a gap.
    It can become a bit like a chess game played with a suck it and see attitude.
    Market testing can take a while before something finally gels. The agar growing on the jelly.
    William Chase found the gap in terms of his single minded-proposition but adjusted to the market mood, as the antithesis of the BBC Dragons’ Den multimillionaires all showing off about their wealth in documentaries with them jumping out of helicopters in Monte Carlo and magazine interviews showing off their car collections back in 2006 and 2007.
    Chase was raw and real and quite literally ‘down to earth’ and ‘down on the farm’.
    He cut to the chase, revealing how he had filed for bankruptcy at the age of 32 when he had problems harvesting the potato crops. He was happy to be this real and honest and gritty to anyone that would listen.
    Rather than keeping his bankruptcy a guilty, hidden secret, Chase zeroed in on it as his subplot or ‘campaign’ and created a positioning – sharply in contrast with the multi-millionaire Dragons.
    He wasn’t a ‘me too’ entrepreneur like the Channel 4 Secret Millionaires chasing the coat tails of the Dragons but positioned as the antidote to the gratuitous, showy-offy displays of personal wealth. Yes, James Caan had not one but two Rolls Royce Phantoms in his garage! Will Chase was happy on his tractor.
    It worked.
    His story truly took off and subsequently the food and drink sections of all the national newspapers followed suit by filling their pages with product PR for Chase Distillery and the features sections with personal profiles on William Chase, the hardworking Hereford farmer.
    When you get it right, rather than simply putting out, you get a lot of requests back the other way from journalists trying to keep up. It all starts to build like stoking a roaring fire in winter.
    In the same way The Rolling Stones were the antidote to the clean-cut Beatles, Chase was the antidote to the multimillionaire BBC Dragons.
    Hertz got famous with the slogan. ‘We’re only Number 2, but we try harder’. They fully accepted that Avis were number 1, admitted it, and then found the gap with their ‘service with a smile’, showing they try harder. That penetrated the media curtain. That positioned them for take-off.
    The famous 2011 book of inspiration by M&C Saatchi is called ‘The Brutal Simplicity of Truth: How It Changed The World’.
    One particular story in there sums up the importance of positioning in terms of making things fly for either products or people.
    It says:
    ‘Every day, a blind man sat on the pavement in Central Park. He had his hat in front of him, begging for money. The sign read:
    I am blind
    Passers-by ignored him.
    One day, an advertising man saw his plight. He altered the wording on his sign and the cash started pouring into the hat. What had he done?
    He had changed the sign to read:
    ‘It is Spring and I am blind’.
    Your personal brand is much the same. Just being blind is only one aspect.
    The missing component is market adjustment and qualifier. In this case ‘it being Spring’ was the vital component for the blind man to get traction with his audience.
    Each subplot, campaign or ‘cartridge’ has a lifespan and then needs to be swapped out at some point once it’s run its course.
    Chase can’t create ‘The Magic’ for Willy’s Apple Cider Vinegar by telling the bankruptcy story all over again. It’s been done to death. That subplot in terms of his positioning is over.
    Meghan Markle is currently struggling for relevance in the USA as she tries to recycle her victim status at the hands of the ‘nasty racist royals’.
    People aren’t wearing it. Not because she’s not presenting it in a believable, emotion-fuelled way, but because she’s exhausted the positioning of being a victim at the hands of the Royal family. It’s run its course and she’s done it to death. She needs something new like the US Presidency to set her sights on.
    The change-out subplots can be rapid-burn or slow-burn depending on market forces.
    For Las Vegas based Entrepreneur Krista Waddell I had a truly golden period when she brought to Britain Ounces2Pounds at the onset of the financial crash of 2007-2008. Reverse tupperware-style parties were ‘of their time’. They had started in Canada and the USA. Krista was the first to bring them to Britain. I had Krista interviewed on BBC business shows as an innovator. Loads of Me too copycats launched and started getting press traction eventually – generally as spin-offs from various pawn brokers. But Ounces2Pounds were in first, and maxed out the press. I had them on BBC Breakfast, CNN, The Sun, The Telegraph you name it. Krista eventully melted down £2 million worth of junk jewellery made up of single cufflinks and single gold earrings in Birmingham before leaving the country again. The financial crash was her ‘campaign’ which, bolted on, created her positioning.
    You’ll know when its time to develop and deploy something new as your bounce seems to be becoming a little flat.
    Madonna has had more media lives than I’ve had hot dinners because she has expertly repositioned her personal brand time and time again with ‘Great resets’ while never removing or eroding the essence of what makes her tick.
    The two-pronged ‘single-minded proposition is the key to unlocking the door of media coverage gold. Once you get this right you can proliferate your content and start to push it out into the media marketplace.

  • Is Your Business at Risk? Avoiding the Sixth Fatal Pitfall

    Is Your Business at Risk? Avoiding the Sixth Fatal Pitfall

    Mistake #6: The Self‑Awareness Gap

    Picture this: you’re the boss, the mastermind, the “I’ve got a brilliant plan” kind of person. But behind the façade, you’re hiding a secret – it’s the fear of looking foolish. You dodge the mirror, you refuse to admit that maybe you’re not as perfect as you think.

    Why Most Owners Get Stuck

    • Trust Issues: You want control – nobody else can pull the trigger on your vision, right?
    • Knowledge Concealment: What if people ask? “You know what you’re talking about!” “I don’t, but I’ll try.”
    • Team Building Hiccups: You’re unable to spot the right people, missing the real connection with your crew.

    Delegation: The Great Conundrum

    Many brag about being “great delegators.” In reality, they’re either dumping tasks onto strangers or hovering so close that it stunts growth.

    “You can’t trust people. They won’t do it right.”

    This mindset just fuels the same loop: you keep clamping down, and no one else feels empowered.

    When the Blame Game Starts

    It’s easy – and tempting – to point fingers at the “my team” or “the economy.” But pause. Are you the real culprit?

    • Recruiting the wrong folks?
    • Key people leaving without a notice?
    • Feeling overloaded because you’ve got too much on your plate?

    These patterns are not random. They’re clues. The silver lining? Taking a hard look at the reflection can light the way forward.

    Take a Moment, Take a Breath, & Do a Reality Check

    Invest a little time to analyze yourself. Ask: “Am I really the superhero I see in the mirror, or do I need a few more superpowers to get this business up the right track?” If you’re struggling, the likely plot twist isn’t a recession or a government policy – it’s you.

  • Businesses, Get Ready: Your Guide to the New Neonatal Care Leave

    Businesses, Get Ready: Your Guide to the New Neonatal Care Leave

    Businesses must prepare for a significant new workplace entitlement where a baby is born on or after 6 April 2025 – neonatal care leave. Currently, 1 in 7 babies in the UK requires neonatal care due to premature birth, low birth weight, or complications.

    What’s New for Working Parents (and Babies)

    The 12‑Week Offer

    Starting today, if your newborn ends up in the hospital for at least seven straight days during their first month, you’re granted the right to take up to 12 weeks of paid neonatal care leave right away.

    Who Gets the Bonus?

    Over 60,000 parents are expected to snag this benefit. Also, many employers will handle statutory neonatal care pay (SNCP), which means you’ll get a paycheck while you’re on the front lines of diaper duty.

    What Employers Need to Do

    • Check your leave policy and make sure it lines up with the new rules.
    • Set up a simple, clear process for employees to apply.
    • Run the SNCP system so salaries don’t lag.
    • Train HR to handle the paperwork quickly and friendly.

    Why Act Fast

    Ignoring the changes means you could find yourself scrambling when a baby’s first 7‑day hospital stay triggers the leave period. Don’t let paperwork pile up—get prepped now.

    So, what do businesses need to know—and how can they prepare?

    What’s Neonatal Care Leave All About?

    Picture this: you and your partner are about to welcome a tiny bundle of joy, and suddenly the government says, “Hey, you’ve got a new baby? That’s great! You can pause work for a while.” That’s the magic of neonatal care leave. It’s a one‑day “right” that kicks in the very first day of your newborn’s hospital stay, as long as the baby is 28 days old or younger and spends at least seven consecutive days in the hospital or under related care.

    Who Qualifies?

    • Parents, individually. Both the mother and the father each get their own slice of this stop‑work opportunity.
    • If the baby doesn’t stay in the hospital but still receives hospital‑directed care (think post‑discharge follow‑ups, monitoring visits, or palliative support), the same rule applies—milestones like a week of continuous care trigger the leave.

    What Does “Neonatal Care” Mean?

    Neonatal care covers three main scenarios:

    • Hospital care. The baby’s admitted to the medical unit for treatment.
    • Doctor‑led follow‑up care. After discharge, the child continues to be monitored under a consultant’s direction—weekly visits, check‑ups, and other hospital‑arranged services.
    • Palliative or end‑of‑life care. Even in the toughest circumstances, the leave still applies.
    In a Nutshell

    Neonatal care leave lets parents step away from the office, make sure the newborn gets the medical attention it needs, and manage the emotional rollercoaster—without bringing a case of the blues to the workplace. If you’re meeting those criteria, you’re officially free to take time off right from day one.

    The right is in addition to maternity, adoption, paternity and shared parental leave.

    What’s the Deal with Neonatal Care Pay and Leave?

    Statutory neonatal care pay (SNCP) is the government’s way of helping new parents who have to take a little extra time to sit with a newborn who’s in a neonatal unit. Let’s break it down in plain English.

    Who Can Claim?

    • Worked for at least 26 continuous weeks before the baby arrives.
    • Earns an average of at least £123 per week.

    If you meet those criteria, you’re looking at a £187.18 per week payment.

    Who Counts as a “Parent”?

    Think “parent” broadly: the biological mom or dad, a surrogate’s intended base, an adopter, or even a partner living with the baby‑to‑be. In short, anyone tied up in an “enduring family relationship” with the child qualifies.

    Neonatal Care Leave: The Freedom to Pause the World

    Parents can snag up to 12 weeks of leave at no cost if they need to stay with a newborn in the NICU. You’re guaranteed at least one week, but you can take longer.

    When Can You Take It?

    • Starts from the moment the baby is admitted to the neonatal unit.
    • Must fall somewhere within the first 68 weeks after birth or adoption.
    • Usually stacks on top of maternity leave, giving you that extra breathing room.

    Two Stages: Tier 1 vs. Tier 2

    There are two ways to line up your leave:

    1. Tier 1 – From first day of neonatal care to seven days after it ends. You can split this into chunks of at least a week, so if baby is doing a short-term stay, you can take a bit at a time.
    2. Tier 2 – The remaining time up to 68 weeks. Here, you’re required to keep the leave in one continuous block.

    Notice‑and‑Pay Rules

    The notice you give to your employer depends on which tier you’re in. Tier 1 usually has less stringent notice, but if you and your boss are good pals, you can waive the notice requirement altogether. That’s one way to keep the peace.

    Bottom Line

    Basically, if you’ve been there, done that for 26 weeks, and hit the pay threshold, you can easily claim a sweet weekly payment and tuck away up to twelve weeks of paid leave to sit with your little floor‑dancer in the NICU—without needing to jump through hoops, thanks to the latest rights.

    What should employers do now?

    Getting Ready for Neonatal Care Leave

    Hey employers, the new neonatal care leave rules are coming, and you’ll want to hit the ground running. It’s all about making sure your team knows their rights—and no one is left tangled in paperwork.

    1⃣ Draft a Clear and Simple Policy

    • Who gets the leave? Pin down eligibility: full‑time, part‑time, contractors, etc.
    • When does it kick in? Start dates, maximum duration, and how it ties into your existing benefits.
    • Notice rules – give folks a heads‑up window (e.g., “mention your leave at least two weeks in advance”).

    2⃣ Decide on Enhanced Pay or Not?

    Statutory pay isn’t always enough. If you already offer generous family packages, consider topping up the neonatal leave period—just let the rest of the team know.

    3⃣ Align Your Policy with the New Law

    Go through any old leave plans and dial them up to the statutory minimum. A quick audit and an update will keep you compliant.

    4⃣ Spread the Word

    Don’t let employees guess what’s going on. Board a meeting, send an email, or drop a newsletter. Explain the steps to apply, the right to keep their employment terms, and the fact that pay stops for the leave period.

    5⃣ Train Your Managers

    Managers are the frontline. Teach them how to handle applications with empathy, keep those “no detriment” rules in mind, and be ready for the emotional rollercoaster parents may face.

    6⃣ Keep a Pulse on Additional Government Guidance

    The Ministry’s full guidance is still under construction. Stay tuned—once it drops, update your policy and your communications accordingly.

    7⃣ Look Beyond the Leave Period

    When the baby returns home, that little one may still need specialist care. Offer flexible working patterns (shift swaps, remote days) to help parents juggle. Also, shout out any well‑being initiatives or Employee Assistance Programs (EAPs) you’ve got. Nobody should feel like they’re navigating a medical maze alone.

    Get Support From These Charities

    • The Smallest Things Charity: a bright spark for families facing neonatal care.
    • Bliss Charity: hope and support for newborn families.
    • Working Families: practical help and community for working parents.

    Cheers to making life smoother for your newest parents. Their little bundle will be thriving, and your team will feel the difference too!

  • Scaling a business – 7 tips for success

    Scaling a business – 7 tips for success

    Welcome to our exciting new series, “So You Want to Be a CEO,” where each month, I will delve into the world of business leadership and scaling enterprises. Join me on this insightful journey as I share my experience in business success.

    Handpick Your Team Wisely

    The most important asset to any business is its people. Having started in the recruitment industry, this has given huge insight into scaling businesses around hiring and progressing exceptional people. By connecting talented individuals with the right opportunities, I’ve witnessed first hand how a strategic recruitment approach can shape the foundation of a successful enterprise. That’s why it’s so important to take the time to find the right team.
    As CEO of Truly Nuts, there are a few key qualities I look for when hiring employees, they may sound obvious but the key in finding the right talent is being able to get tangible evidence from their track record during the interview process.
    The first quality I look for is the right attitude. You want employees who are positive and upbeat. A positive attitude is contagious and contributes to a healthy work environment, and those people who lead with their heart are often better adapted to dealing with the obstacles that come in any job.
    The second is a good work ethic. You want your teams to be focused, have high energy, and work hard. As Samual Goldwyn’s old adage goes “the harder I work the luckier I get” and one of the core traits to almost all our most successful people is a great work ethic.
    The third thing to really spend time assessing is the value alignment between your potential employees and your business or brand. Headhunt individuals who understand and embrace your company’s core values and beliefs. You can assess this against all aspects of their life, from their work experience, to life experiences, even their family life and hobbies and interest. When your team is aligned with your mission, overcoming challenges and achieving collective success becomes a natural outcome.

    Lead by example

    Leadership sets the tone for the entire organisation. In the same way as a school is only as good as its head teacher – business is the same. Demonstrate the values and behaviours you want to see in your team. Be transparent, communicate openly and foster a culture of open communication where employees feel comfortable expressing their thoughts, ideas, and concerns. Show your team how to adopt a healthy balance between work and personal life. By prioritising these elements you can build and sustain a healthy work culture that not only attracts top talent but also promotes employee satisfaction, engagement, lower staff turnover and fosters long-term success.

    Aligning Actions with Values

    A dynamic culture is reflected in a company’s daily actions that align with its values. At Truly Nuts, we don’t just consider ourselves a business; we are committed to social responsibility. Our values translate into concrete actions, such as giving back to communities, ensuring fair wages, and empowering women in the workforce.
    Ensure that your company’s values are not merely words on paper but principles guiding every decision and action. When values and purpose are deeply embedded in the company culture, they become a powerful force propelling the business towards rapid and sustainable growth.

    Embracing Diversity and Inclusion

    A dynamic culture thrives on diversity and inclusion. Embrace differences, celebrate individual strengths, and create an environment where every voice is valued. Currently we have teams in San Diego, Singapore, Manchester and Lima working together on a daily basis, and we have always placed a high value on the unique perspectives each team member brings, fostering a culture that encourages innovation and creativity.

    Investing in Team Growth

    Invest in the growth and development of your team members. A dynamic culture places a premium on continuous learning. Provide opportunities for skill enhancement, mentorship programs, and avenues for career advancement. When your team feels supported and invested in, they, in turn, contribute their best efforts to the success of the business.

    Think like a start-up!

    Startups thrive on adaptability, and this trait becomes increasingly important during scaling. The business landscape is dynamic, and the ability to pivot quickly in response to market shifts or emerging opportunities is so important. Instead of always sticking to proven products and marketing strategies that have worked in the past, be experimental, keep trying new things (within budget!), be innovative. If you put the customer first, demand feedback from that customer, and act quickly on that feedback to give ‘best service’ you can shake up any market.
    Also, scaling a business often leads to an increase in bureaucracy and additional layers of management to handle growing responsibilities. Keep your team lean and this will allow for streamlined communication and faster decision-making.

  • U.S. Court Rallies: TikTok Loses Battle Over Mandatory Ban or Sale

    U.S. Court Rallies: TikTok Loses Battle Over Mandatory Ban or Sale

    A federal appeals court has upheld a law requiring TikTok’s Chinese parent company, ByteDance, to sell the app to a non-Chinese entity by mid-January or face a ban in the United States.

    TikTok in the Hot Seat: A Quick Take on the Court’s Big Move

    In a decision that’s turning heads across the U.S., the U.S. Court of Appeals for the District of Columbia Circuit has given TikTok a real nudge. With over 170 million Americans dancing to its beats, the app is now under the microscope—and the verdict isn’t exactly a pat on the back.

    What’s the Scoop?

    • The court’s ruling reaffirms the law that threatens a nationwide ban if TikTok doesn’t sign the compliance card by January 19.
    • ByteDance’s attempt to wipe the rule out on First Amendment grounds? Rejected.
    • They say a sale is tricky—guess the Chinese government doesn’t want to hand over the keys.

    Trump Is on the Watch

    Our {currently} president‑elect, Donald Trump, has been all loud and proud when it comes to TikTok. But now his team is scrambling to spin a rescue plan. A spokesperson promised, “He will deliver,” and then… silence.

    Why It Matters for the YouTube Generation

    • Freelance creators who build their streams on TikTok—think dance influencers and meme mash‑ups—could find themselves out of pocket.
    • The app has become a living cultural phenomenon; losing it would feel like a glitch in the Matrix.
    • Free‑speech advocates fear a removal could choke the digital economy and stifle internet discourse.
    The Path Forward

    Legal minds are already planning to shoot TikTok onto the Supreme Court’s docket. Will the justices take the case? No one’s sure. For now, nothing looks nailed down.

    Big Picture: Tech, Trust, and Trump

    The decision is a bellwether for how TikTok fits into the U.S. market and a reminder of the deeper geopolitical tensions that come with tech and data privacy. In short, TikTok’s fate could set precedent for how our digital playgrounds are regulated.

  • A focus on the positives we can carry forwards into 2021 from 2020

    A focus on the positives we can carry forwards into 2021 from 2020

    2020 was the year which highlighted several out of date systems that without the immediate need, may have been swept under the rug for another decade at least.

    As Britain enters into yet another lockdown what positives can we takeaway from 2020 that can still be applied this year and for the foreseeable future?

    We’ve found that ‘giving back’ is essential and should not be a one-time thing

    All those acts of kindness, going the extra mile. Perhaps we can’t keep them up during 2021 to the exact same extent, however, with the news of another lockdown we need to ensure that all members of our society are looked after, cared for and still heard.
    Many of our SME business owners and readers have charitable donations built into their strategy on a yearly basis, however with lockdown restrictions in place 2020 flagged how focusing in on our need to really boost the kindness within our local community. So this year let’s aim to keep those good deeds going on a more personal and local level by building them into your yearly strategy.
    Whether it’s donating food each week or helping out at a homeless shelter once a month, if each business in the area each vowed to tackle one issue, each county would become a much better place. Community spirit boosted – check.

    We’ve used data to create multiple contingency plans and in turn have reduced our stress levels from that of, shocked to prepared

    With the advances in data and KPI’s, all businesses have the opportunity to view ROI and the effectiveness of campaigns at the touch of a few buttons, many with immediate effect. By cultivating a opportunistic, entrepreneurial mindset, that data can be interpreted to give birth to new ideas to expand on what’s being clicked on in a successful manner and know what to revamp.
    By continually staying abreast of changes and advances within your marketplace and other verticals, when certain roadblocks come into place, you’re in a quick position to pivot and form new strategies. Chatting to a number of business owners about their focus for 2021, it was clear that instead of rolling out one campaign, a vast amount of hard work has been undergone to create multiple strategies which can be applied in any number of different circumstances all which have the same desired effect of ensuring that the business can continue, secure jobs and make profit. When the news of another lockdown came through last night, I instantly thought of these business owners and was relieved for them that their contingency plans could be effected and keep their stress levels down.

    We’ve whittled down our working processes

    I’ve worked for years using task management systems instead of emails, however 2020 was the year that this concept really went mainstream. Collaboration between at-home workers across multiple projects was secured and SaaS providers saw their annual targets being met in a manner of months. Communication was the number one consideration for the millions of business owners across the globe and Zoom and Microsoft Teams were vying for first place to profit from the intense need. As furlough is due to come to an end this year, it will be interesting to see how many of you decide to keep the bulk of your workforce working from home, still utilising these online tools. Although even I have to admit, a break from the intensity of online Zooming was a relief over Christmas.

    We’ve boosted our online offering

    If your business didn’t have an online offering the chances are high that it does now. From cafes taking orders via apps to independent gift shops now selling their wares via ecommerce providers. Cash which once was king has been usurped by fiat currencies. Perhaps that’s no bad thing. It’s easier to keep track of all payments and by signing up to accounting apps the end of year tax and VAT can be budgeted for well in advance. Again, reducing stress and keeping those brain cells for innovation.

    Digital banks have reigned supreme

    With lending power curbed and long queues formed in the elements, more and more people have turned to creating online bank accounts with the likes of Revolut, Monzo and Starling to name a few. Quick turnaround decisions, revised red tape and user friendly, up-to-the-second apps have leapfrogged society into the new year in a smarter more organised with their money. It was time the banking system had a serious look at their customer experience, hats off to these digital banks who recognised and acted upon this need. Three weeks to change a business address in a high street bank compared to fifty seconds with a digital bank – I know which one I’d choose …

    We’ve created new plans with speed and eliminated pointless tasks

    Eight months to blitz a marketing strategy, collaborate and form a nice new Powerpoint? No chance. 2020 saw everyone’s predictions, goals and campaigns halted and completely switched round on their heads. Instead of having departmental meetings deliberating for hours upon end, strategies had to be devised and implemented in record time. The upshot of this? Many businesses have realised once again that they don’t need to fill man hours deliberating. By staying abreast of the data coming to them from their service providers a mentioned above, lends itself to a quick reaction to change. And we all know that those who respond quickly to change will make money in any economic climate …

    We’ve learnt to control what we can and maximise opportunities when they arise

    Survival for a certain amount of time for many became the sole focus of 2020. I certainly was for me. The first four months of lockdown were long, uncertain and I’m sure it’s resulted in the one grey eyebrow hair that keeps now coming through. Whilst certain specific industries have managed to adjust and capitalise, for many the mindset has been to simply stay afloat. In the vast amount of interviews we’ve conducted over the past year we’ve noticed a positive adaption to change and revamping of businesses where possible that has been both commendable and inspirational. The restaurants who opened food vans to serve substantial meals in pubs from, the gin companies who produced bottle after bottle of hand-sanitiser, the factories making toys who’ve made visors for the NHS, the seamstresses who had to shut their doors to their usual trade but have stayed at home and sewn thousands of cotton masks. We applaud you. Britain’s wartime propaganda department, Ministry of Information quote ‘keep calm and carry on’ became marketing material for numerous companies who re-wrote it in every single way imaginable in 2008. Yet the beauty of those words remains in their simplicity and needs to be remembered today, if you can keep calm you will think of solutions and be able to carry on.
    Let’s all channel this quote as we enter lockdown 4.0. I wish you all a safe and innovative few months ahead. Keep me informed of your news and I’ll gladly interview as many people as possible to publicise what you’re doing to stay afloat and push forwards.
    cmartin@cbmeg.co.uk

  • Why authenticity wins in business: insights from Jules White

    Why authenticity wins in business: insights from Jules White

    Jules White has never been one to follow the traditional sales rulebook. Internationally recognised for her bold “Live it, Love it, Sell it” methodology, she champions authentic, human-centred strategies over pushy tactics.

    This is a philosophy that has not only earned her clients worldwide, but also the respect of peers who call her the “Dragon Slayer” for her entrepreneurial courage.
    When the pandemic shifted networking and client relationships online, White found a simple yet powerful way to stay connected. She launched Virtual Cuppa with Jules, informal chats that gave her the chance to meet people away from the curated world of social media.
    “What started as conversations often sparked on posts became real human connection,” she reflects. “Some meetings have simply led to new friendships or recommendations, while others ended with someone saying, ‘How do I work with you?’ It’s been mind-blowing to see how such a small idea could open so many doors.”
    Her message to entrepreneurs who may feel invisible or uncertain in difficult climates is clear: show up. “It’s very easy to retreat when business slows down,” she says. “But if you’re hiding, no one knows about you. Staying visible is crucial. Be present on social media, and most importantly, show up as the real you.”
    That visibility, combined with hard work and authenticity, helped White earn recognition at the 2019 Woman Who Achieves Awards. Surrounded by what she describes as “incredibly talented entrepreneurs”, she hadn’t expected to win. “It was a total shock,” she recalls. “I was just proud to be a finalist. But winning made me reflect on my achievements and the fact that I now work all over the world. Who knew?”
    For startups and young entrepreneurs eager to carve out their path, White’s advice is rooted in passion and pragmatism. “Do something you love,” she says, “because when you love it, everyone can see it. But don’t underestimate the work it takes. Building a business isn’t about doing a couple of things and waiting for results. It’s hard graft. So love what you do, work hard, and be real.”
    Looking back on her own journey, she credits her success not only to resilience but also to her deeply held values. “Integrity has always been huge for me, along with a love of people,” she explains. “Sales is about empathy. I love stepping into someone else’s world and seeing it from their perspective. It’s fascinating, and it creates real connection.”
    Resilience, too, has been a defining theme. “I’ve always tried to stay positive,” she adds. “My dad used to tell me, ‘There’s no such word as can’t.’ That’s something I carry with me, and it’s helped me push through the toughest times.”
    For Jules White, the formula for success is not complicated. It comes down to visibility, authenticity and a genuine love of people. In an era where businesses are increasingly judged on transparency and purpose, her message resonates: in sales and in leadership, authenticity always wins.

  • Navigating the Fiscal Maze of International Remote Work: Essential Insights for Employers

    Navigating the Fiscal Maze of International Remote Work: Essential Insights for Employers

    By now, we all know that getting back to “normal” will, for many people, not involve going back to work in the way we did before Covid-19 hit.

    Remote Work: Tailored for the Lucky & the Reluctant

    When folks start chatting about the future of work, terms like “remote working,” “agile working,” and “flexible working” pop up almost like family members swapping names at a reunion. But it turns out remote work isn’t one-size-fits-all—it can be a full‑time flextime for some, and a part‑time side gig for others.

    Why Some Employees’re Losin’ the Map to Their Desk

    • They’ve taken advantage of the “work from home” loophole, packing up and heading back to their homeland.
    • Some have elected to follow their hearts—and family—moving to care for elderly relatives in foreign lands.
    • And, let’s not forget the retirees who’ve swapped their 9‑to‑5 for sun‑soaked retirees in warmer climes, even if only for a semester.

    Tax Talk: The Part of the Story Most People Skip

    It’s all fun and games until the taxman shows up, right? For those globe‑trotters and “home‑only” workers, taking early advice on how to keep their taxes in line is absolutely vital. An ill‑timed move can turn a sweet escape into a tax travesty.

    Quick Fix Tips
    • Know your home country’s rules. Some places require you to declare worldwide income even when you’re physically away.
    • Register an address. This helps the tax office identify where you’re based and when you qualify for double‑taxation agreements.
    • Track your work hours. If you split your time between two countries, make sure your clock runs on the right currency.

    Bottom line: You can enjoy remote, agile, or flexible work—just make sure the rules aren’t ticking back on you. And if you’re moving in any direction, keep those tax fields fresh, or you might end up with a “debt” that’s hard to swallow.

    Where will the tax be paid?

    When and Where Do Taxes Drop Into Your Pocket?

    Picture this: your employee hops onto a plane, lands in a new country, and starts earning there. Where does that money end up paying taxes? The answer isn’t tarot card simple—it hinges mainly on the employee’s tax residency status.

    The 183-Day Rule: Your Quick and dirty Decision Tool

    Remember, most tax systems use the “183‑day rule” to decide if someone is a resident for tax purposes. In plain English:

    • Out for longer than 183 days → you’re likely considered a tax resident in that country.
    • Under 183 days → you might still be a UK tax resident but you’ll need to check the finer details.

    If the 183‑day dance is completed, the employee will usually owe taxes in the country where they’ve made that 183‑day mark.

    Double Trouble? Not Exactly

    Now, what if your employee lands in the new country but hasn’t hit the 183‑day milestone yet? The temptation is to guess they’re safe from double taxation. It’s not that simple.

    In that window, the crew needs to:

    1. Identify if the income gets taxed by the UK and the foreign country simultaneously.
    2. Check whether the UK obligations still apply.
    3. Look into any double tax treaties that might shrink the overlap.

    These treaties usually give one country the “first dibs” on taxation. But you can’t just assume—dig in and confirm which country gets the priority.

    Bottom Line for Employers
    • Always verify if your employee’s tax residency status triggers a tax bill overseas.
    • Keep holding UK taxes until you’re certain no double filing is possible.
    • Talk to the treaty experts. A well‑used treaty can save you and your employee from paying about the same income twice.

    Remember, the world of taxes is less like a straight line and more like a maze—just move through it with the right map (or treaty) in hand!

    Who will pay the tax?

    When Your Employee Goes Global: Tax Tips That Don’t Slip You Off the Edge

    Going abroad with a staff member might feel like a trip to any destination, but taxes switch the scenery into something that can bite hard. Before packing those passports, get this straight: the rules of the host country can drag both you and the employee into tax soup.

    Who Pays the Tax Bills? Employer vs. Employee

    • Employer’s Task: In many places, the company must register itself locally to handle social security and income taxes for the overseas worker.
    • Employee’s Load: Some jurisdictions let the employee shoulder the bulk of the tax responsibility—no company paperwork, but hefty personal bills.
    • Action Required: Draw up a local adviser. Know the exact split of duties so a surprise tax storm doesn’t catch you and your employee when you least expect it.

    Why an Employee’s Job Might Set Up a Tax Office for Your Company

    • Contracting Magic: If your remote person has the power to negotiate deals or sign contracts that enforce your brand in that country, your company can suddenly become a taxable entity there.
    • Business Taxes & More: This local presence means paying business taxes, possibly dropping you into licensing hoops and bureaucratic e‑forms.
    • Unintended Liability: Should your firm want to dodge those extra obligations, the decision to send an employee overseas can hit hard—and suddenly you’re not just firing a clocked‑in worker, you’re officially a business in a new jurisdiction.

    Should You Move an Employee Abroad? A Quick Checklist

    • Check the registration rules of the foreign country.
    • Ask a local tax consultant to map out the division of responsibilities.
    • Determine if the employee’s tasks will create a tax presence for your organization.
    • Weigh the cost of licensing and paperwork against the benefits of an overseas office.
    • Decide: do you want your company to become an accidental tax victim or keep the operation strictly in the homeland?

    In short, if you’re planning to have your employee get out of the office and into a foreign market, think of taxes like a surprise party—unless you coordinate with the right advisers, you might find yourself under an unplanned spotlight.

    Take stock and resolve any issues now

    Oops, the Tax Machine Keeps Turning

    Even if nobody intended to stir up a tax storm or set up a tax presence in another country, it can happen if remote workers pop up where the laws expect you to register.

    • Pause and peek: Make sure the tax rules and work arrangements actually line up.
    • Check the glue: Verify everything is working as it should.
    • Unwind if needed: If a taxable presence creeps in, it’s time to roll back the remote set‑up – as smoothly as a drone collecting its battery.

    It’s all about keeping the team humming without the unwanted tax consequences.

  • Equal Pay: Nightmares or Legitimate Differences?

    Equal Pay: Nightmares or Legitimate Differences?

    Why Equal Pay Matters – And How to Spot the Hidden Gap

    Picture this: You’ve got two people doing exactly the same job, man and woman side‑by‑side. One’s earning a little more, the other’s pocketing a bit less. Sound familiar? That’s the red‑hot case of equal pay issues brewing under the surface.

    What Is an Equal Pay Claim?

    When two colleagues perform similar tasks but one pulls in more money, the workplace can face an equal pay claim—a potentially nasty legal headache that could drag a business into court if not handled properly.

    Why It’s a Big Deal

    • Women, on average, earn 10% less than their male counterparts (according to the Chartered Management Institute).
    • When you strip in bonuses, the gap may actually widen.
    • Doing the same job shouldn’t mean earning a different paycheck.

    What ACAS Says

    ACAS (the UK’s advisory body) tells employers: men and women must receive equal treatment if you’re hiring them for

    • “Like work” – tasks that are the same or broadly similar.
    • Jobs that carry equal scores in a job evaluation study.
    • Roles that show equal value in terms of skill or ability.

    You need to prove that any pay difference is based on genuine reasons and has nothing to do with gender.

    Spotting the Problem (Proactively)

    Rather than waiting for a disgruntled employee to send you an equal pay questionnaire or a union complaint, do a little detective work:

    • Sum up the average salaries for women in your company.
    • Do the same for men.
    • If a big difference pops up, dig deeper into the job titles and specific responsibilities.
    • When you find a discrepancy, document why it’s there—justification, not correction, is the first step.

    Justifying a Difference

    That’s where the material difference defence rolls in: a reason that’s legitimate and not gender‑based. Think of these situations:

    • Location: The London weighting – more expensive to live there, so higher pay.
    • Experience: More seasoned staff may handle more complex duties.
    • Red‑circlying: A staff restructure that temporarily freezes salaries.
    • Overtime & Shift Pay: Some roles command higher rates.
    • Commission/Bonuses: Only certain jobs enjoy those perks.

    When You Spot a Gap

    Here’s what you can do:

    • Check the reasons: Are they sound and justifiable? Keep a record.
    • Address them right away or plan a phased approach if costs are a concern.
    • Implement flexible and part‑time options to keep disparities from creeping in.
    • Raise awareness across the business – knowledge is power.

    Keep the Watchful Eye On

    Equal pay is not a one‑off concern. It can sneak in anytime, especially with changing roles or new hires. Aim to run a quick audit every couple of years and tackle any issues as soon as you find them.

    Need Help?

    Our team at Three‑Dom Solutions is ready to help you navigate and resolve any equal pay challenges. Reach out to us at www.threedomsolutions.co.uk or follow us on Twitter at @3domSolutions.

  • An introverted route to success with Melitta Campbell

    An introverted route to success with Melitta Campbell

    You don’t have to be loud and outspoken to be successful in business. Creating a quiet yet considered impact is more than possible …

    Melitta Campbell is an award-winning business coach and certified mindset coach who is passionate about helping introverted women confidently build and grow a profitable business and that has an impact they feel proud of.
    Her expertise comes from 25+ years of experience in communication, marketing, and leadership, including more than a decade of running her own businesses. This allows her to coach her clients on the inner-game of success as much as the practicalities of starting and running a thriving business. After becoming a best-selling author of ‘A Shy Girl’s Guide to Networking,’ she has specialised in helping other introverted female entrepreneurs build their businesses and create thriving networks using her innovative VICTORY formula, insights and lessons learnt over her 25 years in business. She shares her ethos with Business Matters.

    Is being introverted negative or uncommon in business?

    No, not at all. In fact, most of the successful entrepreneurs across the world today are introverts. That’s because introversion yields a number of distinct benefits. Introverts typically listen more than they speak, which is great for gathering feedback and understanding customers. Moreover, entrepreneurs on the introverted side of the personality spectrum tend to be more independent and comfortable working alone, which is usually necessary in the early days of building a business.
    However, one of the major drawbacks of being introverted is that your network of contacts tends to be smaller. This can be incredibly limiting when you’re trying to create new opportunities for growth.

    Introverted networking – an oxymoron in itself

    However, for those people who would class themselves as an introvert this can induce great feelings of anxiety, and there’s enough anxiety when starting or running your own business. 
    Sharpening your focus really gets results
    As an introvert herself, getting out into the ‘networksphere’ was always a battle for Melitta until she created her VICTORY formula, which set out her own rules of engagement, and enabled her to embrace her natural abilities as an introvert, grow in confidence and shine while networking. Melitta says the formula has been key to her developing a supportive network that has underpinned her business success.
    V is for vision – understand what you really want to achieve in your business, the bigger and brighter your vision, the easier it will be to talk passionately and get over your fear of networking.
    I is for intention – decide what you want most and where your energy should focus, because ‘where attention goes, energy flows.’
    C is for courage – undertaking any new venture takes courage but stepping out of your comfort zone and being brave will build your confidence.
    T is for True – become your best self by understanding your core values – what do you really stand for and care about? This will help you network and meet people as your authentic confident self.
    O is for Obstacles – create a backup plan for when things don’t go to plan and learn skills like conversation starters and rehearse strategies to manage tricky situations such as not knowing anyone in a room.
    R is for Rules – Don’t worry about making mistakes, seek out opportunities that scare you and celebrate all your successes.
    Y is for Yes! You’ve Got this! Having the vision, intention, tools, and strategies in place will give you the courage and confidence to turn networking into an enjoyable and successful experience.
    Melitta says, “As an introvert, I know how terrifying the prospect of networking can be. But having a strong set of networking tools and strategies, along with growing confidence, can enable people like me to thrive in any situation. I want to share my learnings with others who may feel awkward to increase their courage and confidence to network in meaningful ways and build a network to support their ambitions, growth and success.”
    With more people now returning to networking post Covid-19, Melitta’s book will help anyone feeling anxious to overcome their fears and hesitations, and create a personalised networking vision and plan, manage engaging conversations, and learn the three phases of networking for business success.

    Her tips include:

    –       Prepare ahead for a networking event whether the event is in person or online.
    –       Work out your vision and intention – what do you want to achieve? Also plan what you are going to wear and ensure your profile information is up to date.
    –       Rehearse conversation starters and maintainers – this will build confidence.
    –       Don’t over think it – approach people in open circles, smile and introduce yourself.
    –       Use open questions to get people talking such as, ‘What did you think of the speaker?’ and ‘What is great with you today?
    –       Introverts are good listeners so you can play to your natural strengths – good networkers talk just 20% of the time and listen for the rest.
    –       Follow up thoughtfully with articles and information that can help people – add value to them.

  • The team behind the experience

    The team behind the experience

    Last month I talked about how the customer experience should be at the heart of what your business strives to achieve.

    But what delivers that experience? Your employees and colleagues of course. You could order the finest meal in the world, but if it was thrown at you from the kitchen by the waiting staff, I doubt you would even be able (or want) to eat it even if it tasted amazing.
    I believe there are four key elements that make up an outstanding team and I would like to spend some time looking at each.

    Common purpose and goal

    Every member of the team should be working towards a common goal which is clearly identifiable. Ideally these should not be aspirational. Let’s use the example of a sports team. It’s very easy to say “We want to be the best team in the world”, but what does that actually look like?
    Setting goals which are SMART is a great place to start:

    Specific
    To win trophies/tournaments

    Measurable
    To win X number of trophies/tournaments

    Achievable
    The above is reflective of the team’s ability

    Relevant
    Aligns with long-terms goals and values (to be the best in the world)

    Time bound
    To win them within a set number of games or seasons

    You can see how easily this allows the long-term goal to be broken down. Within your business you might already do this via your annual budget or longer term business plans, but are these shared with your wider team to ensure that everyone understands and is invested in the common purpose and goal?
    I recently attended the Elite Business Live 2024 conference, and many of the speakers referred to sharing equity with their wider team. When they all have a tangible financial interest in the business, this brings unity to a team as they can all benefit from the business reaching its short, medium and long-term goals. In my working life I have seen this happen first hand. My employer, insurance group Howden, is in fact the 5th largest employee-owned business in the UK. Employees can go from good to exceptional when they become part of the ownership structure.

    Celebrate differences

    “Great things in business are never done by one person. They’re done by a team of people.”
    Steve Jobs is credited with the above quote and it’s true of every team, but this doesn’t mean that everyone needs to be the same for the team to succeed. Most sporting teams will have different people with different skills, even if primarily from a physiological rather than psychological perspective, unlike perhaps in a business setting.
    There have been numerous studies on this and one of my favourites is by Dr Meredith Belbin. Belbin believes that there are nine team roles that need to be fulfilled. Whilst these roles are quite defined, no one person will necessarily fit fully into one role, rather they might be a hybrid of at least two and perhaps more roles.
    It’s important for a team’s manager to understand which role elements are present within their team, as this could identify why the team is not meeting its goals. Role identification is achieved by asking team members to each complete a questionnaire in which they assign points (1 low to 10 high) against a set of statements that best describe their individual behaviour.
    It is of course also important to understand what role the manager of the team is fulfilling, because the manager may need to adapt their role to fill gaps if these cannot be resourced. If you work within a large organisation, you will often be part of a team within an even larger team. This could mean that in the team you manage (for example the ‘London Sales Team’), you are the ‘Shaper’ or ‘Implementer’, according to Belbin. But perhaps within your wider team (for example the ‘UK Sales Team’) you could need to be the ‘Monitor Evaluator’ blended with ‘Team Worker’ within that team.
    Take some time to understand what roles your team members each fulfil, as without at least some attention being paid to each type of role, your team may struggle to succeed or be critically weak in a certain area. Returning to sports, a rugby union team without a prop forwards would struggle in the scrum for example.
    Whilst Belbin talks about individuals in a psychological sense, it can be useful to also consider other differences which might be present, such as religion or home life. These differences can all have an impact on an individual’s role within a team. A person observing a religious holiday, or that has a new baby within their home for example, could require additional support from the team and for a while might need to slot into a different role type for a period of time.

    Accountability

    Generally, the performance of a team will be defined by the individual performances that stem from within it. Having performance goals (sub-budgets) as well as personal ones for each team member can serve as motivators and also ways for a manager to judge an employee’s performance.
    I watched Sir David Brailsford, British cycling coach and performance director, interviewed on Sky documentary ‘Secrets of Success’ and he said that he let the Great Britain cycling team set their own rules for accountability which resulted in the team members being far harder on themselves than they would have been under team rules and goals set by the coaches. This resulted in a much more aligned and disciplined team that generated significant results.

    Review and reset

    Finally, when you conclude each time period for your SMART goals, it’s vitally important to review performance and results during that period, enabling you to make appropriate adjustments to the team to bring it back on track if required.
    The GROW model can be useful at all stages. It is mainly used in coaching models, but I think it has a useful wider application:

    Goal
    What’s our goal? What do we want to improve on?

    Reality
    What’s our current position in respect of that goal? How close are we to it?

    Options
    What are we going to do about it? What counts as progress?

    Way Forward
    What are we going to do? When will it be done by?

    Conclusion

    Your team is the customer experience delivery point. Getting that team to function at the highest it possibly can, will increase your customer base and allow your business to succeed. But that doesn’t mean doing the same thing all the time for years on end.
    Next month I’ll be talking about this further in respect of business evolution rather than revolution.

  • Stop Sabotaging Your Growth—Discover the Hidden Threats to Your Business

    Stop Sabotaging Your Growth—Discover the Hidden Threats to Your Business

    Seven Common Mistakes That Kill Growing Businesses

    When your business starts picking up speed, it’s vital that you don’t let your actions turn into a killing blow right at the start. Over the next seven weeks I’ll break down the most frequent pitfalls that have swallowed countless startups.

    MISTAKE 1 – Trying to Do Everything On Your Own

    It’s easy to think that keeping everyone on your team to a minimum will save money, but that shortcut can backfire big time. Picture this: you’re sprinting every day, juggling orders, emails, customer support, and strategic planning, all at once. Suddenly, there’s no room for a pause, for thinking ahead, or foreseeing trouble. That’s the classic “fire‑fight → calm → fire‑fight” cycle.

    When it starts feeling like you’re always in a firefight, it’s a clear signal: you’re doing too much yourself.

    • Family Time vs. Work Time: The guilt of not being present for family can pile up, leading to burnout and even collapse.
    • Late Hiring: Many owners wait until the cracks show before bringing in help. By then, the damage is often irreversible.
    • Proactive Planning: Think ahead and recruit before the exhaustion hits.

    So next time you find yourself back in the firefight loop, picture the opposite scenario – a calm, balanced workday. Break that vision into actionable steps, split them into bite‑size chunks, implement them, and keep an eye on progress. If you spot early warning signs, intervene before the cycle repeats.

  • How Friendly Advice Turns Into Overfamiliarity in Business

    How Friendly Advice Turns Into Overfamiliarity in Business

    When “Sweetheart” Isn’t Sweet at All

    Picture this: you’re strolling into a networking event, hand outstretched, ready to say your classic “Hi, I’m Cat Macdonald.” You expect a polite nod or a friendly grin, not a cheeky “sweetheart” while somebody pats your back to make way for his breakfast sandwich. That’s exactly what unfolded for me—and it’s a reminder that no business etiquette is so universal that it can be taken for granted.

    It Happens, It Hurts, It Needs a Fix

    • One gentleman barged past me saying “sweetheart” like it was a nickname for a buddy.
    • When I answered with my own introduction, he chuckled and casually suggested I “sit here instead,” all while tapping his knee like a game of “high-five.”
    • These moments might feel harmless to some, but they’re barbed—demeaning, dismissive, and operating outside the bounds of professional respect.

    I’m no wallflower, and I’m certainly not frail in the face of this kind of levity. Yet, the impact on confidence and workplace culture matters for everyone—especially women who run their own businesses. A simple, respectful tone should be the baseline, not a throwaway joke or an internal nickname.

    Lessons From the Ring—Literally and Figuratively

    Think of Karren Brady’s experience on Piers Morgan’s “Life Stories.” She wasn’t shy to draw the line after a bold request turned into a crude remark. That public stand was a textbook example of not letting casualness wash over professional boundaries. We owe our colleagues, our staff, and ourselves the same standard.

    Steps to a Stronger, Respectful Work Culture
    • Set the Rules – Draft a clear policy that spells out what is acceptable and what crosses the line. Include real‑life examples so there’s no guessing.
    • Own the Process – Make sure everyone sees the procedure for raising concerns and resolving them. If the system is easy to use, people will feel safer speaking up.
    • Lead With Consistency – The top team should embody the standards they expect. When leaders model civility, the culture shifts automatically.
    • Teach the Nuance – Even in written messaging—websites, social media, newsletters—the tone matters. Words carry weight; a friendly message today could feel condescending tomorrow if misread.

    In practice, it’s a two‑step playbook: first, lay the groundwork with your policy and training; second, ensure a system that encourages open dialogue. A culture that’s visible, understandable, and actively supported invites everyone to feel respected.

    Bottom Line

    When someone calls you “sweetheart” in a business setting, it’s more than a simple misstep—it’s a signal that your environment may lack firm boundaries. Enforce clear, respectful standards, and watch confidence, collaboration, and creativity blossom. After all, a little dignity goes a long way, and it’s time we all got a little more of it in our professional lives.

  • Many small businesses forget about the importance of owning their businessname.com

    Many small businesses forget about the importance of owning their businessname.com

    “What is in a name? That which we call a rose, by any other name would smell as sweet.” – It’s clear William Shakespeare didn’t live in the information age and have to go through the trials and tribulations of naming his own business! Many businesses mistakenly think that registering their name at Companies House – a task in itself – is the first step to setting up their business, only to find that they do not own the domain name for their company.

    This explains the plethora of small businesses with tricky domains, covered in-extra–hyphens and registered as .net or .me when the business really wanted a .com or .co.uk domain name.

    It’s not just entrepreneurs starting out that make these domain name mistakes. In 2003, Microsoft made the mistake of forgetting to renew its Hotmail.co.uk domain name despite being warned numerous times that its Web mail service was about to be brought onto the open market once again

    Although Microsoft failed to catch their mistake in time, a kind citizen scooped up the domain in order to keep it out of the hands of cybersquatters and return it to the company in one piece.

    Microsoft have also previously failed to renew Passport.com which then shut down their Hotmail service only to be bought by Michael Chaney, and also returned to its original owner. If it were not for these kind citizens, Microsoft might have been in some serious trouble as they were already known for these products and likely would have had to spend a lot of money in order to get them back.

    Another example is Apple, who unlike Microsoft does not seem to have the good-natured relationships with its users, where kind-hearted people have bought a domain once they noticed Apple had forgotten to purchase it. Instead Apple has a long history of suing others in order to snatch up domains for products already out in the market or in the process of development.

    In 2000, Benjamin Cohen (of Channel 4 news fame) registered itunes.co.uk only to be threatened by both Nominet and Apple into relinquishing his domain to the hands of one of the world’s most prosperous companies.

    Apple had forgotten to register its .co.uk domain until well after Mr. Cohen bought the space, with the battle ending up in court. As Apple have hundreds of lawsuits in their past, one would think there is a full-time job somewhere in the depths of the company simply registering all variations of their product names. At least there should be.

    Today’s small business owner can easily learn from these big tribulations, taking steps to protect their online brand and in turn their company’s livelihood. It is down to the small business owner to make sure their domain name will not be taken over by users who will only use the name to redirect traffic to completely unrelated, and sometimes unscrupulous, websites.

    Registering your domain name is an easy process as companies such as Names.co.uk allow you to search for a domain across all variants; .com, .co.uk, .net, and .eu to name just a few. There are some steps to keep in mind that will make life easier when registering a business domain name.

    Your website – We recommend to all our customers that you own your domain first – before you register with Companies house as it is extremely important to have a domain that is relevant to the company name itself. You want your domain name to be short and simple so it can be easily remembered by users.

    Set up your business – Give your business a unique trading name that can be registered with Companies House. Your accountant may well register the company name for you which can help take away any unneeded worry.

    Cover your bases – Register your company name early and across all extensions, that way you stay relevant to your market now and in the foreseeable future. It is a rude awakening when you build up your business only to discover cybersquatters camping out on your good name.

    Social – Your company’s facebook and twitter account (@yourcompany) is incredibly important these days as it is one of the simplest ways of directly communicating with your customers in a personal and easy way. Likewise it can be used as a great (free) marketing tool! Make sure you get these early on – unlike @natwest who failed to own their twitter account last week.

    Update – Update your website content regularly to keep customers engaged. Give your company a blog page and write articles, inform them of new products and give them reasons to come back.

    What has become a very common problem new business owners are experiencing due to the market flush with entrepreneurs and startups, registering a company’s domain under the original name hoped for is a challenge that needs to be considered right from the start. New business owners have to be creative and quick when registering, otherwise they have to begin the whole process again.

    Because of this, it is wise to protect your company’s name from the beginning and invest in both the domain name as well as the Twitter account. You cannot rely on strangers to notice your mistake and inform you about it, so why leave anything to chance?

    Entrepreneurs and small businesses should start with your web address, then register with Companies House – owning your online property could be key to the success of your small business online.

    Like many opportunities in business, it’s all about getting there first before someone else does!

  • Business Development to Bottom Line: Turn Effort into Results!

    Business Development to Bottom Line: Turn Effort into Results!

    Let’s assume…you’re a business leader who has worked hard to empower your team to fly your company flag with confidence and absolute clarity on your brand and what you represent.

    Feeling Like a True Team‑Captain? That’s Your First Big Win!

    When your crew truly vibes with your vision, purpose, and core values, you’ve nailed the art of culture. Every call, every paper, every coffee break is guided by a shared purpose. Your people know the future goals, the dream clients, and the projects that would make their heart skip a beat.

    So, the world is cheering, and you’re ready to make a splash. What next?

    Grab that bright‑new opportunity—whether it’s a face‑to‑face huddle with a potential partner or a call‑to‑action to pitch your next big project—and turn it into a “yes” before it slips away.

    Get Your Pipeline Pumped for 2025: Quick Actions You Can Do Right Now

    • Pre‑arrange the Hard Talk: If you’ve got one meeting booked, schedule a prep session before it happens. Arrange a short play‑through, rehearse data points, and keep the rehearsals under 15 minutes.
    • Dive Into Personal Touch: People do business with people. Do a quick personal search on LinkedIn or the client resource, and figure out a few personality facts you can weave into your conversation.
    • Create “Stakeholder Maps” on the Fly: A quick slide or sheet that marks who’s who, their title, the goals they care about, why they’d love your offering, and whether it’s a down‑stream or up‑stream part of the partnership.
    • Map the Future Together: Bring a forward‑looking vision that fits with the business momentum. Identify the “WOW” that could tie the partnership together. A wildly helpful drama scene? Think of a hero’s journey style.
    • Set the Agenda & Stay on Track: Keep the meeting by making sure to adhere to the outline you set up in front of your audience. A plug‑and‑play one‑page agenda with a title of “Let’s Zip Through Ownership” keeps things crisp.
    • Deliver a Clear Call‑to‑Action (CTA): After the meeting, pin down a short CTA that keeps the momentum alive. A push for a follow‑up email, a a sure‑thing next step, or a hyper‑specific request for the next dialogue.
    • One‑by‑One Customer Hook: Reach out via direct e‑mail or a phone call. Personalize each contact, speaking to each audience. This can get small nudge purchases to the next level.
    • Plan a “Rush‑to‑Close” Plan: Pack your closing section with a snapshot of what next steps would look like after the meeting and exactly what kind of outcomes you’re after.
    • Send a Detailed Action List: Once the meeting is over, underline the value point where the partner is the best fit, tell them how you’ll go forward using actual data points.
    • Leverage “Checklist Emails”: Send an email that’s glanceable or checklist‑style. It’s a groundwork tool that keeps people inside your “seamless” region all the way through the “Finish” door.
    • Follow‑Up a Systems Meets Process:‌ Conduct thorough follow‑up with an “After‑Action” email that was consumable and action‑oriented. For future meetings, reduce the complexity of the communication.
    • Set a “Round‑up” Plan: For each partnership, annotate a set of next steps and deadlines. These are the “actionable steps”, so the shots on fire stay in motion.

    Remember the brain‑buzz trick? If you handle the feel‑good factor with confidence, you’ll make the pitch feel like an easy “let’s seat together” moment.

    The devil is in the detail

    Got the Brief? Let’s Nail It From the Start

    Before you dive into the deep end, double‑check that you’ve got the brief down pat. If something’s fuzzy, ask now—no one likes a surprise hello during a deadline or a pitch. It’s the perfect chance to show you’re not just fast‑on‑feet, but also sharp and dependable.

    Listen Up: Focus on the Core

    • Spotlight the Client’s Interest: If they’re zeroing in on a specific part of your org, front‑load it. Make it the headline of your proposal.
    • Read the Fine Print: When the client lists criteria, treat it like a to‑do list. Tick each box. Don’t skip the obvious.
    • No Assumptions: You can’t out‑guess what the client needs better than they do at this stage. Play it safe, keep the focus on what they’ve said.

    Keep the Extras in the Back Seat

    Sure, you can toss in a handful of “just‑in‑case” ideas. But prioritize the main requirement first. In a competitive bid, a tidy, compliant answer wins bets. The extra fluff? Keep it handy for the follow‑up, not the front page.

    Do your homework!

    Ready to Rock Your Client Meeting?

    Feeling like you’re stepping into a room full of caffeine‑addicted boardroom wolves? Don’t sweat it. Here’s your cheat sheet for turning the tables and making your prep look like a brain‑powered, caffeinated masterpiece.

    Step 1: Know Who You’re Talking To

    • Get the lineup: Who’s sitting at the table? The CFO, the CMO, or maybe that enigmatic VP? Tailor every line of your pitch to them.
    • What’s on their mind? Money for the CFO, brand vibes for the CMO. Shift your angle right where it lands.

    Step 2: Pinpoint Pain Points

    Picture the client’s nightmare list. Write it down. Then, match each pain point with a slick solution.

    Quick Checklist:

    • Primary hurdles? List them.
    • Proposed fixes? Give a shooting‑star summary.
    • Proof pins? Case studies, testimonials, numbers that scold the competition.

    Step 3: Show Off Your Superpowers

    Make them feel it’s power‑on steroids.

    • The Team: Who’s on the squad? Why they’re perfect.
    • Resources: Got the right tools? Bring the evidence.
    • Game Plan: Start where it matters. Highlight your first step.

    Step 4: Do Your Homework Like a Detective

    • Read, research, sniff around the web. Show you’re not flying blind.
    • Check the industry, competitors, even physical plant spots if that’s relevant.
    • Spot any hidden hiccups or “not‑yet‑mentioned” issues—you’re the problem‑solver, after all.

    Bonus: Spot And Solve the Unspoken Dilemma

    If you discover a snubbed issue—and you throw in a killer fix—free points! It says: I’m listening, I’m thinking, I’m delivering.

    Take a deep breath, put on that winning grin, and show them that you’re not just another face‑in‑the‑crowd pitcher—you’re the game‑changer they didn’t know they needed.

    Less is more…

    Revamp Your Proposals: Bite‑Sized, Bold, and Engaging

    We’ve all sat through endless, draw‑down‑content. Mark Twain was onto something: if you had more time, you might have wrapped the letter tighter. Now take that wisdom and apply it to your own collateral. The goal? Get straight to the point, keep your audience humming, and prove you can deliver on what they want.

    1⃣ Cut the fluff, keep the sparkle

    • No filler. Drop the “long‑form fluff” and keep only essential facts. Think of your proposal as a coffee cup—full but not overflowing.
    • Visuals that speak. Use sharp, clear images that illustrate benefits instead of dense tables that need a magnifying glass.

    2⃣ Show the wins, not just the plan

    • Proof points. Highlight one or two case studies where you delivered results faster than a Wi‑Fi‑fed internet connection.
    • Speak outcomes. Instead of technical specs, talk about what the client actually gains: time saved, revenue unlocked, and sleep restored.

    3⃣ Power your delivery—whether it’s paper or stage

    • Written: keep jargon light. Swap “architectural modularity” for “flexible building blocks that adapt to change.”
    • Live: practice like you’re rehearsing your favorite comedy routine. Eye contact? Check. Energy? Deliver like a stand‑up star.
    • Hit the wow factor. Use anecdotes and a dash of humor to keep the crowd laughing, not yawning.

    Remember: the long letter won’t win the battle. A concise, engaging, results‑driven narrative wins hearts, secures deals, and most importantly, leaves you feeling like you actually made someone’s day.

    In a world where attention spans are shorter than a fresh coffee pull‑out, keep proposals short, sweet, and full of results. The end? Clients who are ready to sign and share some chuckles.

    Practice, but be authentic

    Cracking the Deal: How to Make Every Pitch a Party

    Why the Right Briefing Beats the Best Brainpower

    Think of a meeting as a party. Everyone’s there, the drinks are flowing, but if nobody knows who’s the bartender, the vibe just kabooms. That’s why a proper briefing is your secret ingredient.

    • All eyes on the plan: Everyone needs to understand the business opportunity in plain talk—no cryptic buzzwords.
    • Strategy on the table: Show how you’ll turn the idea into action. The more concrete the steps, the easier it is to rally the crew.
    • Roles, not roles: Instead of saying “I’ll do this,” say “Your part is this.” Clarity cancels confusion.

    When the Countdown Starts: Mastering the Speaking Clock

    Even a squad of superheroes can trip up if the prep is vague. A senior leader ends up preaching, or confusions haunt the floor. Avoid that chaos with a think‑ahead tactic.

    1. Anticipate the “gotcha” questions: Get ready for those curveballs before they’re tossed your way.
    2. Solid, well‑timed answers: No more gulping over your words. Confidence is a cloak you earn by practicing.
    3. Keep the doubts at bay: Your replies are your brand—show you’re sharp, capable, and chic.

    Slide Time: QA is Your Show‑stopper

    Don’t leave the audience adrift. Close your presentation with a question & answer block. Encourage the crowd to dive deeper or ping you back with a coffee‑time note.

    Post‑Meeting Etiquette: Beyond the “Thank‑you”

    • Drop a note: A brief thank‑you email that’s peppered with enthusiasm—makes you memorable.
    • Send the deck: Let them revisit the slides at their leisure. A handy reference keeps the discussion alive.
    • Reaffirm your interest: “I’m all in for this project” is more persuasive than a vague “hope this works.”

    In short, a clear, well‑planned briefing paired with prep for tough questions ensures you leave the meeting table not as merely a presence, but the spark that lights the deal. Turn every pitch into a party and watch the objections melt away.

    Final thoughts

    Turn Those Chat Sessions into Money‑Making Magic

    Want to see real results from your business development hustle? Make each interaction count. Each conversation should move you closer to a fee‑paying client. Treat every call, email, or coffee meet‑up as a small win‑chance.

    Build Your Network—One Step at a Time

    • Relationships grow like a good plant: they need water, sunshine, and patience.
    • Don’t expect instant perfection. It’s okay to stumble.
    • Every bump is a lesson in disguise.

    Turn “Oops!” into “Oops, Right!”

    Feedback is your super‑power. Grab it, analyze it, and launch a refined process or shiny new content. Think of it like upgrading a video game: each patch brings you closer to victory.

    And remember what Churchill had to say…

    “Success is not final, failure is not fatal: It is the courage to continue that counts.”

    So keep rolling, keep learning, and watch that portfolio grow. It’s all about moving forward—one chat, one tweak, one win at a time.

  • How good is the quality of your firm’s turnover?

    How good is the quality of your firm’s turnover?

    Business owners consider turnover as a fundamental metric for the growth of their firm. However, beyond this surface-level figure lies a deeper narrative that distinguishes one company from another.

    While two firms within the same industry may show similar turnover figures, the underlying dynamics of their revenue streams can be vastly different. The quality of turnover is an important differentiator between companies that might look similar at first sight.
    Shaped by many different factors that go beyond mere numerical elements quality turnover also embodies elements of sustainable growth, customer loyalty, innovation capabilities and strategic decisions of the firm’s leadership. Let us list a number of dimensions that have an influence on the overall revenue quality of a business.
    First, the origin of turnover shows crucial insights into a company’s customer acquisition strategies. Turnover derived from extensive marketing campaigns may lead to immediate results but could lack the longevity that is typically the result when you have sales by organic customer referrals. When lots of marketing money is spent to acquire new customers, the customer acquisition cost (CAC) is high. Newly acquired customers will boost turnover in a given year, but the question remains how long those customers will remain a client. In other words, will the marketing dollars lead to a higher turnover in the long run? A lot will depend on the repeat purchases of those new clients which are dependent on the ‘value for money’ that one gets from buying the product or service.
    Second, the composition of turnover also reflects the innovation capabilities and product diversification power of a company. Revenue derived from cutting-edge products signals market relevance and adaptability, whereas reliance on outdated offerings can render a company vulnerable to obsolescence. Striking a balance between innovation and legacy products is crucial, ensuring sustained revenue streams. A simple question to answer is what percentage of turnover comes from products that the company did not offer five years ago. A percentage of approximately 20% typically shows a healthy balance where the firm knows how to balance selling older cash cows and new high-potential products.
    Next to this, the distribution of turnover across high-margin and low-margin products will affect the profitability of a company. Ideally, the firm is selling only the products with the highest margin. Reality, however, is not so straightforward. Sometimes, a mix between ‘razors’ and ‘blades’ is needed. Some firms have products with a low margin (the ‘razors’) that they need to sell in order to sell complementary products with high margins (the ‘blades’). Think of Pepsico with Sodastream. Selling the Sodastream water maker will be a low-margin sale, but they need to do this to take high margins on the flavors and CO2 cilinders.
    Also, the number of products contributing to turnover is a factor to take into account. A high product count may lead to operational complexity, potentially impeding agility, and efficiency. However, a very low product count might create concentration risk, exposing the company to vulnerabilities arising from market disruptions or competitor innovations. Finding the right balance between diversity of products and simplicity in the operations is crucial. The number of products that make up the total turnover is to some extent industry dependent, but it is still a factor to consider. Less products will typically increase the operational efficiency, leading to a better overall margin per product.
    Besides, firms should measure which part of turnover comes from ‘easy-to-serve’ and ‘difficult-to-serve’ customers as it determines the scalability of the turnover. If turnover grows with 20 percent, but all growth comes from customers that need a lot of aftersales attention, you can raise the question if this is a positive thing as it will require extra resources such as potentially more FTEs at the customer success team.
    Lastly, there is the predictability of turnover to consider. Do we serve clients that will come back next year or are these one-off sales? Ideally, you have a high rate of recurring revenue as the cost to serve those clients is likely to decrease the year after.
    A high-quality turnover will be the result of the relationship between many different factors such as strategic choices, innovation efforts, the quality of the firm’s processes, and the efforts to be highly customer focused. As companies strive for sustainable growth, they should not merely have turnover as a KPI but also look at its building blocks that determine the overall quality of a company’s turnover.

  • Mastering Cold Calls: 7 Common Pitfalls to Avoid

    Mastering Cold Calls: 7 Common Pitfalls to Avoid

    Cold Calling Mistake No 1 – Not Having The Right Details

    This is something that most people are guilty of – especially when it comes to the colder type of calls. They don’t have the right details for the person they’re calling. The absolute minimum you should have is the person’s name, company name and telephone number. Their website address is also useful so you can do some research beforehand if necessary and job title so you can think about what they are likely to be interested in.

    Notice above I said ‘details’ not ‘data’. That’s because most people consider that ‘bad data’ is someone else’s fault. However, not having all the ‘details’ is the salesperson’s fault! In my opinion, if the salesperson doesn’t have the right details, it’s up to them to do something about it, not just complain about ‘bad data’.

    And if you don’t even have the NAME of the person you’re about to call, Empty Notebook Pagemake sure you make a separate call to get the right information! Nothing shows a lack of credibility to a gatekeeper faster than asking something like ‘can you put me through to the person who deals with your ….’

    Cold Calling Mistake No 2 – Lack Of Preparation

    Another common mistake most people make is not being prepared enough. I’ve observed a manager or team leader start a calling session, only for some people to still be looking for their list of people to call, their questions they’re supposed to ask, or their diaries to book their appointments into! Bizarre.

    And for all those people who are feeling smug and saying to themselves ‘I don’t have to worry about my diary because it’s on my phone’, here’s a wake-up call. If the diary is on the phone you are using to make the call, then that’s also a lack of preparation! Unless of course, you’ve noted down dates and times for possible appointments beforehand!

    In my opinion, you should NEVER start to close for an appointment without having a few options on times and dates for that appointment to hand. Otherwise, while you search for your diary, or try and search through your phone while you’re talking to someone you’ll sound confused, less confident, less credible and it may well affect your chances of getting that appointment.

    Cold Calling Mistake No No 3 – Being Too Nice

    Another common cold calling mistake some people make is to be too nice on the call. I wrote a longer article about this topic previously, that you can see at this link

    Now some people will disagree with me here. They would be the people that think, or have been told, that it’s important to develop rapport on the phone. I would totally agree that developing rapport is essential, but being too nice actually in most circumstances can LOSE you rapport, rather than gain it!

    If you’re making a business-to-business cold call, into a decision maker in an organisation, in the main they’re going to be of senior manager or director level and probably time poor. This means, generally speaking, that their communication style is going to be quite pragmatic.

    Therefore, you need to match their pragmatism in order to get rapport, respect and get them thinking you’re someone they can do business with! If you’re too ‘nice’, it runs the risk of them potentially seeing you as weak, pathetic and junior!

    Cold Calling Mistake No 4 – Not Being Resilient Enough

    Let’s face it – if you’re going to cold call, you’re going to get rejection. However the majority of people making business-to-business phone calls aren’t resilient enough.

    As an example, think about how many times that you (or a member of your team) haven’t handled an objection well enough? Think about how many times someone you know has got up to make a drink, started reading their emails or called an existing customer when they were meant to be cold calling?

    You have to have a certainly amount of resilience to be in sales to cope with the ‘knockbacks’. It’s even more important in cold calling, where you’re going to get more rejection than ever! Do you or your team fall over at the first objection? At the first bad call? Or are you resilient enough to carry on and get results from your calls?

    Cold Calling Mistake No 5 – Not Keeping Your Outcome In Mind

    Far too many people make the mistake of not keeping their outcome in mind when they’re on the call. In the majority of cases, there will be an outcome, a purpose or an objective for the call, but all too often it gets forgotten whilst the call is in progress!

    I’ve heard countless calls where the person making the call has got caught up in a technical discussion about their product or service that has resulted in the call having a poor result for them at the end. After the call has finished, I’ve asked them ‘what was your outcome or objective on that call?’, only to be told that their objective was to get a meeting! When I’ve then asked ‘so why on earth did you get caught up in a technical discussion about the product?’ – the normal response I get is something like ‘I’m not sure. It just happened.’

    It didn’t ‘just happen’. They got caught up in the call and forgot their outcome. Therefore the person they were talking to wasn’t sure of the point of the call, gave some objections to the product, and the call ended up in ‘no result’. Not a great outcome for the caller, was it?

    Cold Calling Mistake No 6 – Losing Control Of The Conversation

    Another big mistake most people make when cold calling is to lose control of the conversation. This is one of the biggest reasons why people’s cold calling sessions don’t achieve the results they should.

     

    In my opinion, the salesperson should be in control of the conversation, not the recipient of the call. Notice I didn’t say that the recipient should FEEL controlled, just that the salesperson should be IN control.

    The most effective way to control the conversation is through good questions. The problem is, the average salesperson is ‘average’ in terms of their questioning ability, at best! The ability to ask good questions and then ‘feed’ off the answers is a much-underrated sales ability. The top salespeople use this ability to control the conversation and get the results THEY want. The average salesperson gets controlled by the customer and wonders why they don’t make as many appointments or as many sales as their colleagues!

    Cold Calling Mistake No 7 – Not Gaining Commitment

    Okay, so the above 6 mistakes were important, and this one is probably THE most important of all. The majority of salespeople fail to get any kind of commitment from their clients, and this is very much true when they’re cold calling as well.

    The problem is, most of the commitment falls on the salesperson’s side. Ever committed to sending some information? In that case the commitment probably was more on YOUR side than theirs. How committed to sending the information? You did! Did they even commit to reading it? By a specific time? If not, the commitment was probably all yours! Can you see how this happens?

    The more commitment you can gain from a client, the more likely the ‘next steps’ you have proposed will happen. Fail to gain commitment and be prepared for the client to ‘forget’ the appointment, not do what you asked, or fall into an endless loop of call-backs where they keep saying ‘I haven’t had time to look at it yet’. Sound familiar?

    Follow the tips above and watch your sales soar! I look forward to hearing how you get on.

  • Disney Stands Firm: Widower Cannot Sue Over Wife’s Death at Theme Park Restaurant, Citing Disney+ Subscription Agreement

    Disney Stands Firm: Widower Cannot Sue Over Wife’s Death at Theme Park Restaurant, Citing Disney+ Subscription Agreement

    Disney has come under fire for arguing that a widower whose wife tragically died after suffering a severe allergic reaction at a Walt Disney World restaurant cannot pursue legal action against the company because he had previously signed up for a free trial of Disney’s streaming service, Disney+.

    Kanokporn Tangsuan, a 42-year-old medical doctor, died after consuming food at Raglan Road Irish Pub and Restaurant in Disney Springs, Florida, despite her family’s repeated assurances from their server that the meal would be allergen-free. Following her death in October last year, her husband, Jeffrey Piccolo, filed a wrongful death lawsuit against Walt Disney Parks and Resorts, accusing the company of negligence in failing to properly train staff on handling food allergies.
    However, Disney has sought to dismiss the case, citing the arbitration clause within the Disney+ Subscriber Agreement, which Piccolo agreed to when he signed up for the service in November 2019. The company claims that this clause applies to “all disputes,” including those involving its affiliates, which include Walt Disney Parks and Resorts.
    Piccolo’s legal team has slammed Disney’s defence as “preposterous” and “surreal,” arguing that agreeing to a streaming service’s terms should not waive his right to a jury trial in a wrongful death case. The case has sparked a debate over the enforceability of arbitration clauses in consumer contracts, especially when applied to unrelated matters such as personal injury or wrongful death.
    While Disney maintains that it is simply defending itself against an attempt to involve the company in a lawsuit related to a restaurant it does not directly own, the case raises broader questions about the reach of arbitration agreements and the rights of consumers. Legal experts have suggested that a judge may find it unreasonable to extend the arbitration clause from a streaming service contract to a wrongful death claim, particularly in a case involving such serious allegations.
    The case continues to unfold as Piccolo seeks over $50,000 in damages for mental pain and suffering, funeral and medical expenses, and loss of income. Disney’s position has sparked widespread criticism and raised concerns about the ethical implications of using such contractual clauses to shield against legal liability in severe cases.

  • Navigating the Wild Frontier of Distressed Debt: Rewards and Pitfalls

    Navigating the Wild Frontier of Distressed Debt: Rewards and Pitfalls

    Their aim is either to become one of the firm’s largest stakeholders, or to take the company through to insolvency, and as a secured asset (rather than equity) creditor, potentially make a profit once the price of the assets has been agreed.

    In principle, the purchasing of distressed debt offers investors the possibility of spreading their investments across a number of sectors, but whether the markets in the UK will develop enough to provide an amenable platform for this type of investment to flourish, remains to be seen.

    Whilst other countries have seen a successfully uptake of distress debt purchasing, the UK has lagged behind, with far fewer companies than expected adopting the model. This lack of activity may have occurred for a number of reasons, including a reluctance by the banks to sell on the debt, constrictions of the financial climate in generating equity to buy the debt – or simply that the ‘supply and demand’ equation has not been met, with the price of the debt being too high for the demand for it.

    The model involves investors, or more often, groups of investors, buying up the debt of companies who face an imminent risk of insolvency. The investment can then be managed in two ways – investors retain the secured debt, so that they become stakeholders in the company and can therefore influence how the company is re-structured – something which ordinarily they would not have been afforded the opportunity to do.

    Alternatively, they can take the firm through a restructure via in insolvency option. In this scenario, where other shareholders would lose most or all of their investment, as a secured creditor, the distressed debt investors would be one of the first creditors to be repaid, often at a higher rate than their original investment, because of how the asset price is calculated by the appointed Insolvency Practitioner.

    Here is a brief overview of the pros and cons of this type of investment:

    PROS

    • There can be momentous gains to be made.
    • An adaptable strategy can mean that either a resale or liquidation both become viable options for a good return.
    • Flexible timing – if an investor knows that they want to drive the company towards a restructure, then they can purchase the assets sooner (albeit at a higher price) than investors seeking to liquidate a business. This gives them a greater choice with regards to which firms they choose to invest in.
    • There are some outstanding investments to be had – especially in the current climate, where there is an unwillingness of banks to extend credit facilities to many businesses – this limits their cash flow options and can cause financial instability in what is otherwise a strong business.

    CONS

    • It can be difficult to determine when the asset price has reached its lowest point and is therefore the best time to buy.
    • Even a slight overpayment on the price can result in huge losses.
    • The market is hugely unpredictable.
    • It can be hard to get data on distressed debt investment as many of equity firms who currently monopolise this sector don’t post their figures.
    • Many companies will view distress debt investors with hostility, which can make negotiations with them more complex.

    It is far from a guaranteed investment – the returns can be high, but so can the risks.

    Potentially a company could take the investors to court if they feel that they have breached their remit of investment, and have instead taken a controlling share with a planned mandate of affecting a complete structural reorganisation of the company.

    Purchasing the distressed debt of a failing company undoubtedly presents many unique and potentially abundant opportunities for investors who are willing to adopt both a shorter term, higher risk approach via Insolvency, and a longer term strategy of affecting change through restructuring for a future sale or growth.

    The general consensus amongst many analysts is that if the purchasing of distressed debt takes off here as well as it has in other countries, it will open up a wealth of investment opportunities that haven’t previously existed in the UK.

  • The King’s Speech: What’s Next for Employment Law?

    The King’s Speech: What’s Next for Employment Law?

    Within the King’s Speech on 17 July 2024, the new Labour Government set out its legislative agenda for the next few months. The reform of employment law was a pillar of Labour’s election campaign, and so it is no surprise it was referenced within the King’s speech:

    Government’s Bold New Moves for Workers

    Listen up, folks! The government has kicked its shoes in the direction of making work pay, with a promise to legislate a fresh deal that puts an end to exploitative practices and boosts employment rights. It’s a big‑heart promise that’s about to feel real.

    What’s on the Horizon?

    • Employment Rights Bill – the engine behind Labour’s “New Deal for Working People.” This bill intends to give workers back the power they need, from fair pay to job security.
    • Draft Equality (Race and Disability) Bill – a big step towards leveling the playing field by ensuring no one gets left out because of race or disability.

    How It Will Change Things

    • Workers will finally see solid protection against unfair labor practices.
    • The new legislation will be a win‑win for employers and employees: a stronger workforce and a more motivated, protected team.
    • Equality will no longer be a wishful thought – it will become the norm.

    Next Steps

    Next up, we’ll need to watch how these bills unfold during debates and how they’ll be crafted into law. It’s a thrilling time for workers and a chance to see good intentions get turned into solid realities.

    Stay tuned for updates – because with these new tools, it’s not just a promise, it’s a real push toward fairer workplaces for everyone.

    Employment Rights Bill

    Employment Rights Bill – A Quick & Quirky Summary

    Ever felt like your job contract was a “mystery box”? Good news – the new Employment Rights Bill is set to turn that mystery into a predictable, fair adventure. Here’s what the bill brings to the table, in a style that’s easy to read and a little bit fun.

    Core Commitments

    • No “exploitative” zero‑hour contracts – your shifts should be more predictable than a Netflix series binge.
    • Say “adios” to “Fire and Rehire” & “Fire and Replace” beasts by offering solid remedies and scrapping the old statutory nonsense.
    • From day one in any role:
      • Both parental leave and sick pay are guaranteed—no waiting for a “probation” period to start.
      • Workers have a default move to flexible working; employers must accommodate it where reasonably possible.
    • Strengthened Statutory Sick Pay – no more earnings threshold or waiting days.
    • Shield for new moms: you cannot be dismissed within six months of returning from maternity leave, unless there are very specific reasons.
    • Grande Single Enforcement Body that will make sure your rights are enforced without loophole diva drama.
    • Fair Pay Agreement in adult social care (and a plan to see how other sectors can benefit).
    • Reinstated School Support Staff Negotiating Body – giving school support staff firm national terms, clear career tracks, and fair pay.
    • Trade Union Refresh! – less red tape, more open participation, and a guarantee that everything is based on good faith negotiations.
    • A regulated route for workers to reach out to unions in the workplace—no more “pick up the phone” chases.

    Why Does It Matter?

    The briefing notes point out that as of the last decade, the number of zero‑hour contracts has surpassed 1 million. That’s a lot of folks living with “next‑shift uncertainty.” This bill aims to give those workers the security and predictability they’ve been missing.

    There’s also a fresh push to make the first day work for everyone. By doing so, the bill hopes to encourage a bit of wiggle room that actually boosts wages and productivity, because when people feel secure, they’re more likely to shine.

    Bonus Happiness Points

    • You’re backed by the Government’s pledge to deliver a “genuine living wage” that truly accounts for the cost of living. No more living on “just enough.”
    • Age discrimination will get a clean sweep—no more arbitrary “age bands” that limit what you can do.

    In short, this bill is the latest “Market Miracle” in labor policy, promising workers peace, income security, and fair treatment from the moment they walk in the door.

    Feel-Good Takeaway

    Whether you’re a freelancer, a full‑time employee, or a parent balancing a schedule and a stroller, this new legislation is a step toward a workplace where respect, fairness, and the human element aren’t just buzzwords—they’re the everyday reality.

    Draft Equality (Race and Disability) Bill

    Death to Pay Inequality: The Equality (Race & Disability) Bill

    What the Bill Says

    Key Pillars

    • Legal Equal Pay – We’re putting a law in place that guarantees equal pay for all – especially for ethnic minorities and disabled people. No more “why did that guy get paid more?” without a good answer.
    • Easier Claim Process – With the new law, it will be a breeze for anyone who feels short‑changed to actually file a claim. Think of it as a grease‑filled door for justice.
    • Mandatory Pay Reporting – Big companies (250+ staff) will now have to lay out the numbers: who gets paid what, and by whom. It’s like a spotlight that reveals hidden pay gaps.
    • Uncover & Fix – Once those gaps are highlighted, companies can dig into the why – whether it’s bias, policy, or just bad old habits – and pave a path to fair wages.
    Why It Matters

    When pay is truly equal, everyone gets a fair shot at opportunity, boosting morale, productivity, and a more diverse workplace culture. Let’s turn “pay gaps” into “pay tips” and make equality a win‑win for all.

    Comment

    What’s Coming Up? A Quick‑Flick of the Lawyering Switch

    So the government serious—no, not serious, racing—is aiming to hammer the Employment Rights Bill into Parliament within the first 100 days of the new term, which we’re guessing lands around mid‑October 2024. Think of it as a political sprint, or as we like to call it in office “The 100‑Day Plunge.”

    Employment Rights Bill

    • Target: First 100 days of new Parliament (≈ mid‑Oct 2024)
    • Outcome: Lawyering arrangement that plants a new foundation for the workforce.
    • What to expect: A quick legal whirlwind, followed by a slow‑burn rollout.

    Equality (Race and Disability) Bill

    This one feels a bit more like a leisurely trail. It’s still a draft, which means the path is longer, winding, and we might see it rolled out later than the Employment rights one.

    Key Takeaways

    • Even though the bills might only sign the paper sheet months later, the truth is: big changes are on the horizon.
    • Implementation will take its own time—think of it as the launch sequence for a rocket.
    • The government said it will collaborate closely with trade unions and businesses to deliver the New Deal.

    Hang tight, stay tuned, and expect plenty of updates. We’re on this front lines—just as you would be if you were waiting for your favourite new tech release. Stay lighthearted, keep your optimism jam, and we’ll keep you posted.

  • Top Tips for Selecting a Marketing Agency

    Top Tips for Selecting a Marketing Agency

    Business process outsourcing has skyrocketed since covid, with 48% of companies now outsourcing their work.

    Whilst saving time and resources, outsourcing your marketing is an effective way to pool real expertise, gain access to advanced marketing tools, minimise overhead and improve return on investment (ROI). With outsourcing, businesses can focus on core activity and provide services they could not before, far faster and more cost-effectively.
    A recent survey conducted by Deloitte demonstrated that 65% of businesses said outsourcing helps them to prioritise key business functions whilst 63% mentioned that cost-cutting is a major benefit of outsourcing.

    So, when is it the right time to outsource your marketing?

    Successful marketing is about the long game of building credibility, strong relationships and brand profile. Whether producing consistent and engaging content, building user-friendly websites or raising your business’ awareness amongst target audiences, time, consideration and expertise are needed. If you have the time and capabilities yourself, that’s great but consider outsourcing your marketing if:

    Your current strategy isn’t producing results.
    You lack the right expertise and resources to deliver campaigns.
    You are looking to minimise overhead costs.
    You simply don’t have the time to keep up with the workload.
    Your brand has grown, and you need experts to implement a strategy that will keep the momentum of your business going.

    Know Your Objectives

    What are you looking to achieve? Are you looking to be at the top of google search? Is there a particular product you’d like to see more sales of? Or are you looking to build your reputation and raise awareness of your business or a particular service?
    There is an assortment of marketing agencies out there. Some offer a 360, all-inclusive marketing approach whereas others are skill-specific and specialise in a marketing sector such as social media, advertising, copy writing, public relations, etc. Similarly, agencies may also be sector specific and offer core expertise in the likes of construction PR or social media for the hospitality sector.
    Outlining your business needs and targets in this way is important when choosing an agency to help develop and implement the right strategy for you.

    Be Clear on Budget

    By knowing your budget and keeping a defined brief of your targets, marketing agencies can then propose how to allocate your investment and provide you with a strategy and tactics that suit. Be realistic with your budget and invest in a long-term strategy as rarely does a ‘short and sweet’ campaign achieve longer term goals.
    Whilst you shouldn’t underestimate the cost of a successful campaign, keeping a defined brief will help keep your strategy focused on your core business targets without walking away with an over-ambitious campaign.

    Who Will Be Doing the Work?

    Your campaign will only be as good as the team delivering it. So, even though your agency may have worked with big-named clients, don’t just buy on agency reputation. Make sure your account manager is involved in the pitching process so you can better evaluate their experience and expertise. Don’t be afraid to ask them challenging questions to see whether they know their material or to check their LinkedIn profile to see their industry background.

    Client-Agency Chemistry

    The first question you should ask when selecting a marketing agency is can you see yourself working with these people?
    Ultimately, people buy people and it’s important to make sure their values align with yours. Client-Agency chemistry is vital for ensuring effective communication and a well-executed marketing strategy.
    When running a Request for Proposal (RFP) meeting, check whether the team are engaging with you rather than just pitching to you. This is also your time to prepare questions that will test the team’s relationship. How much do they know about your industry? Why have they chosen a particular approach? How well have they planned and considered the meeting?

    Reviews and References

    Once you’ve had an initial meeting with your selected marketing agency, it’s then a good idea to run background checks to substantiate their claims.
    Using case studies available on their website is a useful primary tool, but make sure to ask for customer referrals and client testimonials too. Look into your agency’s portfolio and head onto social channels and websites they manage to see how well they are performing. Be sure to look at clients who work in a similar industry to yours. If their results are similar to your targets, then chances are, you are good to go.

  • Does coaching work?

    Does coaching work?

    When Life Feels a Little Empty

    Picture this: folks outside think you’ve wrapped up your life in a tidy black‑belt. Colours, cash, and a steady job. Yet, deep inside, there’s a nagging whisper: something’s missing.

    She wasn’t screaming, nor was she a miser. She simply wanted to add more flavour to her existence, like a pinch of spice to a bland soup. After countless moments of self‑reflection and a bunch of run‑around thinking, she found a lifeline – a trusted coach, the tip‑off from a friend.

    Splitting Life Into Segments

    • Break the day, week, month into bite‑size parts.
    • Ask what’s happening in each part.
    • Spot the gaps that cause irritation.

    Through that exercise, the real culprit emerged: personal development hadn’t moved forward. She answered with action.

    Investing in Growth

    She enrolled in a postgraduate course in business and personal coaching, then returned to the coach for a fresh job perspective. Step by step, they mapped a path. The end goal—switching careers—suddenly seemed within reach.

    Fast‑Forward Six Years

    Result: a PGCert in coaching, her own practice, and thousands of hurdles crossed—many still waiting to crash through. Together, she and her partner tackle new challenges.

    Coaching at Work

    Within their business, she trains and coaches clients, guiding them through their own career crossroads. Each client finds a unique workout for success.

    Why It Works

    • According to the CIPD, nine out of ten organisations use coaching.
    • Two thirds rely on external coaches.
    • 92% say external coaches deliver real results.

    Coaching gives you the skills to:

    • Unlearn habits that keep you stuck.

      • <liFixate on a goal and commit to it.

    • Clarify what you want and map the steps.
    • Take small steps that keep momentum high.
    • Stay accountable—your coach is your conscience.
    • Receive real‑time feedback for rapid course‑correcting.
    • Get challenged to think ahead.

    Ready to Shake Things Up?

    Here’s a fun mini‑workshop you can do right now:

    1. List eight spots in your life that matter most (family, work, health, etc.).
    2. Rate each on a scale of 0‑10 (10 means bliss).
    3. For each score, imagine what plus one looks like.
    4. Outline tiny actions that lift the rating by one point.
    5. Pick a detail, set a near‑future date, and do it.
    6. Repeat the cycle.

    It’s the small moves that can feel the toughest—but with a coach’s pep talk, you can turn them into triumphs.

    If you’re serious about a change but want a steady hand, drop a line or swing by for a chat. We’re here to help you turn the whisper into an uproar.

  • Working out your next steps on the road to business growth: Part 3 – Implementation

    Working out your next steps on the road to business growth: Part 3 – Implementation

    You’ve developed your plan to grow your business and you’re ready to go – now comes the implementation.

    I’ll kick off with another cautionary note from the field of exploring – this time Sir Ernest Shackleton, the great Antarctic explorer. One of my favourite quotes of his, from his book “South” is: “I continue to marvel at the fine line between success and failure”.

    My interpretation regarding business growth: if you’ve done the preparation and planning we’ve already covered (in parts 1 and 2), you’ll be in the right ballpark. However, success could easily slip away.

    So here are my five tips for implementation:

    1. Monitor the market and your customers extra carefully, looking out for any signs of trouble. For instance a wobble in orders from a significant customer might require you accelerate your plan, or cut back on expenditure.

    2. Review your activities against your 100 day plan regularly – weekly or even daily. Are things going as expected? If not, why not and what can you do? Being able to assess the cause quickly is essential. E.g. was it an inherently bad idea (in which case improve your preparation phases for next time), or was it poorly executed?

    Whatever the situation, figure out what needs doing now in the light of reality, get over any disappointments and crack on!

    3. Maintain focus. There are two main tasks to carry out – keeping the existing business running and ensuring successful implementation of the growth project.

    Depending on the size of your business, it might be you want to split those – and depending on who/what skills you’ve got available – you’ll decide where to put your focus. The other party needs to be equally clear where their focus is too.

    4. Keep taking action yourself and ensure weekly (daily if required) meetings with staff and contractors to keep the momentum building. However, do stick to your equivalent of the “turn-around time” from the Everest example I quoted in part 2, rather than pressing on regardless if things are going off-track.

    5. Celebrate successes. Note any problems and put the emphasis on fixing them in the short term. The enquiry about why can come second. And certainly avoid any blame game nonsense as it’ll shut people and their creativity down.

    To set the context for all the three steps on the road to business growth, in my view, the only thing that’s certain in life is that if you sit on your butt, nothing will happen. Doing something will generate a result, though that might not necessarily be what you expected. It could be worse – or even better!

    So the key is to have worked through the revenue and cost scenarios, made sure the worst case wouldn’t kill you or the business, and go for it.

    The more you can break your business growth into bite-sized pieces, that you can test, measure and refine at each stage, and fund through variable rather than fixed costs, the more you increase your chances of success.

  • Are you killing your business? Mistake Two

    Are you killing your business? Mistake Two


  • Don’t Let Your Moves Ring the Death Bell for Your Biz

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  • The “What You Don’t Know” Conundrum

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    • Ever started a company just because you’re awesome at something? Sure, that’s a solid launch pad. But if you let the buzz kill your venture, you’re in trouble.
     

  • It’s like this: you nail the skill you love but you ignore the rest of the business pizza.

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  • Essentials Besides Your Core Skill

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    • Running a company is a full‑time circus. Here’s what the side acts usually scream for:

  • Finding Clients – Who will pay you for what you do?
  • Marketing – Let the world know you’re awesome.
  • Recruiting & Motivating – Build a squad that sticks around.
  • Cash Flow Management – Keep the money coming, or you’re doomed.
  • Systems & Procedures – Turn tricks into repeatable wins.
  • Internal Politics – Deal with drama that pops up as your team grows.

  • Don’t Try to Do It All

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    • Your secret weapon is learning where you’re rusty and plugging those holes.
     


  • What If You’ve Been a Solo Hero All This Time?

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    • You might be rocking as a sole trader, but stepping into a bigger organization can feel like jumping into a playground with grown‑up kids. You’ll suddenly need to understand:

  • Standard Operating Procedures (SOPs) – How do you get things done the same way every time?
  • Understanding Corporate Culture – Grasp the unspoken rules & etiquette.
  • Handling Office Politics – Learn to navigate the inevitable power dynamics.

  • The Bottom Line

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    • If you’re uncertain about any aspect of your business, admit it, learn, or bring in a specialist. A small gap can turn into a business‑ending gap if left unattended.

  • So, keep your business alive, your cash flowing, and your team smiling—just don’t let bad habits shoot your venture down!

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  • 44% of investors now look to back UK-based companies rather than global firms

    44% of investors now look to back UK-based companies rather than global firms

    What has Covid taught investors? Luke Davis, CEO of IW Capital, discusses what investors have learned from the ongoing pandemic.

    Investing was one of the most unpredictable aspects of 2020 for anyone concerned with the market, whether that be a sophisticated portfolio or just a workplace pension. The stock market crash at the start of the lockdown and continued economic disruption has left many wondering what the future will hold, while soaring tech stocks have added further complexity to an ever changing market. But what has the Covid pandemic taught investors?
    The overall effect of this period has led investors to reconsider what they are doing with their investable assets. To understand this shift, SME investment specialist IW Capital has conducted nationally representative research to uncover the sentiments of the UK’s investors.

    They have found:

    44% of investors are now looking to back UK-based companies rather than global firms –  9,629,000
    45% of investors feel their ‘risk-appetite’ has increased due to Covid-19, as traditionally safe investments in big companies are no longer viable – 6,942,000
     27% of investors are looking to invest in sectors created by the Covid-19 pandemic, such as PPE, social distancing equipment and virtual solutions – 5,674,000
    19% of investors believe the coronavirus pandemic has opened more investment opportunities than it has closed – 6,278,000

    Looking beyond the panic 

    Each period of disruption, like that felt last year, offers opportunity for companies to adapt quickly to the changing times and although there has been a lot of worry and negativity surrounding the new lockdown restrictions, we have to look to the positives with one of them being the roll out of the Covid vaccines. Working with both entrepreneurs and investors, there is a clear desire from the small business community for growth investment and to take a big step growth-wise this year. With a 12% increase in new businesses starting up during 2020 compared to 2019, 2021 is set to create some exciting investment opportunities for investors throughout the country.

    The unexpected happens

    This year has taught us that the unexpected does happen. Investors need to look to the future and prepare for the unexpected to improve financial resilience. This could be by having liquid assets or a rainy-day fund you can use if investment values fall, which is particularly important if you’re drawing an income from investments. Having options for when the unexpected does occur should be part of any investors financial plan and is something that has been brought to the forefront for many as a result of the pandemic.

    Maintain a diverse portfolio

    The Covid pandemic has had a far-reaching impact across a variety of sectors, however some industries have been affected far more than others, with travel and hospitality being forced to close for months at a time and unable to trade. In contrast, the pandemic has created opportunities for some sectors too, such as manufacturing and biotech. While a diverse portfolio will still have suffered volatility, it can help lessen the impact. Investing in a range of assets, industries and locations can help spread the risk. When one investment falls, another may perform better helping to create balance.

    Don’t overreact to market volatility

    When the pandemic first hit and the stock market plummeted, many investors began to panic and looked to sell shares in order to avoid potential future losses, but when investing, a long-term time frame and goal is so important. Short-term volatility is often smoothed out once you look at investment performance over a longer time frame. It can be frustrating to see that investment values fell in 2020, but when you look at performance over the last five years, for example, you’ll probably still see an upward trend.
    Luke Davis, CEO of IW Capital said:
    “Investing and investing wisely has never been easy by any stretch but this year has been particularly difficult for investors at every level. 2020 demonstrated the value of long term investing and future planning. The stock market crash in March triggered a real halt in investment, and although the market hasn’t fully recovered, there has been strong growth since November and in places in the US share indexes are actually higher than the last year.
    “There have been winners and losers from each stage of the pandemic with sectors like travel feeling the true impact of the pandemic and others like online solutions seeing growth and opportunity in a time of financial turmoil. But, this is true of any world event and has forced investors to look to be more future facing.”

  • Ready to grow? How to get in shape for investment

    Ready to grow? How to get in shape for investment

    All businesses currently face a challenging economic environment, and growth businesses are no different. Fuelling the UK’s growth economy, these dynamic businesses are perfectly positioned to seize opportunities and manage challenges ahead in a measured way.

    However, ambition alone is not sufficient. Like any company looking to scale, innovative and entrepreneurial companies must be well prepared regardless of their market segment, with robust business models in place and compelling growth prospects. Many businesses turn to external investors to provide the funding, experience and expertise needed to help them overcome financial and operational challenges and realise their ambitions.
    Investors are often well positioned to continue investing throughout the economic cycle, forming long-term partnerships with companies and supporting them over time as they grow, providing consistency and continuity despite the challenging backdrop.
    With the investment climate proving more challenging, and investors understandably scrutinising every last detail of a deal, it’s essential that growing and ambitious businesses are ready to approach the market with every I dotted and every T crossed.
    Securing investment for the next stage of a business’ growth takes preparation and, the truth is, few are investor-ready from the outset.
    The first step is to consider what investors look for in a business. Generally, they want a  strong management team, good financial performance and a well-thought-out growth plan, among other things.
    Businesses typically seek investment to finance growth through expansion, which may include research and development into new propositions, new plant and equipment, hiring people or to finance the costs of launching in a new market. Alternatively, the investment may be required to fund growth using a buy-and-build acquisition strategy.
    Whatever the motivation, there are a number of key things to consider when preparing for investment:

    Growth plans

    Whatever a business’ growth strategy, it should be underpinned by a detailed step-by-step plan, which should be supported by as much evidence as possible. Many companies struggle to articulate what their business’ USP is and how they will scale to the next level. Easy access to management information and business data is also vital in proving the case for funding, as is the ability to refine your business and set KPIs that will help to drive business growth.

    People

    An investment is a relationship, and relationships depend upon people. A robust growth plan should identify the leadership, technical and professional skills of the top team. Investors must have confidence that a business has the right people to deliver their growth plan. After all, people are the bedrock of success for just about every company, and a strong management team (without exception) must all have the ability to inspire and lead.

    Credible financial plan

    The due diligence stage of the investment process is crucial for determining success or failure. If financial accounts and supporting analysis are in the wrong format, insufficiently detailed, or in any way non-compliant with legislation, no one will want to invest.

    Good data

    Gathering accurate insights about a business’ performance is critical to easily identify and respond to any problems before the damage is done. The best companies will have embedded systems and reporting tools that allow management to view financial data and in real time. Another benefit of having robust data at your fingertips is in helping to maximise profitability.

    A sustainable proposition

    Business models based on short-term trends and crazes, will often enjoy short-term success but risk stagnating as interest wanes over time, or excess supply comes into the market. Investors will look to invest in strong concepts with proven longevity, to ensure customers will come back time and time again.

    Scale

    It’s one thing to find a couple of good sites and operate them well, it’s another to replicate that success at scale. If you’re a growing multi-site business you need to have appropriate team structures in place, allowing decision making and responsibilities to be delegated. It also needs fit-for-purpose back-office systems and software. This can become challenging the further you move away from your heartland. Another key point on multi-site businesses is ensuring you can demonstrate short payback periods and return on capital. When a business is expanding, investors want to see that each new site recoups its set-up costs within two to three years. If it takes longer, an investor will question whether the business model is viable in the long term.

    The right investor

    There are many investors on the market. Some have specific expertise in market sectors, some are generalists; some are known for seeking returns in a short timeframe, others are more long-term in nature. Businesses should aim to engage with those that are a good fit for their business – alignment around goals is key.

    Timing

    If everything falls into place and is aligned, a small number of nimble and well-managed businesses are able to achieve investor-readiness in a few months. However, a timeframe of at least three to six months is more common, possibly up to 12 or more if a business has a lot of work to do.

  • Good managers talk but great managers listen!

    Good managers talk but great managers listen!

    In the intricate world of management, promoting individuals for technical abilities often overlooks the crucial requirement for interpersonal skills.

    This can leave many managers unprepared to handle the challenges of leading diverse teams, highlighting the importance of active listening as a frequently overlooked yet essential soft skill.

    Lost in Translation:  managers without listening know-how

    The main problem occurs when managers are promoted to leadership roles without sufficient training in active listening. This lack of skill not only hinders their ability to understand and connect with team members but also affects the overall unity and efficiency of the team.  They are told they will learn on the job, but at whose expense, I ask?

    Time Crunch or Just Excuses:  the listening dilemma

    One commonly cited reason for the disregard of active listening is the perceived lack of time. Managers often say that they don’t have the luxury to engage in prolonged listening conversations. However, reframing this perspective reveals that investing time in listening is not just a discretionary luxury but a strategic necessity for fostering a healthy and productive workplace culture.

    Active Listening: More than just another buzzword

    Digging deeper, active listening is key to shaping a workplace culture that values authenticity and inclusivity. It goes beyond just a communication skill; it becomes a vital aspect of building an environment where individuals feel recognised, accepted, and comfortable expressing their true selves.

    Meet Mary:  Platitudes and loneliness

    Mary, an experienced lawyer, is facing a personal crisis at home. Dealing with both a strained relationship with her husband and the recent loss of her mother, Mary is grappling with intense emotional turmoil.
    Her husband, uncertain about how to support her through the grief, distances himself, intensifying Mary’s feelings of isolation. This emotional gap extends to her workplace, where colleagues, unsure of how to broach the sensitive topic, inadvertently contribute to an overall lack of communication around her.
    This resulting emptiness leaves Mary feeling profoundly lonely, capturing emotions of sorrow, isolation, and deep grief. Despite the availability of the company’s Employee Assistance Program (EAP), Mary hesitates to seek support, concerned about opening up to professional counsellors about her vulnerabilities.
    Her manager offers cliches to her ‘it could be worse!’  Cliches, clichés, cliches – why do we resort to using them? That’s simple, we use them when we are uncertain about what else to say, often filling spaces with these overused expressions.
    Shh… Silence Speaks Volumes:  And speaking of filling spaces, how good are you at keeping silent?   John, a member of your marketing team, recently lost his job. While you’re skilled at offering ‘reassurances’ like ‘everything happens for a reason,’ ..  ‘you’ll get a better job’…there’s a chance to improve by actively listening and offering real support. It’s okay to admit if you’re unsure of what to say, rather than relying on clichés. Being present and acknowledging the difficulty of the situation can be more meaningful.
    Recognising the power of silence in communication, the message emphasises that effective listening isn’t just about using words. Allowing moments of silence provides individuals the opportunity to express their thoughts and feelings at their own pace, building an empathic connection with you.
    Building a Listening Culture:  Creating a culture of listening goes beyond just talking about it. It means embedding values like caring, empathy, and understanding into the core of the company. This turns these values from abstract ideas into practical aspects of the organisational ethos.
    ROI of Listening: Loyalty, Commitment, and Corporate Reputation: A workplace that values listening not only builds loyalty and commitment among employees but also enhances the company’s reputation as a preferred employer, contributing to staff retention and overall team dedication.
    It’s a Win-Win! Active listening is not just a moral duty but a strategic investment in the success of both the team and the organisation. Encouraging a culture that values and practices active listening turns the workplace into a fertile ground for innovation, collaboration, and sustained growth.
    It’s a good deal for both individual and collective success in the team and the business.  And I like a good deal!  How about you?

  • 10 Reasons Why Presentations Fail

    10 Reasons Why Presentations Fail

    There are pros and cons though. The good news is that – in my experience – the standard of public speaking of many business leaders is not that high – hence you don’t need to be that good to stand out. 
    The bad news however – if you’re not that great, or perhaps aren’t as good as you think you are – it could backfire and prospects could actually be put off!
    So what are the key pitfalls to avoid? I recently attended the UK and Ireland conference of the public speaking and leadership development organisation Toastmasters International, and picked up some great tips on this subject from Barbara Moynihan. Barbara’s a trainer in communication skills and here’s her list of the top 10 reasons presentations fail and advice to counteract them:
    Lack of initial rapport. Make sure you smile, talk to audience members before your formal talk, start on time and dress appropriately for the occasion.
    Being wooden. Take the time to prepare, practice and just be yourself.
    Intellectual orientation. Go beyond the theory – get into your audience’s shoes and connect with them emotionally.
    Being uncomfortable. This is really fear of failure and can come out in all kinds of nervous habits such as the classic jangling of change in pockets. Counteract this by good preparation!
    Poor eye contact (and lack of facial expression). How many talks have you been to where the presenter is merely reading from PowerPoint slides? If you have to use slides, make sure they add value and aren’t just a crutch. Look at and visually connect with members of your audience.
    Lack of humour. You don’t have to be a stand up comedian though! (I’ve seen some top business leaders make the mistake of inserting completely irrelevant jokes into their speeches just to get a laugh). Use anecdotes, relevant pictures or short movie clips to enhance and add to your content.
    Lack of speech direction. Ensure you have a clear structure to your speech with a beginning, middle and end, with appropriate signposts and transitions to keep your audience on track.

    Inability to use silence. This can be linked to #4, as silence can feel very awkward. Use pauses to add impact and emphasise your key points.
    Lack of energy. Counteract this by projecting your voice, varying your pace and pitch, and using gestures.
    Boring Language. Use what performance story teller Andrew Brammer (www.speakingwords.co.uk) calls “linguistic sparklers”: adjectives, adverbs, and rhetorical devices such as metaphors and similes.
    Whether you want to raise your business profile through public speaking, or simply want to motivate your team to take on new challenges, investing some time in developing your speaking skills will pay handsome dividends. Speaking clubs such as those run by Toastmasters International are an ideal environment to try out your talks, learn new skills and get constructive feedback to make sure that when you do stand up, you and your business will be noticed for the right reasons!
     
  • Freelancers warned of hefty tax bills as HMRC issues new guidance on managed service companies

    Freelancers warned of hefty tax bills as HMRC issues new guidance on managed service companies

    HM Revenue & Customs (HMRC) has released new guidance cautioning freelancers, contractors, and consultants about the risks associated with Managed Service Companies (MSCs)—complex tax arrangements that could leave independent workers facing tax bills running into tens of thousands of pounds.

    Introduced in 2007, the MSC legislation aims to combat perceived tax abuse by freelancers who provide their services via limited companies set up primarily to avoid tax liabilities. These companies, controlled by a third party—often an accountant—are known as Managed Service Companies. HMRC contends that freelancers should not receive the tax benefits of running their own business if the business is effectively managed by someone else and used merely as a vehicle to reduce tax payments.
    Under the MSC rules, if a freelancer’s business is deemed to be an MSC, HMRC will require that all income generated is subject to PAYE tax and National Insurance contributions. This could equate to up to 40% of the income earned by the MSC since its inception, once taxes, interest, and possible penalties are applied.
    The latest guidance, published on 21st November, highlights the substantial risks for freelancers operating via MSCs. Currently, in an ongoing case, over 1,000 contract workers are under investigation by HMRC for allegedly breaching MSC legislation. Of the more than 100 contractors being supported by tax compliance firm Qdos, the average tax liability pursued by HMRC stands at £57,000, amounting to a collective total of £5.9 million.
    Seb Maley, CEO of Qdos, emphasised the importance of vigilance among freelancers: “HMRC is right to put the MSC legislation back on the radar of the hundreds of thousands of contract workers it can impact. These notoriously complex tax rules can leave freelancers with staggering tax bills, often through no real fault of their own. All too often, these unsuspecting freelancers have been advised to work via MSCs by third parties.”
    He added: “The trouble with these rules is that freelancers caught up in MSCs aren’t motivated to avoid tax. Typically, they will have engaged an accountant that specialises in their industry and in forming limited companies. It smacks of unfairness, but the fact of the matter is that if you fall into the trap of working through an MSC, the tax office could well demand up to 40% of everything you’ve earned through your company to date.”
    Freelancers are urged to review their working arrangements and seek professional advice to ensure compliance with HMRC regulations. The potential financial implications of being deemed an MSC are significant and could have long-term effects on independent workers’ livelihoods.

  • Parental Leave entitlement set to increase from 13 to 18 weeks: Are you prepared?

    Parental Leave entitlement set to increase from 13 to 18 weeks: Are you prepared?

    What has changed?

    From Friday 8 March 2013, parents will be entitled to take up to 18 weeks unpaid parental leave, an increase from the previous entitlement of 13 weeks.

    What is parental leave and do we have to allow an employee to take it?

    Eligible employees will be entitled to this increased parental leave, which may be used to cover schooling and childcare problems, attending appointments with children or simply time to spend with the kids!

    To qualify for the right the employee must have at least 1 years’ continuous service and have, or expect to have, responsibility for a child.

    The statutory right provides for unpaid leave which can be taken in respect of children aged up to 5 years (18 years in respect of disabled children and before the later of 18 years or the 5th anniversary of the date of placement in the case of adoption).

    The right remains limited to a maximum of four weeks per year (unless agreed otherwise) and should be taken in blocks of at least a week (except where the child is disabled).

    Other than in certain prescribed circumstances (e.g. where the parental leave immediately follows the birth of a child or placement for adoption), an employer can postpone an employee’s parental leave where the employer considers that the operation of its business would be unduly disrupted. For example during a peak period, or where the individual is key to a time-critical project. Postponement can be for up to six months. There are certain requirements for postponement which should be considered and complied with. There are also requirements for the employee in relation to giving notice of the leave.

    In practice, the uptake of parental leave hasn’t been that great, perhaps largely due to the fact it is unpaid.

    Can an employee take action if they are unhappy with how we have dealt with their parental leave request?
    An employee can make a complaint to an Employment Tribunal if the employer unreasonably postpones parental leave or prevents (or attempts to prevent) the employee from taking it. Claims can also be brought where the employee is dismissed or subjected to a detriment for seeking or taking leave. If the employee is successful, the Tribunal may award compensation.

    Will there be more changes?
    The requirement for this increase to parental leave comes from a European Directive. However, this is the first of a number of other changes planned by the Government which intend to provide greater flexibility for parents. Proposals due to come in during 2015 are currently under consultation and include an extended right to request flexible working and a scheme of shared parental leave – which, despite its name is different to the ‘parental leave’ explained above.

    ‘Shared parental leave’ is designed to effectively allow parents to share the statutory maternity leave and pay that is currently available only to mothers (and with equivalent provisions in respect of adoptions).

  • Why you need to prioritise admin to regain control

    Why you need to prioritise admin to regain control

    There was a day last week when I left the office with a real sense of calm, because after weeks of juggling work commitments alongside home-schooling, whilst still trying to find time to exercise and manage all of the essential life-admin, I felt as though I was suddenly back in control.

    This happened part by chance, and part by design.
    Whilst looking two weeks ahead to plan the coming week, I spotted nirvana! I had a clear day without any calls or virtual meetings.
    I knew this was an opportunity to regain control, so I set the intention to launch a metaphorical ‘defensive operation’ to protect that time in my diary. I uncoiled the virtual barbed wire and ring-fenced the day.
    When I was in the Army, ‘admin’ was frequently described as ‘not officer’s business’ (you can work out the acronym yourself). For senior leaders in the business world, admin is often viewed in a similar vein; ‘admin’ is not a leader’s business.
    And if it is, it’s certainly not a priority.
    But I believe that admin should be a priority. From time to time.
    We humans have a finite cognitive capacity or ‘bandwidth’ which means our ability to pay attention, make good decisions and prioritise, is limited.
    Having a long list of administrative tasks to complete, be that work or home-based, places a load on our mental bandwidth, meaning everything else starts to slow down. And alongside that, the long list of administrative to-dos can start to leave us with a residual sense of underlying anxiety.
    In order to avoid this ‘bandwidth depletion’ we need to set time aside for an administrative clear down, or ACD. This might include:

    Clearing down non-urgent and non-priority emails
    Crossing off the essential, yet low priority, tasks on the to-do list
    Tidying files on your computer
    Sorting out your work bag or drawer

    There are three distinct, and scientifically supported, benefits of doing this:

    Crossing simple tasks off the to-do list increases the release of neurotransmitter dopamine, also known as the brain’s ‘pleasure chemical’.
    Being able to easily locate things and live in a clutter-free environment reduces stress and makes it easier for us to fall asleep.
    An ACD frees up cognitive bandwidth for those tasks that require more brain power.

    Strategic deployment

    The secret to success lies in the strategic deployment of this tactic.
    In other words, think carefully about the days and times when your cognitive capacity is most limited, and use this time for an ACD. After all, we don’t want to be doing this sort of work when we are at our most alert.
    Finally, remember the adage ‘what gets scheduled, gets done’. Once you’ve identified the best time and frequency (an hour a week, two hours every two weeks, etc) then block it out in your diary and circle it with the virtual razor wire
    #LeadOn

  • How to stay competitive and foster growth

    How to stay competitive and foster growth

    Effective Leadership Strategies for UK Small Business Owners: How to Stay Competitive and Foster Growth

    Effective leadership is essential for the success and growth of small businesses. However, small businesses often face unique challenges, such as limited resources and a constantly changing environment. As a small business owner, it’s important to understand these challenges and develop strategies for effective leadership.
    One of the most important strategies for effective leadership is setting clear goals and expectations. According to a study by the Harvard Business Review, having a clear vision and setting specific, measurable goals can improve a company’s performance by up to 15%. As a small business owner, it’s important to have a clear vision for the company and set specific, measurable goals for the team to work towards. By communicating these goals and expectations to the team, business owners can ensure that everyone is working towards the same objectives.
    Communicating effectively is another crucial strategy for effective leadership in small businesses. Regular updates and being available to answer questions and address concerns can help to build trust and ensure that everyone is on the same page. According to a study by The Leadership Institute, effective communication is the key to building trust in the workplace. In small businesses, it’s particularly important as it allows the leader to provide context and updates on the company’s progress, and get feedback from the employees.
    Leading by example is another essential strategy for effective leadership. A study by the Harvard Business Review found that a leader’s actions set the tone for the entire organisation. As a small business owner, it’s important to set the standard for professional conduct, work ethic, and ethical behaviour. Your employees will look to you for guidance, and your actions will shape the culture of the organisation.
    Empowering and delegating is also a key strategy for effective leadership in small businesses. Empowering employees by giving them autonomy and ownership of their work not only reduces the workload on the leader, but also helps to develop the employee’s skills and knowledge. According to a study by Deloitte, a culture of empowerment leads to increased productivity and employee engagement. Delegating tasks and responsibilities is also crucial as it allows business owners to focus on the most important aspects of the business while allowing employees to grow and take on more responsibilities.
    Being adaptable is also an important aspect of effective leadership in small businesses. The world of business is constantly changing, and small businesses must be able to adapt and embrace new ideas and technologies in order to stay competitive. According to a study by Forbes, companies that are more adaptable have 50% higher chances of surviving in the long run. As a small business leader, it’s important to have a flexible approach and be open to new opportunities.
    Developing a strong team is also essential for effective leadership in small businesses. Building a team with a shared vision and work ethic can help to create a positive work culture and inspire employees to work together to achieve the company’s goals. According to a study by McKinsey & Company, companies that prioritize employee engagement have higher productivity and lower turnover rates.
    Encouraging employee development is also crucial for effective leadership in small businesses. Investing in training, mentoring, and professional development can help employees improve their skills, knowledge, and career potential. A study by the Society for Human Resource Management (SHRM) found that organisations with strong learning and development programs have a 29% higher retention rate.
    Finally, leading with a clear vision is essential for effective leadership in small businesses. Having a clear vision of where the company is headed and being able to communicate that vision to the team can help to align the company’s efforts and focus on what’s important. According to a study by the Harvard Business Review, leaders with a clear vision are more likely to achieve successful outcomes.
    In conclusion, effective leadership in small businesses is essential for the success and growth of the company. By setting clear goals and expectations, communicating effectively, leading by example, empowering and delegating, being adaptable, developing a strong team, encouraging employee development, and leading with a clear vision, small business owners can create a positive, productive work environment that leads to success and growth for the company. In the UK market, small businesses make up 99% of all enterprises and employ 60% of the workforce (according to the Federation of Small Businesses), which emphasizes the importance of good leadership in this sector. It is important to remember that effective leadership doesn’t mean micromanaging, but instead creating an environment where everyone feels valued and empowered to contribute to the company’s success. By following these strategies, small business owners in the UK can improve their leadership skills and create a positive impact in their business, as well as its employees and the community.

  • HMRC doubles payouts to tax whistleblowers amid calls for larger rewards

    HMRC doubles payouts to tax whistleblowers amid calls for larger rewards

    HM Revenue & Customs (HMRC) has nearly doubled the amount paid to individuals providing tip-offs about suspected tax evasion, disbursing almost £1 million (£978,256) in the 2023/24 financial year compared to £508,500 the previous year.

    The increase comes amid growing pressure to reduce the UK’s £39.8 billion tax gap—the difference between the tax that should be collected and what is actually received.
    According to data obtained under the Freedom of Information Act by accountancy firm Price Bailey, HMRC received 151,763 anonymous tip-offs via its fraud hotline in 2023/24, slightly fewer than the 157,270 reports in 2022/23 but still the second-highest in seven years.
    Andrew Park, Tax Investigations Partner at Price Bailey, described the payouts as “paltry” when measured against the billions lost to tax fraud annually. He suggested that significantly increasing rewards could incentivize more individuals to come forward with high-quality information. “A transparent system in which the reward is proportionate to the amount of tax recovered would go a long way to encouraging big-ticket tip-offs,” Park said.
    Price Bailey highlighted the contrast with the United States, where the Internal Revenue Service (IRS) offers substantially larger rewards. In the most recent financial year, the IRS paid out $89 million to 121 whistleblowers, leading to the recovery of $338 million in taxes—averaging $735,537 per whistleblower.
    Park noted that the UK system is less transparent and that awards are discretionary and not linked to the amount of tax recovered. This lack of significant financial incentive, coupled with the potential risk to employment for whistleblowers—many of whom are employees of the companies they report—may deter individuals from reporting major tax fraud.
    He also pointed out that the lengthy process of resolving tax disputes serves as an additional disincentive. “Anything HMRC can do to make its reporting system more accessible and transparent would be welcomed,” Park added.

  • Life vs Death: The Ultimate Battle

    Life vs Death: The Ultimate Battle

    A Must-Have: Death Benefits for Employees

    In a recent write‑up, the author sparkles a truth that often gets ignored in the office – death benefits should be the cornerstone of every employer’s perks menu.

    Why Squinting at the Grim Reality Makes Sense

    We all like to think “not me” when it comes to the cold, hard fact of mortality. Yet the UK workforce typically has way less coverage than families actually need. So why burden the poorest? Anyone who’s ever seen a carefree employee fall into an insurance loophole knows the answer: employers can reap huge reputational gains by offering a safety net that actually counts when it matters most.

    One of the Cheapest Ways to Build Loyalty

    Picture this: a small monthly cost that gives a £100,000 payout if someone dies. It’s a tiny price for peace of mind.

    • Manual/Factory Work
      • Age 30 – £35.30 per year
      • Age 40 – £63.90 per year
      • Age 50 – £134.30 per year
    • Office-based Work
      • Age 30 – £26.50 per year
      • Age 40 – £41.80 per year
      • Age 50 – £96.70 per year

    These rates vary with industry, role, age and location – but overall they’re a budget‑friendly, high‑impact benefit. Plus, you can automate coverage without gnarly paperwork, unless you opt to demand extreme medical histories that cut many out.

    Setup Made Simple with Master Trusts

    Gone are the days of trust deeds, trustees and HMRC registrations. Now, insurers offer Master Trusts run by independent trust firms, requiring just a tidy application form and you’re ready to roll.

    Don’t Just Set It and Forget It

    Ownership is half the battle. Without a good nomination form at onboarding and a yearly review, employees won’t even know the benefit is there. Move the beneficiary info into HR and keep it updated – marriages, kids, ex‑bombs – all must be reflected. The faster the trust team knows who to pay, the swifter the cash flows to grieving families.

    No Real Benefit Without Don’t-Harvest

    Other perks may sparkle now, but when lives are lost, that lifeline sticks around forever. You might think most folks will retire before they pass away, but in fact a large chunk of the workforce has struckes unexpectedly. Imagine a regular day, a coworkers dies, the company offered no death benefit – the family is left high‑strung with state safety nets that barely scratch the surface.

    Wrap It Up

    It’s not just charity. It’s a smart employee win, a cost‑effective brand booster, and the most crucial lifeline for families reliant on their loved ones. If your business wants to be that kind of company, add death benefits to the top of your perks list now.

  • Snow Days & Fridays are Prime Time for Selling!

    Snow Days & Fridays are Prime Time for Selling!

    Despite the poor weather playing havoc with transport and inevitably affecting business productivity across the country as salespeople struggle to get into work, sales teams, managers and business owners need to keep their eye on the ball and maintain momentum.

    The snow has the same effect on people as Friday afternoon syndrome, when people assume there is no point in making any calls as no-one will be there or they won’t want to take the call. Adversity can sort the best salespeople from the rest and the top salespeople will take quiet times as an opportunity to build connections and rapport with new clients when their competition aren’t even trying.

    With reports claiming that one in five adults stayed away from work during the snow, I believe that many businesses miss out on crucial opportunities to make headway with sales calls when other firms take their eye off the ball completely.

    I’ve closed many major sales leads at such times and I’m pretty sure there were deals to be made during the bad weather for those who were bold enough to make the call. Business is picking up for many and I’m hearing time and time again from businesses that they’ve never been so busy. For those savvy enough to remain motivated, the next few days will present a fantastic opportunity to grow the sales pipeline.

  • New rules on tips: what do they mean for employers?

    New rules on tips: what do they mean for employers?

    The main provisions of the Employment (Allocation of Tips) Act 2023 and the Code of Practice on Fair and Transparent Distribution of Tips come into force on 1 October 2024.

    There have been concerns that some employers make deductions from tips, for example, for “administrative fees,” or retain a proportion of tips. Under the Act, employers must ensure that workers receive “tips, gratuities and service charges” (“tips”) in full and that tips are allocated fairly and transparently.
    According to Unite, the trade union for hospitality workers, the Act will impact over four million workers who receive tips. Briefly:

    All tips paid on or after 1 October 2024, over which the employer exercises control or significant influence, must be allocated fairly to workers, including eligible agency workers
    Payment in full (less deductions required by law such as tax and NIC) must be made no later than the end of the month following the month in which the tip was paid
    Employers need to have a written tipping policy and keep records
    An independent tronc operator can allocate tips. A tronc scheme is a special pay arrangement that allows businesses to use for example, an external accountancy firm or payroll business to fairly distribute staff tips, gratuities, and service charges.
    Workers cannot contract out of their rights and can bring Employment Tribunal claims for breach of the Act
    The Act applies in England, Wales and Scotland

    The Act only applies to “qualifying tips” which are:

    All employer-received tips and
    Certain worker-received tips

    Employer-received tips are paid by the customer, either received by the employer or an associated person. This includes tips made by credit or debit card and paid into the employer’s bank account before being distributed to workers or where the tip is received through a mobile app.
    Worker-received tips, such as cash tips, are paid by the customer but not subsequently received by the employer or associated person. The Act only covers such tips if they are subject to employer control or if the employer has significant influence over the distribution of tips, such as when the employer directs that all tips are shared amongst workers or shared at the end of the shift.
    The Act applies to workers and eligible agency workers. Consequently, tips must be distributed fairly to eligible agency workers, too, although this can be done by their agent (where the agent has received the tips from the employer).
    How can employers ensure tips are allocated fairly and transparently?
    The Code of Practice provides “overarching principles” regarding fairness. Employers must consider these when designing and implementing their tipping policies.
    Interestingly, the Code states that a fair allocation and distribution of tips does not necessarily mean paying all workers the same proportion. However, employers should use fair and reasonable factors to determine their tipping practices, and the Code gives examples:

    Type of role/work, for example, distribution between front-of-house and backroom workers
    Basic pay (and how workers are engaged)
    Hours worked when tips are received
    Individual and/or team performance
    Seniority/level of responsibility
    Length of service
    Customer intention

    Employers must avoid unlawful discrimination when selecting and applying the factors.

    Independent tronc arrangements, where an external accountancy firm or payroll business manages the distribution of tips, are common in the hospitality sector. The principles of fairness and transparency still apply. If the independent tronc is acting unfairly or improperly, the employer must take action, such as instructing the independent tronc to change its operation, replacing the independent tronc, or terminating the arrangement.
    Regarding transparency, employers must provide a written policy to all workers and eligible agency workers about how they deal with tips. It can be provided either in electronic form or as a physical copy. They do not need a written policy where worker-received tips are not qualifying tips. Even so, certain information must still be provided including that the employer is not required to have a written policy and the reasons why. Records must be kept for three years of all qualifying tips received and the amount allocated to each worker.
    Workers can complain to the Employment Tribunal where the written policy and record-keeping obligations are not met and/or the employer has not fairly allocated and paid tips. The time limits for bringing the claim are three months and 12 months, respectively. In both cases, the Employment Tribunal can declare that the complaint is well-founded, order the employer to comply, and order compensation of up to £5000. Note that an eligible agency worker can bring the claim against the agent in addition to or instead of the employer.

    Advice for employers

    Before 1 October 2024, employers should review their tip allocation systems, record keeping, and written policy, especially the factors relevant to “fairness” in the Code. I recommend consulting with staff about the policy. Although there is no obligation to do this, if staff are in agreement with the policy, it will help the employer establish fairness.
    The Code is not legally binding, but Employment Tribunals will consider it in disputes about tipping practices. Therefore, employers should familiarise themselves with the Code.
    Finally, Unite recently launched its Fair Pay and Fair Tips campaign. This will focus on ensuring that hospitality workers understand their rights. Unite will “name and shame rogue employers who try to ignore or distort the new legislation”.

  • What came first, the purpose or the people?

    What came first, the purpose or the people?

    We’ve talked a lot about purpose, and while it should be at the very heart of your organisation, it’s been long debated what should come first – a clear purpose or the ‘right people’? It’s ‘the chicken or the egg?’ equivalent for business.

    Wait – here comes the bus!

    Jim Collins’ famous concept of “getting the right people on the bus”, introduced in his book Good to Great, endorses getting the right people around the table (or on the bus) before you discuss purpose, objectives or strategy for your business.
    My question is this, can you even attract the ‘right people’ if you don’t know where your bus is going, or if you aren’t sure what type of bus you are driving?
    I think the answer lies somewhere in the middle. If you don’t ultimately know why your organisation exists, you will struggle to identify or attract the ‘right’ type of employees. However, the right employees can be essential to helping you refine the size, shape and destination of your bus.

    Alright, so who am I looking for’?

    Well, it changes depending on your purpose and what you are trying to achieve – it’s not one size fits all (yes, we will be talking about diversity shortly!). For example, if you are looking to be an industry disruptor, you will likely need to employ people who have a bit of ‘oomph’ – people not afraid to challenge the norm. If your business is based on sales, you will need savvy people who are good communicators… you get the gist.
    What we are talking about here is less about the core skills people have, and more about the values, attitude and behaviours they bring to the business. While at first glance this may feel woolly, or difficult to articulate, defining your organisation’s values and the behaviours you expect to see from your team, will become increasingly important as your business grows.

    Is my team on the bus?

    So, what if you’re a business with an existing team? How do you know who can help you drive your business forward? Well, the answer still stands – it all starts with values and behaviours.
    Many organisations have values they use for marketing and little more. But values can only be lived if they are upheld by behaviours for employees to emulate, and this must be led from the top.
    Without this framework, singling out ‘your kind of people’ without articulating what that means, can get you into all sorts of bother.

    I told you we’d talk about diversity

    Diversity of team becomes critical to any organisation that is genuinely committed to doing something different. I’m not just talking about a male/female split, I’m talking about diversity of demographics, backgrounds, skills, mindsets.
    Too often, the differences between individuals are blamed for creating friction within teams. But difference is not the cause of the problem. A lack of clearly defined purpose, values and behaviours often is.
    Today’s workplace is an intersection of multiple generations and diverse backgrounds, each with their own strengths, challenges and ways of doing things. When people work successfully together, they don’t just learn from one another – they energise each other, bringing new ideas and helping to attract fresh talent to the organisation, thus creating a more dynamic and innovative workforce.
    Getting this dynamic right doesn’t happen by accident. It is the result of clear leadership – someone that is prepared to put in the time, energy and effort it takes to curate a cohesive and empowered team of people who align to your values, demonstrate the right behaviours and have a genuine passion for your purpose. It’s about setting a clear framework for who you are looking for and getting them ‘on the bus’ from the outset.

    Tell me again why it’s so important

    To borrow a line from a famous shampoo brand…because it’s worth it.

    The right people drive the purpose
    The best people, those aligned with your company’s values, will bring passion, adaptability and the expertise needed to help your company evolve as it grows.
    Cultural fit is key
    The right team will naturally contribute to building and developing the kind of culture that supports your company’s purpose. This in turn helps to keep that team motivated, committed and fulfilled.
    Flexibility over rigid plans
    The best people are flexible, creative and capable of adjusting strategies as the business landscape shifts. Rather than sticking to a rigid plan, the right team will enable you to continuously refine your direction and stay competitive.

    The Bottom Line

    A successful business is built on a strong culture founded in meaningful, lasting connections. As a leader, rising to the challenge of uniting your team and celebrating differences to create a collaborative environment, enables everyone to thrive.
    When you focus on getting the right people on the bus, you set the stage for success, not just in terms of strategy and purpose but also in creating a business that values collaboration, adaptability and mutual respect.
    So, let’s make sure your team is engaged and excited about your organisation’s journey. The itinerary may be flexible, but the proposed destination should be on everyone’s wish list!

  • Dealing With Christmas Objections – Part Two

    Dealing With Christmas Objections – Part Two

    It’s always interesting as we head towards the festive period, how many business owners and salespeople always fall for the ‘call me back after Christmas/call me back in the New Year’ objections!
    This week I looked at some top tips on improving your sales techniques to avoid the Christmas holiday objections.
    Sales Tip Number 1 – Be Prepared
    You know you’re going to start getting these sorts of objections from November onwards, so you need to prepare for them!
    I hear so many business owners and salespeople fall for these same objections year after year! Why not consider how you’re going to deal with them and practice your responses? Most people fail to do even those simple things!
    This means working out your objection handles, then practicing them with friends, colleagues or even in meetings with the rest of the sales team! The better prepared you are for when the objections come up, the better you’ll deal with them! That goes for the other objections you face as well, but let’s focus on the ‘Christmas’ ones for now!
    And please, don’t leave this until the last few moments before your telephone call or client meeting (or even worse – until you’re waiting in reception), do this in ‘small chunks’ – a little bit at a time but done on a regular basis – that helps you remember and use the objection handles best.
    Sales Tip Number 2 – Think About What They Really Mean
    Often when the buyer or decision maker says the words ‘call me back after Christmas’, that phrase might have a different meaning than the one you’ve accepted at face value!
    Let’s face it – if everyone who said those to you either met with you or bought from you in January, then there wouldn’t be a problem, would there? So I’m talking here about the people that use that phrase, but then don’t seem to necessarily follow through come January.
    Let’s think about this a little deeper – might some people use that phrase when actually what they really mean is ‘go away?’ Or perhaps ‘it’s not important enough for me to look at right now?’ As someone who originally trained as a professional buyer, I can guarantee you that’s the case!
    Here’s a quick distinction – the more ‘new business’ your telephone call or appointment is, the less rapport you have – therefore the likelihood of them ‘fobbing you off’ is much higher! If you’re with an existing client you have personally a very good relationship with, it’s more likely that they’re telling the truth. 
    ….Next time I give you some final tips on how to ask the right questions and having the right attitude and really getting around those Christmas holiday objections.
  • Shocking Revelations: Pregnancy and Maternity Discrimination Exposed

    Shocking Revelations: Pregnancy and Maternity Discrimination Exposed

    In an ever-evolving business landscape, the welfare of employees continues to be at the forefront of responsible leadership.

    Pregnancy & Maternity Bias: The Business Owner’s New Reality Check

    If you’re a business owner, the recent survey by Pregnant Then Screwed hitting the headlines is more than just a headline—it’s a wake‑up call. With over 24,000 parents giving us the scoop, the numbers are no joke.

    Key Findings (Stay Awake)

    • 52% of moms experienced some sort of discrimination during pregnancy, maternity leave, or when they came back to work.
    • 20% left their job because of a negative or discriminatory encounter.
    • One in 1.6 pregnant women received rude comments about how they look.
    • About 1 in 10 women faced bullying or harassment while pregnant or returning to the grind.
    • 7% lost their jobs for a handful of reasons—yes, that includes discrimination.

    Why This Matters to You

    These numbers aren’t just statistics; they’re a litmus test for how your workplace stacks up on fairness, support, and legal compliance.

    Discrimination isn’t just about a bad day—it’s a pattern that can lead to lawsuits, damage your brand, and cost you more than you can afford.

    Legal Obligations (Jump Start Your Compliance)

    • Federal laws like the Family and Medical Leave Act (FMLA) provide paid leave—ignoring it can land you in hot water.
    • Title VII mandates employers can’t fire or discriminate based on pregnancy.
    • State laws often have stricter rules—be sure you’re on the page.

    Potential Risks (Keep it on Your Radar)

    • Litigation costs and settlements.
    • Negative brand perception—if people hear you’re poorly handling maternity issues, the reputational fallout can be huge.
    • Employee turnover—lost talent can drain your growth engine quickly.

    Action Plan (Because You’re Not a Passive Observer)

    1. Review & update your employment policies to explicitly forbid pregnancy discrimination.
    2. Conduct training sessions that outline respectful behavior, focusing on body positivity.
    3. Set up a clear reporting mechanism so employees feel safe speaking up.
    4. Audit your pay scale & promotion practices—look for hidden biases that could impact maternity leave returns.
    5. Celebrate maternity milestones—employee birthdays, new babies, etc., with a card that says, “We’re also here when your life changes.”

    Wrap‑up (Yep, You Can Do This)

    This isn’t a one‑off fix—it’s a continuous loop. Keep monitoring, keep refining, and keep treating your team with the respect they deserve. That’s the ironclad way to protect your business, your booming numbers, and the future of everyone who works with you.

    The Business Risk

    Why Ignoring Pregnancy Protections Could Pay the Price

    In the UK, pregnancy and maternity rights are iron‑clad. Ignoring them doesn’t just risk a legal slap‑on‑the wrist—it can slam your bottom line, stain your brand’s reputation, and drive top talent away.

    The Triple Threat

    • Financial Fallout – Employment Tribunal claims can rake in hefty damages and legal fees.
    • Reputational Ruin – A bad case can become the headline your public‑relations team hates.
    • Talent Drain – Skilled employees leave when they sense an unsafe or indifferent workplace.

    Think of It Like This

    Missing or misreading legislation isn’t just a compliance hiccup—it’s like asking a chef to skip the salt when you’re serving soup. The outcome? A bitter experience that leaves everyone craving something better.

    Quick Fixes

    Set up a simple compliance audit, train managers on legal basics, and promise to keep your workforce safe. The cost of not doing so? Potentially larger than the coffee budget of a whole department.

    What You Need to Know – Key Rights and Protections

    What Every Pregnant or Expecting Mom Needs to Know About Your Workplace Rights

    Bottom line: You’re protected by a stack of laws that keep you safe, respected, and paid while you’re pregnant, breastfeeding, or raising a new kid. Here’s the quick rundown, with a dash of humor for good measure.

    1⃣ The Classic Rights You Already Have

    • Time Off – Up to 52 weeks of paid maternity leave, no matter how long you’ve been with your boss.
    • Return to Your Spot – When you’re ready, you’re guaranteed to come back to the same job or one that’s just as good.
    • Pay or Allowance – Depending on your salary and how long you’ve been there, you get either the statutory maternity pay or a maternity allowance.
    • Health & Safety for Moms – We’re talking extensive protection for pregnant or breastfeeding employees. No compromise on your health.
    • Redundancy & Maternity – If your company is looking to cut jobs, you get priority for alternative roles over anyone else who might be at risk.

    2⃣ Legally You’re Big, Baby Blockbuster

    • Equality Act 2010 – Says absolutely no discrimination, harassment, or victimisation on the grounds of pregnancy. That includes reserving the right to ask about children or childcare plans. Bad news for the employer, good news for you.
    • Unlimited Compensation – No minimum service required. Forget about the “two-year rule” that kills ordinary unfair dismissal claims. Pregnancy-related dismissal is automatically unfair.
    • Feeling Injury Award – There’s a separate award for the “injury to feelings” because it’s not all about the wallet.

    3⃣ The Employment Rights Act 1996 – The Mama‑Friendly Piece of Paper

    It’s got the same “no detriment” duty as the Equality Act but adds: If you’re dismissed for pregnancy or childbirth, that’s automatically unfair. No length of service needed—talk about the difference we’re making.

    Upcoming “New Money” You’ll Want to Keep Your Eyes on

    Keep your ears open for fresh legislation coming soon!

    1. Employment Relations (Flexible Working) Act 2023 – Set to roll out in summer 2024. Instead of one flexible‑working request per year, you’ll get two. Employers must talk with you before they say “no” and have two months to decide, not three.
    2. Workplace Flexibility – Day One Right – Although not codified in the draft yet, it’s planned that you’ll have a flexible‑working right from day one, once you’ve hit a 26‑week milestone (currently what it’s set to be).
    3. Protection from Redundancy (Pregnancy and Family Leave) Act 2023 – This one is eye‑catching: after a year of maternity leave, you’ll get an extra six months of redundancy protection.

    Reminder! Employers have to stay on top of these updates so you don’t get caught off‑guard. If you notice any unfair moves or feel your rights have been brushed aside, remember: you’ve got the law on your side.

    Enjoy your golden playground of protections, and remind your boss they’re not sneakily demeaning or firing you just because you’re expecting. You’ve got the power, the paperwork, and the people behind your head. Happy (and safe) pregnancies!

    Transforming Challenges into Opportunities

    Forward‑Thinking Leaders: Turning Disquiet into Advantage

    These new findings may give you the jitters, but they’re also a golden ticket for smart bosses. Companies that hug pregnant employees, confidence‑boost teams on ponchos of support, and roll out the red carpet for those back from maternity leave aren’t just the kindly sidekick of the corporate world—they’re the real deal.

    Why it Matters

    • Retention Power: A supportive vibe keeps top talent from hopping ship.
    • Skills Crunch: With talent scarcities on the rise, nurturing your current crew is cheaper than hunting for new hires.
    • Job Market Advantage: In a competitive scene, a company known for caring will rank higher on the talent radar.

    Beyond Being Nice: The Strategic Edge

    Taking the initiative is not just about being moral. It tells the world that your organization puts people first—and that’s a super sharp recruiting nudge.
    It’s like saying: “We care, we’re serious, and we’re ready to be the best home for skillful folks.”

    So, ditch the stodgy HR manuals and roll out genuine support plans. You’ll win the hearts of your employees and outshine competitors.
    In short, you get a happier, more loyal team and a top‑notch brand reputation.

  • Court to decide if Elliott-owned firm can enforce Funding Circle debts

    Court to decide if Elliott-owned firm can enforce Funding Circle debts

    A High Court battle is set to determine whether Azzurro Associates, a debt buyer ultimately owned by the hedge fund Elliott Management, has the right to pursue two small business directors for repayment under personal guarantees initially arranged through Funding Circle.

    The case, closely watched by the alternative lending industry, centres on claims that potential flaws in Funding Circle’s documentation and processes may invalidate the personal guarantees assigned to Azzurro.
    Azzurro Associates is taking legal action against two directors of a borrower, seeking to enforce debts allegedly owed under personal guarantees. However, in an interim ruling last year, Judge Terence Phillips found that the two guarantors had a “real prospect of success” in arguing that sums due were not, in fact, payable to Azzurro or Funding Circle.
    The judge said there was a “more than arguable case” that certain documentation concerning the transfer (“assignment”) of rights might not constitute legal assignments of the underlying debts. Furthermore, he suggested that the wording of Funding Circle’s definition of “lender” could restrict the right to enforce guarantees to a narrow class of creditors, potentially excluding Azzurro.
    Industry observers say the case could raise broader questions about the validity of personal guarantees transferred through Funding Circle’s lending platform. While both Azzurro and Funding Circle assert the overall enforceability of such guarantees remains sound, any judgment against Azzurro could complicate the market for secondary debt.
    David Bloom of David & Goliath, the firm advising the two guarantors, alleges that shortcomings in how the loans and guarantees were handled cast doubt on whether Azzurro can enforce any of the personal guarantees it acquired from Funding Circle. He described the situation as a “shambles” and “totally unprofessional.” Both Azzurro and Funding Circle strenuously reject his characterisation.
    While it is no longer party to the direct claim, Funding Circle maintains that the loans were validly entered into, and that money owed under the personal guarantees should be recoverable. Lisa Jacobs, chief executive, said, “We’re really confident in our position,” while Lucy Vernall, the lender’s chief legal officer, insisted there has been “no finding that a guarantee was not enforceable or that monies were not due to Azzurro.”
    The company says even if any issues with its processes are uncovered at trial, they are “unlikely” and would be resolvable. Azzurro, for its part, contends it is “confident that the claim will be successful at trial.”
    With the High Court process under way, an eventual ruling on the enforceability of personal guarantees could shape the future of personal finance obligations, especially in the alternative lending sector. Should the judge side with the borrowers, it may prompt a re-examination of legal frameworks around debt assignments and the terms of personal guarantees—potentially affecting thousands of loans.
    Azzurro’s and Funding Circle’s arguments will be tested in full at trial. Until then, the commercial lending industry will be watching closely, mindful that this is more than just a legal tussle: it could set a precedent for how small business debt is enforced and traded in the UK.

  • How to supercharge your corporate LinkedIn profile in eight steps

    How to supercharge your corporate LinkedIn profile in eight steps

    Whether you’re an individual setting out to be an industry thought leader or a brand seeking leads, LinkedIn is a valuable tool for business success.

    Think of your profile as your digital shopfront. It’s the first impression you make on potential employers, clients, and collaborators. Get it right, and you’ll see a positive impact on your brand and bottom line.

    This guide will help you craft a compelling LinkedIn profile, from your photo to SEO optimisation. We’ll cover everything you need to maximise the potential of LinkedIn for you, your team, and your business. Here are eight steps to consider.

    Clear and consistent visuals and branding

    If you’re a business, make sure that you have a high-quality logo or brand mark as your profile image and header. Make sure that you are following LinkedIn’s most up-to-date design rules, or else it will end up cropped and distorted.
    To fully weave your brand throughout your entire Linkedin ecosystem, a professional photoshoot for your team is a good idea. This way, you and all of your team members will have brand and visual uniformity.

    Create a compelling summary headline

    Make sure that it accurately reflects your role, experience, current position, and your value proposition. Be clear and concise for anyone visiting your LinkedIn profile for the first time.
    You can also take your headlines a step further. Use online search keyword research to insert valuable relevant keywords into your headline. Having these keywords present in your LinkedIn profile can have positive impacts on your overall search presence. Having a high presence in SERP is a crucial part of digital PR and Online Reputation Management.
    For instance, if someone is searching for Project Management Specialists in the construction sector, if your keywords are tuned into your LinkedIn profile, they will have a much easier time finding you both on and off the platform.

    List your skills, endorsements and recommendations

    Listing your own skills and experience is one thing, but it’s even more powerful when these come from your colleagues, recruiters, clients, and peers.
    Having others endorse you, and your teams, helps further validate your key skills and proficiences. So canvas colleagues, clients, end users and whoever you can, to add endorsements and recommendations. They serve as incredibly powerful trust signals that can showcase your capability and credibility.

    Post relevant content regularly

    The frequency and cadence of output and engagement on LinkedIn are very important.
    Posting irregular content and updates serves very little benefit. You will need to get into the mindset of regular, relevant content.
    Have a content strategy in place that includes long-form feed posts of LinkedIn blogs by company thought leaders. LinkedIn is also prioritising video as its content format of choice, so think about how you can take your written thought leadership and convert it into an engaging and entertaining video.

    Like, share, comment…engage

    LinkedIn runs on engagement. Respond promptly to comments on posts from your business page. This will show that you place value in being part of a wider industry community. Don’t be a monolith in your sector.
    You can also engage your internal teams, by sharing their own Linkedin content on your main business page. Celebrate achievements or share a great post on a pressing industry topic.
    Engage with content from your connections. This could be industry influencers and key decision makers, media or other thought leaders within your professional network.

    Carefully manage your online reputation

    In business, your reputation is your bond. Ensure that your teams understand that when they are online, they’re representing the interests of the business. There’s a code of conduct when it comes to being on Linkedin, professionalism comes before personal opinion, this isn’t Facebook.
    If anything should arise that could damage that, then you need to approach the situation very carefully. This is where crisis management comes into play.
    A ‘crisis’ could be a negative review or criticism aimed at your business, but it could also be something a lot more serious. Ensure that you’re prepared with an effective crisis management policy.

    Test and learn

    LinkedIn is indeed a very competitive place to set out your stall. There are 830 million members on the platform and 67 million listed companies. Whichever way you look at it, that’s a lot of noise.
    Challenge yourself to consistently deliver high-quality content and engage with your audience. But most importantly, know what’s working for you and what’s not to get noticed. To do so, adopt a test-and-learn mindset. Don’t be disheartened if a particular post doesn’t land. Learn from it and go again.

    Enjoy the process!

    These practical tips will help you to create a compelling and engaging LinkedIn profile that acts as a springboard to a richer professional network. Enjoy the process of building relationships, sharing knowledge, and growing your influence within your industry.

  • Love & Business: Fairness Wins

    Love & Business: Fairness Wins

    It’s Valentine’s Day and love is unashamedly in the air. But what if everything is not as rosy as it seems?

    When Business Love Meets Real‑World Reality

    Picture this: you’re juggling a startup, a team, and a life that feels like a circus. Starts out bright—ideas flying, spirits high—but the spotlight on day‑to‑day grind dims that sparkle. Then, boom, the world itself throws one curveball after another: Brexit, Covid, wars, energy shortages, climate chaos, price spikes, and the pesky “permacrisis” that keeps you on your toes.

    It’s perfectly natural to think your partnership will weather it all, driven by that “indomitable determination” and years of friendship. But a romantic AB‑CHOC will never give you a crystal ball; neither will a business contract.

    Unfortunately, many founders still don’t walk the extra mile to set clear expectations. That’s why even competent, magic‑‑like friendships can become survivors in a corporate minefield. When things go sideways, you risk losing your call‑up: your paycheck, your reputation, your assets.

    Three “Reality‑Check” Scenarios

    1. Keeping It Together
      • Both partners initiate a truth‑talk.
      • Redesign the ownership split—make it reflect current hours, sweat equity, and future growth.
      • Pin down a flexible partnership agreement that adapts.
    2. Dividing Without Drama
      • Invite a neutral mediator or lawyer to negotiate.
      • Map out “exit clauses” that protect both the business and personal ties.
      • Think about buying out a share or selling stock rather than calling the business dead.
    3. When One Wants Out
      • Keep a “run‑away” plan ready: an asset valuation, liquidity instrument, or a buy‑back schedule.
      • Build a “gold‑en rule” for conflict resolution in the board charter.
      • And make sure your personal life has a safety net—friendships or a side hustle.

    Learn from the Lessons

    Here are a few nuggets you might want to keep in your mental toolbox:

    • Clarify roles from the get‑go. If it’s unclear who handles what, friction gets fancier.
    • Document everything—agreements, meetings, milestone decisions.
    • Guard the “love” by setting boundaries that protect both the business and the friendship.
    • Short‑term steam may be good, but long‑term planning is essential—think of it as tuning a bicycle; you’ll keep rolling if you keep knew wheels.

    The Bottom Line

    It isn’t a one‑size‑fits‑all fabric; it’s a deliberate, evolving patchwork. Ask yourself: “What would happen if the wind blows sideways?” If you’re suspicious of the unknown, consider a solid business contract, a shared vision, and an honest, open communication pipe. Because in a world that’s constantly trying to splash a new puddle under your feet, the best weapons are transparency, planning, and a dash of humor.

    Building a relationship

    An open partnership: your secret recipe for success

    Think of your business relationship as a recipe book—another few missing ingredients and your whole dish could crumble. That’s why candor is the cornerstone of every thriving venture, whether you’re launching a tech start‑up or running a boutique consultancy.

    Get the goal‑setting conversation rolling

    • Vision check‑in: Are you chasing long‑term growth or looking for a quick cash splash? Put those ambitions on the table.
    • Size matters: Dreaming of a market‑dominating empire, or content with being the best local artist of the town? Be honest.
    • Shared mission: Make sure both partners are on the same page. If one suddenly flips the script, you’ll want to be prepared.

    Why upfront talks save you from heart‑ache later

    Having those tough chats at the start—and revisiting them as you evolve—keeps misunderstandings at bay. When the early buzz fades, you’ll still be aligned and able to smile at your “happy ever after” goal.

    Bottom line: foundation over finesse

    Build a solid base with shared intent; then let your partnership grow—whether it’s a bloated behemoth or a tasteful boutique. If life throws curveballs, you’ll have the cushion, and perhaps a dash of humor, to ride through the storm.

    Fixing a relationship

    When Your Work Partnership Starts to Sink

    Ever find yourself in a partnership that’s drifting into the wrong lane? Don’t panic—arm yourself with the right attitude and a dash of humor. Below is a simple, chat‑ty, light‑hearted guide to rescuing those shaky ties.

    Step 1: Speak Up, Then Actually Listen

    • Speak of the problem—but avoid blaming each other outright. That’s how disagreements go full circle.
    • Open your ears—try to hear the entire story, not just the MTV version.

    Feelings vs Reality: The Mythical Divide

    Most problems are about how we feel, not about what actually happened. Your brain may be painting a picture that’s far from the truth. Accept that perception, and you’ll have a clearer path forward.

    Trust & Respect: The Golden Standards

    • Without a chance to restore faith, you’re likely to lose your road map.
    • When you pass on respect to your partner, the bedrock of commitment lifts, and your team sees the benefit from top to toe.

    When the Top Grows Tangled

    Every major org glitch starts with one or two executives. Keep your minds open and avoid letting ego snap the line of trust.’

    Possible Reasons You’re in Trouble

    • Finances: Cash flow woes or “we’re all broke” vibes.
    • Purpose: “Our mission has shifted” or “we’re not sure where to go.”
    • Succession: Who’s going to carry the torch now?
    • Legacy: “Do we keep the same legacy or rewrite it?”

    When the Signal Strength Drops

    Effective communication is your lifeline. Once signals start to lower, put extra effort into:

    • Creating a common bargaining table: What do you both actually want? List it.
    • Aligning expectations: Set realistic hurdles so no one gets carried away.
    • Facilitating difficult chats before admin—like the party planning before the karaoke.

    Need a Hired Navigator?

    Professional helpers can guide you through the mist and find a neat, shared horizon:

    • Business coaching – Think of it as a mentor who knows the map.
    • Mediation – A neutral referee for boolean logic.
    • Trusted third‑party – The door to your next brainstorming session.

    In the end, admit the feelings, crush the ego, and bring some laughs to your dialogue. That’s how you rescue a partnership without breaking the bank.

    Exiting a relationship

    When Things Hit the Skids: A Friendly Guide to Handling a “Relationship” Breakup

    Ever hit the point where communication feels like a broken telephone, and you’re left stuck in a dead‑lock? Don’t freak out. When the relationship—whether it’s a business partnership or a long‑time friendship—seems to be on the brink, the smart move is to take a breather and call in a mediator. Think of it as a traffic cop for your interpersonal chaos: it keeps everyone’s lines clear and gives you a realistic shot at a fair split.

    Step 1: Dial Up the Mediator

    • Clear the Air: A neutral third party helps everyone articulate their concerns without the smoke and mirrors.
    • Real Talk: You’ll likely uncover hidden issues that nobody seemed to notice—big revelations, often.
    • Outcome Contractor: Mediators craft solutions that are mutually acceptable, which means less post‑breakup drama.

    Step 2: Keep Legal Fingers Off the Table

    Scratches, you’d think legal help might salvage this. In truth, it’s usually the last resort. Think of it as pulling a knife in a sandcastle—way overkill and potentially catastrophic for the rest of the crew.

    Step 3: Preserve the “Nice” Front

    While the internal picture may crumble, keep the exterior smooth:

    • Private Circuit: Hold discussions out of the office or public eye.
    • Co‑operative Smile: When you speak to clients or teammates, wave like you’re giving a thumbs‑up to the underlying teamwork.
    • Respectful Exit: The nobler the exit, the easier it’s for everyone to heal.

    Key Takeaway: Communication is the Glue

    When you’re dealing with a breakup—whether the end of a business joint‑venture or a personal bond—the golden rule is to listen, talk, trust, and “ask for help” when needed. It’s like building a sturdy bridge out of trust bricks. If you get stuck, ask a third party to help you lay the next section. That’s how you make sure the whole structure stays solid, even if one part cracks.

  • The Entrepreneur’s Winning Mindset: Unlocking Vision and Action

    The Entrepreneur’s Winning Mindset: Unlocking Vision and Action

    No one is born, or has a genetic predisposition to become a successful entrepreneur. To become an entrepreneur, and to become a successful one, all stems from a strong mind set.

    Dreams, Failures, and the Relentless Courage Needed

    Having a dream, a goal, or a brilliant idea is great—but actually having the guts to chase it is a whole different ballgame.

    Why stumbling over failure feels like a bad movie

    Most folks stop in their tracks when the first sign of failure comes up. It’s not the failure itself that scares us; it’s the pain, rejection, and awkward embarrassment that usually sneak behind it. These emotions are the brain’s “Stay away, stay away!” signals, and they can sapped motivation faster than a bad Wi‑Fi connection.

    Benefits of Failing—and why you should embrace them

    • Turns problems into lessons. Every flub is a mini‑class on what not to do next time.
    • Builds resilience. The more you bounce back, the tougher you become at facing the next challenge.
    • Promotes creativity. Stuck? Toss away the old way and find a brand‑new solution.
    • Increases motivation. The frustration you feel right after dropping the ball turns into a powerful drive to keep going.

    So next time you’re tempted to give up, remember: failure is just a stepping stone, not a stumbling block. Keep at it, laugh at the slip-ups, and let the journey toward your dream unfold.

    It’s OK to fail

    Embrace the Oops! The Secret Ingredient to Entrepreneurship

    1⃣ Failure isn’t a roadblock, it’s a detour

    When you first hop onto the entrepreneur train, that tiny panic hit‑you’s question pops up: “What if I crash and burn?” Truth is, stumbling is the bread and butter of every big idea. Think of failure as the universe’s way of saying, “Hey, tweak your game plan, you’re on the right track!” Every misstep is secretly a lesson in disguise—something you never thought you’d learn until the next pivot.

    2⃣ It’s all part of a marathon, not a sprint

    Look at the stories of your favorite success stories. Did you hear that they didn’t breeze through their whole journey? Nope. They piled on sweat, a sprinkle of sleepless nights, and a ton of elbow‑grease. Success is the end‑game, but the hard work is the meat behind it.

    Why you should celebrate the stumbles

    • Creativity Boost: Every time you fail, your brain fires up new pathways and gets a chance to re‑think the problem—faster, wilder, and more fun.
    • Confidence‑Building: Remember that time you turned a flop into fame? That’s the confidence magnet.
    • Story‑telling Gold: Stumbling knots add flavor to your narrative—talk to your audience like you’re cheering them on!

    3⃣ Keep the rhythm, even when the beat sounds off

    Failure might feel like a cacophony, but it’s just a pre‑concert warm‑up. Pitch your ideas, polish the pitch deck, and throw your product out there. You’ll eventually hear your own “I’m on a roll” chorus.

    Takeaway

    Let life be the spontaneous remix of trial and error, and welcome the lessons that stumbles bring. In the grand orchestra of entrepreneurship, your most rhythmically off beats are the ones that will turn into your sweetest symphonies.

    Don’t judge

    Getting Real with Yourself

    Let’s face it: if you’re not giving yourself a pat on the back, those fancy accomplishments are going to look pretty worthless on someone else’s résumé.

    The Learning Curve

    Every new skill is like a blank canvas—you’re not an instant Picasso, after all.
    That means you’ll hit a few bumps along the way, and as you stumble, that sneaky inner critic will start complaining. Sounds familiar, right?

    Here’s the deal:

    • Critics exist to jolt you out of complacency—thinking they’re guarding you from mistakes.
    • They’re not always on point. When the buzz stops making sense, it’s fine to let them go.
    • Best practice? Treat that criticism like a bad joke—laugh it out and move on.
    Get Excited Instead

    Picture this: each new habit or trick you acquire is a shiny tool in your personal toolbox.
    Feel the buzz of opportunity, and let that enthusiasm drive your learning. The more skills you add, the better you’ll feel—and the more you’ll actually help yourself.

    Don’t compare yourself to others

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    Stop Obsessing Over the “Lucky” Person‑In‑Front‑Of‑You

    Ever catch yourself staring at someone in the hall, thinking “I wish I had that life” or “They must have just stumbled onto a winning lottery ticket”? You’re not alone, but the truth is, drowning in envy and bitterness doesn’t do anyone a favor.

    When you let those thoughts hog your brain, they drain your energy, steal your precious time, and… well, they’ll literally put your progress on the decline. And that’s not a great place to be on a journey—you’ve got a ticket to the finish line—so why set a detour sign?

    Instead, flip the script. Pick up those observations as a gentle nudge, not a harsh judgment. Treat that “lucky” person as a source of inspiration—ask them how they got there, maybe jot a note on how you might incorporate that vibe into your plan.

    • Become a listener instead of a critic.
    • Turn envy into learning.
    • Keep your pep and potential alive.

    So the next time you notice someone slaying their day, remember: it’s not a competition for you. It’s an invitation to spark your own motivation and keep hustling on your own path.

    Stay accountable to yourself, set yourself goals and time lines.

    Put Your Gaming System Into Power Mode, Not the Multitasking Chaos Mode

    Don’t let your brain juggle every idea at once. It’s like trying to play a full‑stack game while also sneaking a spaghetti snack and taking a selfie—your performance will suffer in every area.

    • Spread Yourself Thin ≠ Spread Your Dreams. When you try to tackle everything at once, each goal’s impact drifts from great to “meh.”
    • One‑Task at a Time = Quality Wins. Focus on finishing one chunk with gusto, then move to the next.
    • Think Fast vs Think Right. Rushing for quantity shows in the final deliverable—more “edit‑later” headaches pop up.

    How to Switch Off the Multitask Overload

    1. Set a One‑Block Schedule. Pick the most important task, give it your full attention.
    2. Pad It With Pause Time. After each block, step back for a quick breather. This prevents the “burnout blip” during the next round.
    3. Celebrate Small Wins. Every finished block deserves a mini‑cheer—high‑five the day!

    Remember:

    When you invest 100 % in a single project, the sum of all parts becomes a masterpiece—so kiss the “quick” trap, and let quality shine in style.

    Enjoy it!

    Make Every Day Fun and Worthwhile

    If you’re not having a good time at what you do, that spark will start to dim and you’ll lose the WHY behind the whole thing. Once the WHY fades, everything else starts to fall apart.

    When Life Throws a Curveball, Remember Why You Started

    • Pause for a moment. Take a breath and think: what was the dream or goal that started this journey?
    • Visualise the end point. Picture the success you’re chasing—keep that image in your mind.
    • Know that the road will be rough. It’s perfectly okay for some parts to be hard; that’s part of it.
    • Turn negatives into puzzles. When a challenge appears, see it as a fun brain‑teaser that you can conquer.
    • Reward yourself. After you finish the puzzle, give yourself a little treat—maybe a coffee or a quick stretch.

    Let the Pressure Fade, And Let the Fun Take Over

    When you ease up on the hard‑pressured mindset and bring a playful attitude into every task, the whole journey becomes smoother and the results are far more satisfying.

  • Selling your business? Corona could gain you a higher selling price

    Selling your business? Corona could gain you a higher selling price

    Selling your business amidst covid is certainly not all doom and gloom. In fact many businesses can look forward to reaching new realms of respect both in their industry sector and from prospective buyers and lenders post-covid if they play their cards right.

    Richard Alvin, Managing Editor of Business Matters talks to Gareth Smith, CEO of Hilton Smythe on this week’s podcast to find out what business owners can action now to future proof a sale. Enjoy this snippet to form an invaluable check list then subscribe and listen to the whole podcast here. 

    Are you seeing a number of people with distressed businesses? Running out of cash, looking to exit fast?

    It’s an interesting time, unprecedented seems to be the buzz word with this pandemic. Yet actually most businesses are in the same boat. We haven’t seen a lot of distressed businesses at the moment. It could happen, with recession what you tend to find is that the businesses that don’t survive will start to struggle in the recovery phase with the majority of them folding at that point.

    Do you think corona virus will have a hangover to the value of businesses, this year, next year, in five years time?

    Actually I think the opposite may prove itself to be true. The way I’d like to look at it and I’m sure I’m not alone in this, is that if your business has survived something like this, then isn’t it reasonable to say well actually it’s worth more? If you can get through something like this and be on the other side, well then you’re ripe for picking aren’t you? I think it could show that you’ve got a much better business this side of corona virus than going in. Businesses have adapted the way they work to become more efficient, stronger and leaner and if they do that, they will add value invariably over the long term. 

    So it’s more that there’s a post-corona badge of honour to add to the value and not detract from it?

    Yes I think so. It’s tough to say with value because what is a business worth? Well ultimately it’s worth what someone is prepared to pay for it and that’s down to if it’s an individual it might be down to psychology and the desire and want to buy the business, whereas if it’s an acquisition to an existing company that’s also survived corona virus who see it as a higher investment because it’s adding more profit. Until we get through to the other side it’s really tough to direct where the values are going to go.

    For our SME audience that might be potentially thinking about selling their business next year, or the year after, what are the real takeaways that they can get from this for preparing their business for sale?

    If you want to sell your business in the next year or two, first of all get your accounts in order because we know that lots of businesses like to ask for accounts to pay as little tax as possible, of course the accounts can be manipulated in various ways. Whereas for selling, the important thing is to show as much profit as possible. It’s the first step and you need a good two or three years of doing that, and make sure your processes are well in place. Take the opportunity to take stock of the business and make it better, more efficient and really drive hard the areas you can push – whether that’s outsource marketing, third party suppliers or even your own sales figures and team. Really push it. Use the time to take stock and drive the key performance.The other thing to have as a board or series of managers, is to have both leading and historic KPI’s so you know you’re on track and you know where you’ve been. Make sure you’re as profitable as you can be, watch your cost lines, make sure you’ve got a good manager structure in place and that they know what they’re doing, in other words, take yourself of the business and work out of the business and not in it, and make sure you’ve got key performance indicators showing where the business has been and some leading KPI’s to show where it’s going to measure whether you’re on track.

    We’re hearing horror stories about high street lenders not lending for growth or business purchase, how have you found dealing with traditional high street lenders, both at the moment or the six months beforehand. Are the stories we’re hearing correct?

    I’ve heard the stories, personally in my experience as a business owner and finance broker I just can’t see that there’s that issue. The banks generally are very good, if the business stacks up you can get really good rates from the banks. We don’t get many rejections but that’s down to the business. It’s all about risk to the banks – the longer the business has traded and the higher the turnover, the more likely is that the risk factor is lower dependent on the business sector of course. If people are struggling to get finance it might be that they don’t have a relationship manager and they’re going through the call centre route, if you’ve not prepared your case correctly you might struggle. Always speak to someone who knows how to apply for finance who can write the application in a specific way so someone looking at it from a credit point of view can see that it makes sense. Take advice. 

    Deferred payments are now very common place. Would you recommend them?

    From a buyer’s point of view it’s very easy to say ‘look your business is doing well, we’ll link the sales price to that performance’. A straight out deferred payment where we say we’ll give you half a million for the business, 250 upfront and 250 deferred over two years again happens quite often, however there’s a lot of risk for the seller in that respect – what if they don’t pay you? Buyers often can’t give a guarantee. We don’t advise people to accept deferred payments for their businesses, if you decide to go ahead and accept this kind of deal I’d say that ultimately you need to be happy with the amount you see on that first payment then fine, because you might never see the rest.

    Are there any specifics from a due diligence point of view that our readers should make a point of researching?

    Due diligence is so involved and it’s easy to overlook something. I think this is down to having good representation from a lawyer that knows what they’re doing because they’ll make sure the warranties and covenants in the share or sale purchase agreement cover you as a buyer. Surround yourself with the right advisors. Forensic accounting is a key one to show accuracy in the accounts. You wouldn’t believe how many buyers miss out this area. HP lost a shed load of money by not properly investigating the accounts. Environmental due diligence is also something that needs to be considered very carefully. But often the biggest area a buyer fails to look at is the culture of the business and this is because your lawyer or your accountant won’t do it. You’re left to do it yourself. You tend to find then  that you’re taking over this business, you’ve no idea what the culture is, and it hits you like a rock when you take it over as the staff will revolt against you, they don’t agree with too many changes too soon.

  • Boost Your Business Sale with Strategic Management Team Incentives

    Boost Your Business Sale with Strategic Management Team Incentives

    If you are an owner-managed business but want to maximise sale proceeds at completion (and avoid an earn-out structure) then you need to have bedded-in a new management team ahead of your exit to demonstrate to the buyer that they don’t require you to remain in the business to perform any managerial or sales functions to maintain profitability after completion.

    Paying Your Future Management Team – A Playful Guide

    Thinking about attracting a rock‑star management crew before you sell the company? It’s not just about stuffing their pockets; you’re looking at a blend of salary, equity, and some legal safety nets. Below we break down the essentials, sprinkle in a bit of fun, and keep things as human as Google would like.

    1⃣ The O‑of‑the‑Box Salary

    • What it does: Keeps everyone happy and productive.
    • Why it matters: If you’ve been living on minimum wage with dividends as your side gig, slap on market‑rate salaries now and watch your EBITDA dip.
    • Reality check: It’s honest business – higher pay = tighter profit margins.

    2⃣ Fancy Equity Matters (Yes, It’s Not Just Stocks)

    • Equity options: Classic shares, stock options, phantom equity – you name it.
    • Phantom equity pitfalls: It’s essentially a “bonus” that taxes like income; think Income Tax + National Insurance triggers.
    • Real equity perks: Shareholders can enjoy dividends before a sale and a capital gain post‑sale. Better tax treatment and a real stake in the action.

    Trade‑offs With Shares

    Issuing shares is a great strategy, but you must iron out a few legal wrinkles:

    1. Voting control: Prevent managers from flipping your day‑to‑day leadership.
    2. Exit timing: Have clauses that revoke or revalue shares if someone leaves early.
    3. Drag‑along rights: When the sale goes through, you want the team to sell along with you.

    Tax‑Wise Winners

    Do your homework:

  • Capital Gains Tax (CGT) opens a 20% door, but hold the shares for 24 months, you might snag the Business Asset Disposal Relief – just 10% on the first £1m.

    • 3⃣ EMI Options – The Tax‑Friendly Option

    4⃣ The Patience Play – Let the New Team Show Their Mettle

    You’ll need a warm‑up period before closing the deal. Think of it like a pre‑season – it can stretch 12–24 months, depending on the business and the buyer’s appetite. It shows prospective buyers that the new crew can run the show just as well (or better) than the current owner does.

    5⃣ Final Thoughts

    Before you pop the champagne on that sale, pause. Visualise the outcome you crave, map a strategic path, and build in those buffers. Once you’ve got the financial, equity, and legal toys at hand, you’ll have a management package that keeps the team motivated while protecting your charade.

  • From Fatherhood to Fortune: How Raising Kids Shaped My Business

    From Fatherhood to Fortune: How Raising Kids Shaped My Business

    Here’s something that you’ll hear rarely — running a business is like raising a child. While this analogy may be strange, I believe it holds true.

    There’s no business person I know out there that doesn’t hold their business close to their heart. That’s what happens when you spend ten, twenty, thirty years of your life and millions to build a company. It becomes your baby.

    But the funny thing is, only when I became a dad did I understand how similar both are. In the rows below, I’ll share my thoughts on how being a dad and a businessmen compare to each other.
    One of my biggest revelations was that to be a good dad and a good business person, you have to know what you truly want.

    Growing Fantastic Services to a £40,000,000/year company in 10 years wasn’t an easy feat. Back when we started, in 2009, we had a rough idea of what we wanted to achieve with the company, but let me tell you, that vision was quite… broad.

    We knew we wanted to make the easiest place to book services for the home. But we never imagined it would’ve been as big as it is today.

    To be successful in business you have to know exactly what you want. Otherwise, you’ll spend a lot of time chasing ideas around and never get to materialize anything.

    How does that overlap with fatherhood? Well, for starters you should know what you want to teach your child. For me, it’s always staying true to yourself, and consistency. Those to me are the most important aspects of life.

    Translating this to business, knowing what you want means that you have clear goals, targets and a roadmap to achieve them. A team needs a clear vision and goals in order to be successful. To set those, you have to know what you truly want to achieve as a business.

    For this to happen, you need to be patient. Just like you are with your kid.

    Any parent will tell you that patience is the golden ticket to successful parenting. You just can’t rush things when it comes to raising a child.

    They need to learn on their own. And more often than not, kids take things at their own pace.

    It’s exactly the same with teams, employees, and well… business. Quite often, it doesn’t matter how much you push your team or employees, they will take things at their own pace. And that’s okay.

    As a leader, you have to realise that and accept it. There’s no rushing learning a skill, or understanding a niche. It comes with time and experience.

    You have to support that team and your employees throughout the different projects and stages your company goes through. Only then you will be able to go grow a company that’s a force of nature.

    But most people don’t talk about how much of a mind-game running a business is.

    Now that you know how important it is to know exactly what you want to achieve with your business and the setting of clear goals, it’s time to talk about the whole mind-game that comes with entrepreneurship.

    Trust me, raising a kid is hard. So is growing a business. But when it comes to keeping your head straight and working hard, it can be challenging.

    See, as a businеss owner, you have to give up a lot of things. Not only that, but even if you make a million you may end up with not enough money to pay yourself. Here’s where a lot of entrepreneurs on the internet don’t give you the full picture — revenue and profit are completely different things.

    Finally, being in business is very much about building your dream world.

    Most of us spend at least 40 hours a week working. So, why don’t you make it awesome? Raising a kid is pretty much the same. You have to create a magical world for them too.

    Ever since I can remember, I’ve had an obsession with Legos. Mainly because you can create anything your mind imagines. With business, it’s the same. It’s your small world and you get to do things the right way.

    Whether it’d be ensuring your employees build amazing lives, or you help make the planet a better place you can do it. There’s this saying I love “Everything you can imagine, you can create”. I always remind myself that. And I’m always reminded of that whenever my son and I play with Lego.

    The teams within your company, your goals, the culture, the experience — they’re all a part of that dream world I’m talking about.

    To wrap things up, my advice to any entrepreneur (or parent) is to act the way you want your company to act. Lead by example. But I digress.

  • Why Food Business Owners Must Embrace Social Media Now

    Why Food Business Owners Must Embrace Social Media Now

    In the ever-changing world of social media, there always seems to be a hot new platform, a new trend and new clever ways for brands to connect with their audience online.

    One aspect of social media that doesn’t seem to be going anywhere anytime soon is the trend for taking (and sharing) photos of what you eat. In a nutshell (see what we did there), if you run a food business – a market stall, restaurant, sandwich shop or catering firm – you can no longer afford to ignore social media if you’re serious about winning and retaining customers.

    Whether it’s browsing your favourite food blog, seeking out new recipes, or snapping and sharing the food you’re eating on Twitter or Instagram, multitasking at the table seems here to stay. And this has obvious repercussions for how food businesses should approach their marketing and promotion.

    This infographic by Flowtown, designed by Column Five, demonstrates how foodies are taking over social networks, or put another way, how food porn is becoming the hot (groan) new trend on the social web.

    One stat that caught our attention is that a huge 49 percent of young people ages 18 to 32 saying they text and tweet while they eat. And the so-called millennials aren’t alone. On a recent visit to Barcelona, I bombarded my Instagram feed with food-related snaps (like the one above).

    The rich jewelled reds, greens and yellows of a stall dedicated solely to chillies at the city’s famous La Boqueria food market was too much to resist, and looked even better through one of those nifty filters.

    So what does this mean for those in the food and hospitality trade?

    We advise food businesses and restaurants on their public relations and online marketing activity, and we know that social media delivers measurable results for small establishments that just can’t afford the old-school big advertising and PR spends.

    As this infographic proves, even if a dish is too good to share in real life,  increasing amounts of us are turning to social networks to share our meals and foodie inspiration. So it makes sense to dive in and take full advantage of social networks, using the appropriate platforms to inspire and excite potential customers about your culinary creations.

    Anyway, enough food talk, I’m off to make a (rustic)  sandwich.

    Now, where did I put my iPhone again?

  • Ethnicity and disability pay gap reporting: What employers need to know

    Ethnicity and disability pay gap reporting: What employers need to know

    Gender pay gap reporting for large employers was introduced in 2017. The Government’s view is that this has improved transparency and provided employers with important information about how to address inequalities.

    It intends to introduce mandatory ethnicity and disability pay gap reporting and is now consulting on how to do this.

    The consultation period ends on 10 June 2025.

    The aim is to adopt a similar reporting framework used for gender pay. Accordingly, many proposals will be familiar to large employers, that is, those with 250 or more employees. However, it is accepted that ethnicity and disability pay gap reporting will be more complex. This is because of the large number of ethnicities in the workforce and the fact that many organisations do not have much information about employee ethnicity.
    Most ethnic minority groups earn, on average, less than their white British peers, and disabled people have, on average, lower incomes than non-disabled people. Introducing mandatory ethnicity and disability pay gap reporting will expose any pay gaps and enable organisations to consider why such pay gaps exist and how to tackle them.

    What does the consultation paper cover?

    Pay gap calculations

    As with gender pay gap reporting, it is proposed that employers would report on mean and median differences in average hourly pay and bonus pay, the percentage of employees receiving bonus pay and the percentage of employees in four equally-sized groups, ranked from highest to lowest hourly pay. Significantly, the Government also proposes to make it mandatory for employers to report on:

    The overall breakdown of their workforce by ethnicity and disability.
    The percentage of employees who did not disclose their personal data on their ethnicity and disability.

    Additional reporting requirements for public bodies

    The Government has asked whether employers should report ethnicity pay differences by grade or salary bands and recruitment, retention and progression data by ethnicity. It has also asked whether these requirements should extend to disability.

    Ethnicity data collection and calculations

    These are complex issues for the reasons mentioned above. Asking employees to report their own ethnicity is the best way to collect data, but the Government suggests there should be an option to “opt-out” of answering. Because some ethnic groups may be earning more than others, the Government is keen that employers show pay gap measures for as many ethnic groups as possible.
    However, there are data protection implications. To protect employees’ privacy, a minimum of 10 employees in any ethnic group is proposed, and employers might have to add some ethnic groups together to meet this threshold. A “binary classification” of two groups is proposed if an employer has smaller numbers of employees in different ethnic groups, for example, comparing white British employees with ethnic minority employees.

    Disability data collection and calculations

    The Government proposes taking a “binary approach” to measuring the disability pay gap by comparing the pay of disabled employees with that of non-disabled employees. The Equality Act 2010 definition of disability is likely to be used. Employees will not be required to identify or disclose their disability to their employers when disability pay gap reporting is introduced. As with ethnicity, a minimum of 10 employees in each group being compared is proposed for data protection purposes and to protect employees’ privacy.

    Dates and deadlines

    The same two sets of dates as used for gender pay gap reporting are proposed: the “snapshot date” of 5 April each year for the private and voluntary sector and the “reporting date” by 4 April the following year. Public bodies’ dates are 31 March and 30 March the following year. Employers will probably have to report their ethnicity and disability pay gap data online, similar to the gender pay gap service.
    Other parts of the consultation paper consider the geographical scope of mandatory reporting and whether employers should produce action plans to help identify why there is a pay gap and how it can be closed. It is proposed that the Equality and Human Rights Commission will be responsible for enforcement.

    Conclusion

    Many organisations are already analysing ethnicity pay gaps voluntarily. In April 2023, the previous Government published comprehensive guidance for employers on how to voluntarily measure, report and address any ethnicity pay difference within the workforce.
    However, many employers may not have enough employee data to produce a meaningful ethnicity pay gap report, so the starting point is to focus on collecting this data and encourage employees to participate in workforce surveys.

  • 6 key themes all business leaders need to address in 2022

    6 key themes all business leaders need to address in 2022

    To sustain business growth, it’s crucial to create key business opportunities. Don’t be so busy in your day-to-day that you miss them …

    Faced with staff shortages, supply chain disruption, and the continuing COVID-19 pandemic, we’re not quite out of the woods just yet. As we extricate ourselves from the Covid cocoon, it’s time for business leaders to step back from the day-to-day running of their business, and start focusing on the bigger picture. We talk to Nick Gold, MD, Speakers’ Corner to find out his opinion on what themes are important for your business in 2022?

    In terms of attributes, what do you think is going to be key to focus on this year?

    Environment, flexibility, culture — as employees continue to reassess their priorities in the wake of the pandemic, these company attributes have never been more important. And as business leaders, we have a responsibility to make sure we’re addressing the key issues that are important to our staff.
    In 2022, business leaders will find relationships at the heart of their success. To retain staff and grow your business, you’ll need to manage and build relationships with your employees better than ever before. The six themes I highlight all encourage these elements …

    Resist the urge to micromanage

    Most companies have been shaken by the pandemic one way or another. So it makes sense that as business owners, founders, and directors, the urge to protect our companies has never been stronger.
    That said, it’s important to take the time this year to step back from the routine running of your business. Not only will this give you time to reflect on the vision for your company, it’ll also give your staff an opportunity to shine. Let your talented team take the reins while you make plans to expand.

    Remember that leadership is about strength and vulnerability

    The idea of strong leadership has historically come hand-in-hand with macho imagery: a mighty commander whose troops follow them willingly into battle. But in the real world, good leadership is as much about vulnerability as it is about strength.
    Vulnerability in business means admitting you don’t have all the answers — and a great leader isn’t afraid to do that. Whether it’s discussing flexible working hours or a left-field business idea, business leaders should take the time to listen and assess issues that arise, and take a compassionate, measured approach to solving them.

    Discover the best of both worlds with home and office working

    There’s a lot said in the media about the pros and cons of full-time home-working and full-time office-working. But the press often gives sensationalist takes on nuanced issues like these. The truth is that there’s a happy medium to be found in flexible working.
    As employees seek to take control of their work/life balance, there’s been a shift in the power dynamic between staff and businesses. Staff want more flexible working. Businesses want to boost productivity and growth. The best way to get a result that works for everyone is to have a two-way conversation that’s open about the needs of both your business and your staff.
    It’s clear that both home-working and office-working models work — so it’s time to get the best of both worlds and discover what the future looks like for your business.

    Appreciate that your staff retention is no longer all about money

    At one time, businesses could compete for staff on one core asset: wages. With most companies offering similar working environments, it was easy for staff to be swayed by the prospect of higher pay.
    But employees have higher expectations now. Benefits like generous annual leave, flexible working, wellbeing support plans and a great corporate culture are high on the agenda when it comes to recruitment — and retention. To make sure staff stick around, business leaders need to find ways to make people feel like they’re part of a supportive, high-achieving team, and give them work that they’re proud to do everyday.

    Staff empowerment pays off in tough times

    The knock-on effect of the pandemic is far from over. The economy is still in recovery, and as we take a long-term look at the future of UK business, it’s clear there are still obstacles to be overcome.
    But tough times also offer great opportunities. In many cases, this comes down to how you choose to lead. Some business leaders hunker down and brace themselves for the hit — and that’s certainly one way to deal with it.
    But when faced with difficulties, it’s also an opportunity to embrace new ideas and encourage entrepreneurial thinking from your staff. It’ll give your team a sense of empowerment and responsibility — and can create great growth opportunities for your business, even in tough times.

    Inspire extra ideas from your team

    Ideas are powerful — and they don’t always belong to business leaders. Anyone can have a great idea, including the staff sitting outside your office right now. With a little encouragement and inspiration from the leadership team, you can empower your staff to future-proof your business.
    From motivational speakers to team building activities to sharing your vision for your business, there are tons of ways to inspire your staff. But it’s also important that they feel supported to come forward with suggestions and ideas for improvement, so you can benefit from their inspiration. Business leaders need to ensure they create the right culture at work so employees feel confident to share their ideas.

    Strive towards your business goals for 2022

    As well as growth, sustainability, and profit, all companies should have one goal in common: that their employees want to come to work.
    It’s fantastic that companies are accommodating home working and hybrid working to redress the power balance with their employees. But if you want to encourage staff to return to the office, you need to create a company culture that helps them thrive.
    When business leaders invest in building stronger relationships with their employees, they’ll see better staff retention, higher productivity, and happier employees. Now more than ever, leaders have to work alongside their staff to create the best possible work environment to cultivate success.

  • Tesla hits trademark roadblocks for ‘Robotaxi’ and ‘Cybercab’ ahead of planned June launch

    Tesla hits trademark roadblocks for ‘Robotaxi’ and ‘Cybercab’ ahead of planned June launch

    Tesla has encountered legal headwinds in its push to trademark the terms “Robotaxi” and “Cybercab”, dealing a blow to the company’s highly anticipated autonomous ride-hailing plans ahead of a planned June 2025 launch.

    The U.S. Patent and Trademark Office (USPTO) this week issued a “nonfinal office action” denying Tesla’s attempt to trademark “Robotaxi” for its electric vehicles, stating the term is “merely descriptive” and too generic to qualify for exclusive use.
    The decision means that Tesla now has three months to provide evidence or argumentation to convince the USPTO of the term’s distinctiveness. If it fails to respond, the trademark application will be abandoned.
    Tesla filed multiple trademark applications for “Robotaxi,” “Cybercab,” and “Robobus” in October 2024, coinciding with the public reveal of the Cybercab — a purpose-built electric vehicle intended for use in Tesla’s upcoming autonomous ride-hailing service. While the “Robobus” applications remain under review, both the “Robotaxi” and “Cybercab” marks have encountered early resistance.
    The USPTO examiner handling the “Robotaxi” case noted that while no conflicting trademarks currently exist, the word is commonly used in the industry to describe self-driving taxi services, making it generic in context.
    “Such wording appears to be generic in the context of applicant’s goods and/or services,” the USPTO wrote, adding that similar terms such as “ROBO,” “ROBOT,” or “ROBOTIC” are already being used by competitors in reference to comparable offerings.
    Tesla has been asked to provide evidence including fact sheets, marketing materials, website screenshots, and other supporting documentation to demonstrate that the public associates the term specifically with Tesla and its products.
    The company’s separate trademark application for “Robotaxi” — focused on ride-hailing services such as vehicle rentals, travel coordination, and car-sharing — is also under examination but has yet to receive a formal ruling.
    Tesla’s attempt to trademark “Cybercab” has also stalled, this time due to conflicts with other “Cyber”-based trademark applications, including one related to aftermarket accessories for the Cybertruck.
    The clash highlights a broader issue in Tesla’s naming strategy, which frequently leans on futuristic-sounding, tech-driven branding but can collide with generic or widely used industry terms.
    Trademark attorney Mark Caddle, of Withers & Rogers, said Tesla’s misstep illustrates a key principle in trademark law: don’t file a trademark that merely describes the product.
    “Tesla has fallen foul of an important rule that applies when attempting to register a trademark — that it shouldn’t simply describe the new product or service, as this could be considered generic,” he said.
    Caddle warned that brands can also face “genericide”, where widespread use of a term leads it to lose distinctiveness. Historical examples include aspirin, escalator, and trampoline, all once trademarked but now generic.
    “If the mark becomes widely used and the brand owner loses control of its exclusivity, it could be subject to genericide,” he added.
    Tesla is widely expected to formally unveil its Robotaxi fleet and Cybercab service in June, making the timing of the USPTO refusal particularly problematic.
    “With plans in place to launch a new ride-hailing business this summer, Tesla may have left its attempt to register ‘Robotaxi’ until a bit late in the day,” Caddle said. “This refusal by the USPTO is a setback that could impact its business plan.”
    While Tesla can still use the term “Robotaxi” in marketing, lacking trademark protection leaves it vulnerable to imitation and weakens its intellectual property strategy, especially as rivals in the autonomous vehicle and ride-hailing sectors ramp up their offerings.
    As Tesla races to finalise branding, launch strategy, and regulatory approvals, its ability to secure distinctive legal protections for its core product names will be critical — not just for marketing clarity, but for defending market share in a fiercely competitive field.

  • What shark diving taught me about business

    What shark diving taught me about business

    I wholeheartedly believe that business and shark diving are essentially the same thing. Both are exciting. Both have their fair share of risk. Both require you to be on your A-game all of the time.

    Now, I know what you’re thinking. You can’t die in business. Well, I tend to disagree. Yes, you can if you don’t take care of your physical and mental health. Business can be pretty dangerous.

    A decade ago I had the wonderful opportunity to go on my first-ever shark dive. I fell in love with it. The euphoria. The adrenaline. I loved it so much that I bought a shark diving business shortly after my first dive.

    With that said, I’ve come to feel like shark diving and running a business are the same thing. At least, the same four rules apply to both things. Which is peculiar.

    Here’s what shark diving taught me about business.

    Always be prepared for the unexpected

    In the world of business anything can happen. You can prepare quarterly or yearly plans, but life has a funny thing about completely ignoring what you’ve planned for and throwing you off-course.

    That’s when a business plan is boiled down to just words and nothing more. That’s what you have to be prepared for — the unexpected.

    It’s the exact same thing when you’re in the cold waters with deadly beasts like sharks. They’re unpredictable, scary, and have a knack for throwing your plans off-course.

    So, you have to plan for the things that you least believe can happen. A challenger brand coming in and swooping your customers right under your nose. A massive change in consumer behaviour. A world-wide pandemic. You never know.

    Know what you’re dealing with

    When you go in the shark-infested waters, you want to know what you’re dealing with. It’s the same with running a business.

    Whether you’re launching a new service, expanding your operations in another country or continent, or optimising your day-to-day operations, you have to know what you’re dealing with.

    That means doing the dirty work and researching the matter at hand. It also means going the extra mile to find the people you need to talk with to make things happen. It can be really hard, and you’ll have to be prepared to face the challenges; however, there’s very little room for error, unlike running a franchise, where you get a bit more room for failure.

    There’s nothing wrong with backing down from a fight

    People tend to accept backing down as a failure.

    Well, it’s not. In business, you have to be extra smart with the fights you pick. There’s no glory in wasting time and money fighting for things that are not worth fighting for.

    Know when to step aside and refocus your efforts into something more productive. It’s the same with shark diving. If the weather isn’t right, or you don’t feel okay proceeding with the dive, just don’t.

    Always ask yourself: “What am I getting out of this?”. If the answer is not satisfactory to you, skip the fight.

    Keep your eyes peeled

    Shark diving requires you to have eyes on your back. You need to be on top of everything that’s going on around you, and that’s near impossible when you’re underwater.

    Running a business is kind of the same. It requires you to be everywhere, see everything. And that’s hard.

    You have to know the techniques and set in place the right processes that will allow you to monitor the correct data in order to make the right decisions at the right time. Whether you need to pivot a product, double down on performance marketing, or optimise your customer experience, you need to keep your eyes peeled even for the little things.

    Final thoughts

    I understand that business and shark diving is a slightly strange comparison, but I think you get my point.

    It takes a lot to run a business, and it takes even more if you want to run a successful one. You have to go above and beyond while staying aware of your surroundings.

    Remember to stay focused and know what you’re after with everything you do. If it feels like something isn’t your cup of tea, don’t feel afraid to back down.

  • Business transformations: Communicating a new vision and inspiring employees

    Business transformations: Communicating a new vision and inspiring employees

    If you’re about to lead major change at your organisation, one thing’s for certain.No matter how great your vision, your plan, the enthusiasm of investors and your top team, you’re also going to need the excited engagement of your employees.

    My earlier Business Matters article “Business Transformations – A Formula for Success,” covers several key ingredients to transforming an enterprise. Currently I’m excited to be re-invigorating the fortunes of ERP software vendor Forterro. It’s right up there in my duties as CEO to communicate with and inspire our 1,400 employees.

    Go talk about it

    To transform an enterprise demands you first define your new mission and high-level plan and communicate it to your leadership team in a meaningful and powerful way. Then you must listen to and act on quality feedback, move onto detailed plans that define actions, responsibilities and timescales. Then go out among your workforce and earn their confidence. You’re going to need to energise and empower everyone to deliver.

    Signpost what will change (and what won’t). Why will it change and when? Why is it necessary? How will the changes better serve your people’s goals? You’ll need employee buy-in and for that you’ll need localised engagement models.

    Personalise your employee message

    Not everybody is motivated by the same things. Tailor your message for different groups, geographies and perspectives. Salespeople in the UK will be motivated by something very different to a software development team in India or a professional services group in Sweden. Some folks are driven by the potential to earn more, or by job security. Some seek an exciting growth company offering career progression. Others want more responsibility or to work with new technologies. Others will appreciate how you’re delivering something for the greater good.

    At Forterro, our people are passionate about smaller manufacturers. Our mission is to help these firms succeed by serving their customers well. So how we’ll do that even better, and better than our competitors, is core to my transformation plans and the framing of my message to employees and other stakeholders.

    Define the road ahead

    For all the roles across your business, you’ll need to define key changes and how your people will be expected to accommodate or make those changes. What will you ask your product development, marketing, sales, customer support people and other teams to do differently? Let people know for how long things will stay ‘business as usual’ and when they can expect for change to begin.

    Define how the journey will be navigated in detail and outline everyone’s part in the journey. Talk to team leaders and win their cross-company support. They’ll then communicate and promote change to their teams, be able to answer the many questions, help earn buy-in and overcome anxiety or resistance.

    Lead by example

    Having communicated a new mission and plan for getting there you must stick with it; as long as it continues to make clear sense. Support your leaders when difficult decisions have to be made. Stick to the plan. Try not to allow exceptions to the rule or confusion will set in diluting energy and clarity for future decisions.

    At my previous turnaround CEO project, an HR software company, a vital element of the strategy was to move from a legacy on-premise product offering towards cloud-based software as a service (SaaS). This offered better value and service for customers, would be easier for us to support and free us to scale the business. But we needed to gently move our customers away from our old product, which we’d have to cease supporting. One big customer wanted to stay with the legacy platform. I led the decision to drop the customer, even though that would hit our immediate revenues. Our employees got the message that I was serious about the new strategy and our new future. It gave employees a framework by which they could act confidently. They knew they’d have my support.

    People are the heart of your business. Plans for transformation only succeed if you can communicate a clear vision in a way that inspires, engages and enables every employee to both visualise and deliver change. It can be a huge challenge. But win the hearts and minds of your employee community and success will follow

  • Safeguarding Privacy Amid a Pandemic: Are Current Laws Adequate?

    Safeguarding Privacy Amid a Pandemic: Are Current Laws Adequate?

    Information is key to handling any crisis, especially in a health emergency such as the current coronavirus pandemic.

    Why Tracking Covid‑19 Feels Like a Privacy Puzzle

    In a world that’s suddenly flipped on its head, governments and businesses are scrambling to know who’s sick and who might have caught the bug from them. That’s the only way to keep the kill‑joy spread at bay. But the very data that could save lives also feels “private” to many of us, so it’s a tightrope walk between safety and personal space.

    Health Data: The Secret Sauce

    Normally, your medical records are vault‑level secure. Doctors keep them hush‑hush, and privacy laws say that only tripped‑up “vital interests” or “essential treatments” can break the code. The COVID‑19 situation switched that rulebook a bit:

    • Public health emergencies are now a legally recognised reason to collect and tick all the data you’d usually guard.
    • The ICO and the European Data Protection Board have quietly told companies “do your thing—just keep it live‑and‑furious and narrow‑focused.”

    So far, employers and public bodies are allowed to harvest data to treat patients and protect staff. 

    Human Rights: Privacy Can Take a Back Seat During a Crisis

    Yes, the right to a private life is a cornerstone, but it’s not an iron‑clad rule. If privacy breaches the law, becomes unavoidable and is proportionate, the state can shuffle the privacy pawns. Governments and firms are thus freeing up a few extra seats on their “data bus” for health emergencies.

    New Legislation on the Horizon

    Keep your eyes peeled—expected laws will carve out fresh tools for data collection and usage, all under the slogan of stopping the virus spread.

    Creative, Yet Controversial, Ideas on the Table

    Think of South Korea’s app that tracks your wanderings via your phone: a whiz‑kid gadget that notifies anyone you bumped into if you’re finally diagnosed. China and Israel are fishing for similar solutions.

    While they sound like superhero side‑kicks, they stir a few existential debates.

    • “Will my cupcake life be safe?”—The question: will your GPS trail find a home office or end up in a data breach?
    • “Oops. Somebody dumps it somewhere else!”—Leaks or misuse could cause more harm than good.
    • “What if it makes crime suck even harder?”—If the maps are too detailed, we might inadvertently provide a cheat sheet for would‑be villains.

    That’s why privacy laws aren’t bricked around these novel tricks. They set the “golden rule” that any new data use must be clear and legal, necessary, and proportional. Even if you pass those tests, the Trojan horse of clear communication, strong security, and no creaking for extra uses still applies.

    Trust in the Hands That Hold Your Data

    We’re neck‑deep in unprecedented times. The tilt‑shift from yesterday’s “no way” to tomorrow’s “has to work” is startling. While the mission to keep everyone safe is paramount, the fight for privacy rights, especially around health, remains vital.

    In the end, who wins? It’s all about the trust level in our governments and tech companies—places that’re not exactly famous for their privacy vaults. It’s a balancing act: fight the bug and keep the household hack safe.

  • Michelle Mone: Fashion\’s Maverick – Redefining Success

    Michelle Mone: Fashion\’s Maverick – Redefining Success

    When I first launched Ultimo I had very little money to market my business; however, I knew that I had a unique proposition that would help me stand out from the crowd – patented silicone technology adding two whole bra cup sizes. What is special and different about my product? Who will buy it? Why is it better? These were the important questions I asked myself.

    It’s amazing how many companies are doing interesting things and nobody knows about it. Over the past week alone, I’ve come across a handful of products and businesses that have blown me away – and that I’ve never heard of before.

    Of course, processes and systems, great staff and service levels are all hugely important ingredients in your business – but if you want to stay ahead of the game, you need to stand out, differentiate yourself from the competitors and make your message clear.

    Differentiation is about understanding where you fit best and can deliver the most value. Every business is very different and there is no “one size fits all” strategy. Also, trying to appeal to everyone is dangerous territory. Lots of businesses shy away from being “niche”, because they are afraid of alienating potential customers, but if you are really good at what you do, customers are far more likely to come to you for your unique expertise.

    Finally, when it comes to standing out, you just have to take that leap of faith – and it can be terrifying. When I first launched Ultimo on a shoestring budget, I pulled together a group of actors to play surgeons and “protest” outside Selfridges against Ultimo – as our silicone competed with breast augmentation! We gained global coverage that lead to massive deals with various companies, and the rest is history.

    So, what does it take to stand out? By now, you get the idea – be different, be creative and know who you are. Strive to provide things that your competitors do not and don’t be afraid.

    Image: Red Apple from Green Apple by Shutterstock

  • Everyone says they want feedback on their ideas – but this isn’t entirely true. Even for the business critical issues

    Everyone says they want feedback on their ideas – but this isn’t entirely true. Even for the business critical issues

    Let’s face it – receiving feedback can be uncomfortable.

    How Critical Feedback Can Feel Like an Electric Shock

    Even the kindest of words, when they hit the wrong nerve, can sap your confidence. Most folks don’t react to critique as gracefully as they might want to. It’s a rough reality for employees during performance reviews, but it gets even more personal when you’re getting a brutally honest look at your own business.

    The Emotional Toll

    • It’s hard to swallow criticism, especially when it feels like a direct hit back at you.
    • The reaction is often less about the content and more about the emotional blow.
    • Team members may feel undervalued or dismissed if feedback isn’t delivered thoughtfully.

    Why It Matters

    Despite the inconvenience, honest feedback—no matter how tough to hear—is the lifeline that propels growth. It’s the difference between sitting on a plateau and breaking the stride.

    Takeaway

    When you receive constructive criticism, try to view it not as a personal attack but as a building block. The real benefit lies in using that feedback to refine ideas and elevate your venture.

    The fear of feedback

    Why the Fear Is Real (and a Little Bit Ridiculous)

    Truth: feedback is just a emotional boulder that refuses to go anywhere. Whenever someone says, “you could do that better,” our brains immediately start the “I’m a traitor” alarm.

    It’s All About the Ego

    • Ego hit: The first thing we feel is a slap to the back of our heads. “Why would they joke?”
    • Image crash: We fear our reputation will tilt sideways like a crooked picture on a wall.
    • Embarrassment saga: We think the other person just discovered a faulty X-ray of the underbelly of our business.

    Business Owners: The Painful “You Did It” Symptom

    Imagine putting all your heart into a project, only for someone to say it’s “hard to keep your eyes open.” You bang your head against the desk and wonder whether your entire life is on the line.

    Responses Are Like a Drama‑Series Plot Twist

    Most of us react as if we’re in a TV show where the trainer is about to drop a cliffhanger. The patterns are hurtful but oddly predictable: the Stages of Grief.

    Denial – The Classic “Nope, Not Listening”

    It’s easier to play “The Feedback Police” and dismiss the critique.
    “They’re just guessing,” we mutter, and pretent we’re not using a speech-to-text app that craves perfection.

    Helpless Dejection

    Someone else looks like Captain Mediocrity, pensive over the comments and forgetting to swap the thermostat to “action.” The result? Nothing changes, and the problem lingers like that weird pane of glass in the hallway.

    Procrastination

    Better to postpone the “task” than to actually jump in. It’s easier to twiddle our thumbs than to face a corrective conversation, because we’ve learned that “Panic fixes the issue.” Spoiler: it doesn’t.

    So the next time someone says, “What would Nasa do?”—exercise the “Compass of Courage.” Keep the conversation in touch and let’s turn that feedback into your next biggest win!

    Accountability as a business owner

    Why Feedback Is Your Business’s Best Friend

    Let’s face it: a good old-fashioned critique can feel like getting poked in the neck with a hot iron. Still, for a business owner, feedback is no less than a secret sauce that separates a gravy business from a greasy one.

    Personal Stakes Talk to the Bottom Line

    When you’re the captain of the ship, you feel every wave and wind. Your own ideas aren’t just scribbles on a napkin—they’re a piece of your heart. That personal love is the fuel that normally pushes your venture to new horizons.

    But here’s the twist: the difference between a killer idea and a dud can make or break your bank account. It’s not just about good vibes; it’s about dollars and sense.

    Feedback Isn’t a Curse—It’s a Cash‑Saver

    • Spot the Weak Spots: When someone points out a flaw, you’re actually discovering a potential loss in your wallet. A quick tweak can keep those tears from spilling into your cash registers.
    • Prioritize Money‑Making Moves: Smart feedback tells you where to pour your cash for the biggest returns.
    • Mind the Numbers: Every remark that steers you away from a blooper saves hard‑earned profit.

    Make It a Habit, Not a Hit

    Treat criticism like a weather update. You don’t read the forecast for fun—I’m talking about how it impacts your next move. Grab the data, stay objective, and let the numbers guide you.

    Wrap It Up with a Cheerful Tug of War

    So, while feedback might sting a bit, the real magic is in using those quips to pump your business into the next high‑volume station. Embrace it, learn from it, and watch your profits soar—no spit‑and‑sawdust needed.

    The challenges of soliciting feedback

    Feedback: The Two‑Sided Slice of the Bitter Sandwich

    Whether you’re the boss or the employee, the pain of hand‑ing out or taking constructive criticism is basically the same. Picture a tightrope walk – one misstep and you’re dangling over emptiness, but if you stay balanced you’ll swing to the grand applause.

    The Classic Small‑Biz Limbo

    Small‑business owners often find themselves stuck at the “Where do I get honest, useful feedback to stop squandering hours on a pipe‑sloop?” wobble. Internally, asking colleagues for their honest take is great, because it keeps leaders in check and it builds that gospel of open chatter. But, oops – power dynamics sneak in and everyone starts guarding their opinions. “If I say it, maybe I’ll get reprimanded” – the classic fear‑mad brain, buddy.

    Confidence Is Good, But Trust Is the Real MVP

    Confidentiality can offset the imbalance, yet people naturally love to stay friendly. If you want to keep your team from being a chatterbox, you have to assure them marriage is down to them also.

    Human Bias – The Sneaky Cloak

    It’s not just that employees don’t want to upset the big boss – they’re pretty self‑comfortable, too. We’re all prone to confirmation bias, so we get our own grind and then look at it as if we’re unblemished vision. So, floor‑is-cool looking for outside perspective is the way to do it – like getting a new pair of glasses.

    Check the Source – Don’t Clean Out the Minefield

    Outside teachers, consultants, and mentors can help, but they might have a tiny personal agenda of “do more business with you.” That confusion could make them… well, tuck their honesty in the back pocket.

    Get a coach? Great, but watch out – they might stay friendly if a “real critique” might scare off that golden contract. If they’re truly candid, you’ll feel a bit uncomfortable – yes! That’s the test.

    Peer Groups – The Fair but Flaky “Scoop” Session

    What’s the best way to avoid all the drama of hierarchies? Sounds like a friends‑meeting: no boss‑crush vibe, honestly speaking. Still, we may need to nudge with question “Don’t trip me, tell me the truth!” to push through the polite filter.

    • Ask them directly – “does this get stuck or nope?”
    • Remember the comfort: “I’m here for the authentic truth.”
    • Invite an outsider who won’t risk a handshake with a client for gain.

    Bottom line: If you’re willing to screw up a little to hear the snappiness, your business will get the raw feedback it needs that will save you from frying the entire oven.

    Final thoughts

    Why Feedback Is Your Business’s Secret Sauce

    Getting the lowdown from your teammates, customers, or competitors isn’t just a nice‑to‑have skill for you personally; it’s the turbo‑charger that boosts your company’s performance and keeps the cash register ringing.

    1. Feedback = Profit Power

    • Spot the gaps early and close them before they grow into costly mistakes.
    • When you dial in on what works and what doesn’t, your bottom line improves almost automatically.
    • It’s smaller than a budget review but can save you a lot more.

    2. Overcoming the “Ugh!” Reaction

    We’re all wired to feel a little defensive when someone says something that could crack a tooth. But the trick is to flip that instinct on its head—turn criticism into a gold mine.

    • Think of feedback as a toolbox, not a “shove‑on‑the‑wall” attack.
    • When a negative comment surfaces, pause, breathe, and note what’s useful—irrespective of how it’s delivered.

    3. Play It Like a Pro

    When the stakes are high—your own wallet and the business outcome—it’s a no‑frills policy: no hurrying past criticism.

    • Drop the “I’m untouchable” mindset and flag feedback as a golden opportunity.
    • Pull the comments into your decision‑making process; they’re the secret sauce that sharpens your strategy.

    Take It, Love It, Prosper

    Seek out feedback like you chase a fresh batch of coffee. Grab it, take a hearty bite, and let it energize everything you do.

  • Stamp duty land tax: claiming multiple dwellings relief before physical works begin

    Stamp duty land tax: claiming multiple dwellings relief before physical works begin

    A tribunal case decision released in July 2021 held that multiple dwellings relief was not available in two lead appeals where developers had bought sites for new homes.

    The First-Tier Tribunal Tax Chamber released a decision on 7 July 2021 in the combined appeals of Ladson Preston Ltd and AKA Developments Greenview Ltd v HMRC concerning multiple dwellings relief (“MDR”). MDR is a valuable relief from stamp duty land tax (“SDLT”) where several “dwellings” are acquired. The effect of the relief is to reduce the SDLT by giving multiple use of the lower tiers of the rates of SDLT.
    The decision centred on the extended definition of “dwelling” for MDR purposes which includes a building “in the process of being constructed” on the effective date of the transaction (“EDT”).
    The cases were lead appeals for two groups of cases:

    For the first group physical works had not begun.  The taxpayer argued that “in the process of being constructed” has a wide meaning so as to give effect to an intention of the legislation to encourage the construction of new homes.  They argued that even early steps, such as obtaining planning consent or preparing architects plans before the completion of a purchase, meant that the property counted as a number of dwellings.
    For the second group, some physical works had been carried out before the completion of the purchase.  The taxpayer argued that this strengthened the position.

    The Tribunal held that planning permission is not part of the property being acquired and so would not make the property count as “dwellings”.  They considered the definition of the “subject matter of the transaction” and decided that:
    “A buyer’s own plans and arrangements made before the EDT for constructing dwellings on a property (such as obtaining architect’s plans, or concluding contracts with suppliers or sub-contractors for the construction project, or securing finance for the project) similarly are not something that is acquired from the seller by the purchaser as part of the subject matter of the transaction that is subject to SDLT.”  The Ladson Preston appeal failed on that ground.
    The Tribunal decided that the claim for MDR also failed in the AKA case, where some works had been done by the buyer before the EDT; they had made some boreholes on the property.
    The Tribunal did not in its decision refer to HMRC guidance at SDLTM00400 where HMRC say “Relevant properties that are in the process of being constructed will be treated as dwellings at the point where building works on top of the foundations have begun.”
    The Tribunal did refer in the decision to the “golden brick” principles for VAT where an HMRC Manual says “It is accepted that a building is being constructed when work has progressed above foundation level. This is usually when walls begin to be constructed upon the foundations.”  However, the Tribunal said it did not need to consider this further, as it was able to decide the matter on another ground.
    The reasoning for this other ground is unexpected though!  The Tribunal said the works done by the buyer (making the boreholes) were “not something title to which the seller transferred“.  This is surprising as the works affected the physical nature of the land at the EDT.  The usual principle is that one looks at the nature of the property as it is on the EDT.  The reasoning of the Tribunal would cause concerns in a case where a buyer has taken control of part of a site and got building work beyond the foundation stage before the EDT.  On usual principles and in accordance with the HMRC guidance, one would expect this to count as buildings in the process of construction and so qualify for MDR.
    The Tribunal also mentioned a point I have written about before on whether the 3% surcharge applies to the element of the price paid for “dwellings” in a mixed use transaction, where multiple dwellings relief is claimed.  The Tribunal said they did not need to decide the issue, once it was established that multiple dwellings relief was not available.  I am told that the representatives for HMRC did not in the hearing seek to resile from the guidance on this point in the HMRC manual at SDLTM09740.
    I am told that leave to appeal the decision is being sought as HMRC have identified a number of cases where MDR has been sought for properties where physical works had not started at the time of the purchase, or where works had not got above foundation level.  In the meantime developers buying sites with planning permission would do well to budget for SDLT without the relief and treat with caution confident claims that the relief is available.  Particular care should be taken with any suggestion that the buyer do some work to the property before completion so as to secure the relief.

  • Making the most of the information you have. Part 2

    Making the most of the information you have. Part 2

    Part 2: Using your information to drive your business
    Last time we went through examples of the kinds of information you require and how you are collecting it. This time I’d like to concentrate on what you can do with it if analysed in the right way.
    Here’s an example of the sort of thing I mean. I’ve been working with a client in the telecoms sector for over two years now to grow one particular area of their business (recurring revenue from calls and lines). 
    At the start, I reviewed lots of information on their customers and their monthly spend. However, the data was all in tables in various spreadsheets, making it hard to see the patterns. For our first review meeting, I presented the information of monthly spend per customer in value order as a chart. It was the classic Pareto type graph – top 20% accounting for 80% of the sales – with a long tail of lower value customers. 
    Looking at the chart, the MD immediately grasped that if he had a minimum spend of £500, he would be able to channel the company’s resources more effectively. From that simple insight, he and his team consciously worked with this purpose in mind – ensuring any new customers taken on were at or above this level. If they got leads that were below target, they handed them on to a partner better able to deal with them. 
    End result: the business grew from £40k to £85k per month in 12 months and we are now focusing on taking it to £160k.
    As I’ve said before, this is not rocket science, can be done quickly (hours rather than days and weeks of effort) and can yield big results.
    Actions:
    1. Pick one aspect of your business where you want to make rapid progress and assemble the relevant information
    2. Get the information in chart form. You might want to experiment with different formats to see which one works best (for instance plotting data against time, or actual values by category (e.g. number of leads by source). If you’re not familiar with using Excel to do this – get someone to show you!
    3. Review the information with this new perspective and take action on what pops out for you. It might be that everything’s on track – however by regular monitoring, you’ll be alerted to any shifts in performance and thus be able to take action that must faster
    To read Part One click here
  • The end of the privacy shield: what next for international data transfers?

    The end of the privacy shield: what next for international data transfers?

    Earlier this month, the Court of Justice of the European Union issued a judgment that will have major implications for all businesses which transfer personal data internationally.

    This isn’t just a matter for multinationals or tech companies; international transfers are crucial for all sorts of businesses, large and small. They can happen when businesses store data in the cloud, send data to other organisations or engage suppliers based outside of Europe.
    The latest decision came in the long-running legal battle between Austrian privacy campaigner Max Schrems and social media giant Facebook, which has already had a huge impact on international transfers of personal information. Back in 2013, while he was still a student, Mr Schrems made a complaint against Facebook.
    His complaint arose from the revelations of whistle-blower Edward Snowden, which revealed that US authorities routinely intercepted and retained information from social media companies. A case was brought in Ireland, where Facebook has its EU headquarters, and related cases have been proceeding through the courts ever since.
    The complaint revolves around the validity of transfers of personal data from the EU to the US. The General Data Protection Regulation, like its predecessor the 1995 Data Protection Directive, contains a broad prohibition on the transfers of personal data outside the EU. However, this prohibition can be overcome in various ways.
    The most popular of these are where the transfer is to a country which the European Commission has decided gives adequate protection to personal data (a so-called ‘adequacy decision’), or where the data exporter and the data importer agree to a contract containing European Commission-approved standard contract clauses. Both of these methods were under scrutiny in this case.
    Mr Schrems’ original case led to a ruling in 2015 that the previous ‘Safe Harbor’ framework for data transfers to the US did not offer adequate protection for individuals in Europe.
    The latest case has moved on to consider the validity of both the standard contractual clauses and the replacement for Safe Harbor, the EU/US Privacy Shield, which in reality is a partial adequacy decision for certain companies in the US. Mr Schrems argued that neither the EU/US Privacy Shield nor the standard contractual clauses offered adequate protection to his data once it had been transferred to the US, because of the wide powers of US authorities over the personal data of non-US citizens.
    In the most eye-catching part of the judgment, the Court ruled that the EU/US Privacy Shield does not offer appropriate safeguards for data protection, because of the US government’s wide powers to collect and review personal data held in its jurisdiction. Accordingly, the Court annulled the adequacy decision in respect of the EU/US Privacy Shield.
    Data transfers under that framework will no longer be valid. As with the similar ruling in 2015 in respect of Safe Harbor, the EU Commission and US authorities may try again to find a replacement scheme, but this appears increasingly difficult, particularly in light of the existing US administration’s increasingly protectionist agenda.
    Perhaps more importantly, however, the Court also ruled on the use of standard contractual clauses, which can be used to transfer data anywhere in the world, not just to the US. To the huge relief of many businesses, the Court upheld the use of standard contractual clauses as a means of validating transfers outside the EU.
    But in doing so, the Court emphasised that putting in place standard contractual clauses alone is not enough to ensure adequate protection. Instead, data exporters must also consider the legal context in the recipient country. Where the laws of the recipient do not provide adequate protection, the use of standard contractual clauses is not enough, and the data exporter must not transfer the data.
    So what does all of this mean for businesses? In some ways, we’ve been here before. In respect of the Privacy Shield, the current situation is almost identical to 2015, when the earlier judgment annulled the Safe Harbor framework. At that time, European regulators urged a cautious approach and emphasised that businesses should not immediately stop transferring data, which could itself have a negative impact on individuals.
    But that was under the old regime, before the General Data Protection Regulation and the significant strengthening of data protection rules.
    The UK regulator, the Information Commissioner’s Office, has again taken a cautious approach and stated that, at least for now, businesses can continue existing transfer arrangements using Privacy Shield, but should not start new transfers under the now-defunct framework. Other European regulators have taken a stronger approach and recommended businesses switch now to an alternative method of transfer or stop exporting data altogether.
    Any businesses that transfer personal data to the US using the Privacy Shield framework would be wise to immediately take stock. They should assess the situation to understand the scale of the issue and consider what steps to take to remove any data protection risk.
    This may involve using another method to validate those data transfers or considering whether alternative solutions exist. But they should be careful not to simply stop data transfers on the basis of this judgment, without taking into account all of the potential wider consequences.
    The use of standard contractual clauses should also be reviewed. This decision means that international data transfers are likely to become subject to much greater scrutiny and will potentially become more difficult. And with the post-Brexit transition period ending on 31 December 2020, data transfers between the EU and the UK will become subject to these strict rules from next year. Now really is the time for businesses to be reviewing all of their international data flows.

  • What mentoring taught me about business that school couldn't

    What mentoring taught me about business that school couldn't

    When we’re in school, we see it as the only route forward, the only way to thrive. Whilst education is of course important, it is not the only piece of the puzzle to unlocking success.

    We look at people such as Richard Branson, Steve Jobs, Oprah Winfrey, Mark Zuckerberg, Bill Gates and more who all ended their education early, but went on to have incredible careers. What did all of these people have in common? They all had a mentor.
    As I reflect on my journey from a school dropout at 17, to the CEO and Co-Founder of a successful business, I am struck by the invaluable lessons that mentoring has taught me. While traditional education undoubtedly provides a solid foundation, it was through mentorship that I truly learned the detailed ins and outs of business – lessons that school simply couldn’t impart.
    At 17, I made the unconventional decision to drop out of school. It was a risky move, but one that I felt was necessary to pursue my entrepreneurial ambitions. Looking back, it was a pivotal moment that set the stage for my future growth and eventual Forbes listing. School taught me many things, but it couldn’t provide the real-world experience and hands-on learning that I needed to succeed in business. Whilst I was able to find a job post schooling, I struggled to find a mentor who could truly guide me in my career. So, with the goal of making mentoring more accessible to everyone, I founded PushFar, an online mentoring platform, in 2018.
    One of the most important lessons I’ve learned through mentoring is the importance of surrounding yourself with people who are smarter than you. In the business world, it’s easy to fall into the trap of thinking that you have all the answers, and naturally, it can feel nice to be the brightest person in the room. But the truth is, no individual has all the answers. By surrounding myself with mentors who had diverse backgrounds and experiences, I was able to gain invaluable insights and perspectives that I could never have gained on my own.
    Embracing failure is another crucial lesson that mentoring has taught me. In school, failure is often seen as something to be avoided at all costs. If you fail a test, you can find yourself in detention. If you can’t complete a project, you get a letter sent home. But in business, failure is inevitable – it’s how you respond to failure that truly matters, that truly shapes you into becoming the best version of yourself. My mentors taught me to view failure not as the end of the road, but as an opportunity for growth and learning. Each setback taught me something new and ultimately made me stronger and more resilient because of this.
    Mentoring has also taught me the importance of learning quickly and independently. In the fast-paced world of business, there’s no time to wait for someone else to teach you what you need to know. If you wait to be taught, someone else will beat you to opportunities and you’ll find yourself filled with regrets. You must be proactive and seek out knowledge on your own. My mentors encouraged me to take ownership of my own learning and to never stop seeking out new opportunities for growth.
    There’s a confidence crisis within schools and the world as a whole currently. Our latest research showed that 57.3% of Brits experience imposter syndrome, which in turn, leads them to doubt themselves. Trusting myself and my instincts was a valuable lesson that mentoring instilled in me. In business, there are countless decisions to be made every day, and there’s often no clear-cut answer. My mentors taught me to trust my gut and to have confidence in my own abilities. They showed me that sometimes you have to take risks and trust that things will work out in the end.
    But the most important thing to learn, is that sometimes it doesn’t work out. Sometimes you’re going to fail and you need to be prepared to do so. The crucial part is, how are you going to react to that failure? My mentors taught me that it’s okay to fail – as long as you learn from your mistakes and keep moving forward. They showed me that failure is not the end of the road, but rather a stepping stone on the path to success. It’s not about the failure in the end, it’s about how you come back from it and grow not only in business but as a person too.
    Mentoring has taught me invaluable lessons about business that school simply couldn’t provide. From that dropout moment at 17, to surrounding myself with smarter people, embracing failure, learning quickly and independently, trusting my instincts, and being prepared to fail – these are the lessons that have shaped me into the entrepreneur I am today. And for that, I am eternally grateful to my mentors who have guided me along the way.

  • Working from home leaves business owners exposed to data breach claims

    Working from home leaves business owners exposed to data breach claims

    Last week the UK Government u-turned on its recommendation for employees to return to the office and the official position is now that employee’s should work from home ‘if they can’.

    It is difficult for many employers to justify bringing their staff into the office when they have already demonstrated earlier in the year that their role can be performed adequately at home, and with many employees keen to ditch the commute, it is likely that bosses will have to concede on the matter, whether they would prefer their team in the office or not.
    But many organisations, particularly smaller ones, are failing to address the potential breach of GDPR regulations that arise as a direct result of an employee working from home. This could expose them to a data breach claim made against them, which could be costly as compensation paid for breaches can easily run into the thousands.
    Andy Chesterman, Compliance Director at Privacy Helper, a company that specialises in helping companies comply with GDPR and data handling requirements told us that he had seen a lot of breaches and challenges for businesses while their teams have been working from home. Sometimes, putting processes in place to be compliant means hiring IT experts, and investing in servers or software and many firms are simply ignoring their obligations because it is expensive.
    “Many firms are allowing employees to use their personal laptops at home to carry out their work, as they would normally use a fixed desktop in the office and cost of supplying each person with a new laptop is an expense they would prefer to avoid. Company property tends to have the latest security patches installed – and some company laptops will not allow external USB’s to be used. Consider this if using your own laptop or PC temporarily – does it satisfy your company IT policy?
    If personal machines are used “temporarily”, is all personal data (emails, client data, etc) deleted from the personal machine after use, or does it get forgotten about? And if you are remotely dialling into the work server, are you using a VPN to secure your line? In usual circumstances, you’d log into the work server while in the office – a secure environment. Your home WIFI may be less secure, therefore, compromising the security of the data being accessed”.
    There are however many other potential breaches that are often overlooked once an employee is in their own personal space. DRM Legal, a law firm handling claims on behalf of those who have had their data breached have seen an uplift in claims for compensations in 2020 as a direct result of lax processes while working from home.
    Chris Saltrese, Senior Partner at DRM Legal shared with us some examples of recent enquiries his practice has received, such as an incident where a marriage counsellor was working out of their home office and private paperwork relating to another couple was not safely filed away and confidential details were visible. In this unusual case, the client actually knew the couple whose paperwork they had seen and had mentioned to them in passing conversation that they were using the same marriage counsellor!
    Chris told us, “It is vitally important that files and paperwork containing personal data is locked away safely, where other family members and visitors cannot see those details. A number of GP’s, nurses, solicitors and social workers are now working full-time from home and have in their possession very sensitive data relating to someone’s medical or criminal history. It would not be unusual, particularly in small towns and villages, for spouses, teenage children or extended family members who visit the home to personally know the individual whom the file relates to. If that file is casually left on the dining table or out on view this could lead to a very serious data breach, and subsequent claim for compensation”

  • Recruit the Perfect Team

    Recruit the Perfect Team

    Recruiting in the Real World: A Quick Guide

    Let’s tackle the awkward truths that most hiring teams face:

    • Good folks are hesitant to relocate – and when they do, they’re chanting for outrageous wages.
    • In IT support, the tech jungle is wild. Candidates deep‑dive into one gadget, then stumble trying to juggle the rest.
    • Veterans of big corporations are used to micromanagement grooves; they often get lost in the uncharted waters of small‑business autonomy.

    Lesson from the Cell Management Wild‑Ride

    Picture this: a decade‑ago production floor buzzing about “Cell Management.” Leaders stamped “Cell Manager” onto resumes, dreaming of zilch MDs guiding micro‑teams. Sounds glamorous, right? In reality, nobody truly had that all‑around skill sauce. After half a dozen years, we were back to a Production Superintendent with a shiny new name. Big lesson: titles are nice, but function matters.

    How to Make It Work for SMEs

    Think of recruitment like a savvy entrepreneur: profile the talent pool, sniff out what they crave, locate them, and estimate the price tag. Treat that data like the secret sauce and craft roles that fit.

    Consider these proven playbooks:

    1. Automation is the New Remote Worker: Slash the headcount by piloting bots, but pay a few of the smartest humans to keep the machine humming.
    2. Outsourcing for the Nitty‑Gritty: Give tough niche tasks to specialists and keep your core team lean.
    3. Intern Hires for Fresh Blood: Engage grad students for 3–6 month gigs. Their wages stay modest, your company gets eager collaborators, and you break that “no experience equals no job” myth.

    Final Takeaway

    There’s a gold mine of talent out there – ready to dive into any challenge if given the chance. As business owners, the real task is blurring the borders, spotting those gems, and weaving them into a workshop that rocks.

  • Should I stay or should I go?

    Should I stay or should I go?

    Many of us have heard about people resigning “in the heat of the moment”.

    It’s the new year, and many employees are looking for a change. Social media encourages people to quit their jobs and concentrate on other income streams for better job satisfaction and work-life balance. Consequently, many employers may see an increase in “heat of the moment” resignations.
    What if the employee changes their mind, but the employer has accepted the resignation and is happy for the employee to go?
    This is a tricky situation for both parties and was recently considered by the Employment Appeal Tribunal in the case of Omar v Epping Forest District Citizens Advice.
    In February 2020, following a dispute with his line manager, Mr Omar verbally resigned in the heat of the moment.
    Later that same day, he met with the CEO and the line manager. The CEO asked whether they could continue working together. Mr Omar said that he could. In a subsequent meeting, however, the CEO told Mr Omar that his line manager stated that she could no longer work with him.
    Accordingly, his resignation would stand. At that meeting, Mr Omar agreed to resign in writing. He did not do this but instead wrote to retract his resignation. This was refused, and Mr Omar’s employment terminated on 18 March 2020.
    Mr Omar brought unfair and wrongful dismissal claims to the Employment Tribunal. He argued that he had not resigned and that a “special circumstance exception” prevented his employer from relying on his verbal resignation. This was because of the circumstances of his resignation, made in the heat of the moment. Mr Omar argued that because of this, his resignation was ineffective, and he had been dismissed.
    The Employment Tribunal held that Mr Omar had resigned and dismissed his claims.
    Mr Omar successfully appealed to the Employment Appeal Tribunal, which found that the Employment Tribunal had not taken the correct approach. A thorough analysis of the facts was necessary for the Employment Tribunal to conclude whether he resigned in the heat of the moment or a period of “emotional stress.”
    The Employment Appeal Tribunal sent the case back to the Employment Tribunal to consider the principles from previous cases on resignations made in the heat of the moment. The Employment Tribunal was directed to apply these to Mr Omar’s case. Those principles include, for example:

    There is no such thing as the “special circumstances exception” to resignations given in the heat of the moment.
    Whether that notice was properly given must be considered objectively and include any information available to the parties at the given time.
    The pertinent question is what the reasonable bystander would understand the resigning employee’s words to mean. Did they amount to immediate resignation or giving notice rather than some intention to do so at a future date? Were those words seriously intended?
    The decision to resign did not need to be rational or sensible but had to be intended. This inevitably requires considering whether the employee was “in their right mind” when resigning.
    Once notice of dismissal or resignation is properly given, it cannot be unilaterally retracted.

    The Employment Appeal Tribunal’s observations are helpful for employers who may have to manage similar resignations in the coming months. Employees who change their minds about their resignation will not necessarily make it ineffective. However, each case will need to be considered on its facts.
    For employers, it is sensible to give the employee some time to “cool off” to reflect and decide whether they did indeed intend to resign.

  • Uncover Your Purpose: Looking Ahead and Finding What Drives You in the New Year

    Uncover Your Purpose: Looking Ahead and Finding What Drives You in the New Year

    As we prepare to step into a new year, it’s important to pause and reflect on where we are in our personal and professional lives. Are you working to make a difference?

    Ask Yourself This (and Maybe Answer It with a Smile)

    Ever wonder if you’re making a real difference, or just scratching the surface?

    The big questions are:

    • Do you have the drive to change the world?  
    • Are you actually leavin’ a mark, or just going by the numbers?  
    • Are you doing this out of passion, or just to keep the lights on?  

    There’s no “right” or “wrong” answer—just a chance to pause, reflect, and decide what matters most as we march into 2025.

    Why Bother?

    Life’s a mixed bag of demands and motivations. By grabbing a few minutes to think through these questions, you’ll give your future a clearer compass. It’s the perfect prep for a year that could use a little extra sparkle.

    Working to Make a Difference

    Why Giving Your All Matters—And How to Keep It Personal

    When you’re chasing that “making a difference” feeling, it’s usually the spark of wanting to leave a positive mark on the world. Whether you’re shaking up your local community, hustling at the office, or adding sparkle to a friendship, the sense of accomplishment can make life feel richer.

    Is Your Effort Truly Yours?

    • Match your energy to your values—don’t just chase the crowd, chase what lights your soul.
    • Keep an eye on the long game—short‑term wins are great, but sustainable impact keeps the joy from fading.
    • Ask the hard question—where are you pouring your heart? Is it where you dream you’re heading?

    Quick Reflection Tips

    1. Write down your core values in one sentence.
    2. Circle the activities that earn you a bonus smile.
    3. Spot the mismatch and write a tiny plan to bridge it.

    Taking a moment to pause and align your actions with what truly resonates ensures you’ll keep that emotional glow—while staying realistic and ready for the long haul.

    Being Driven to Make a Difference

    From Fire to Fuel: Turning Your Big Dreams into Real Results

    Dreams are great—they ignite that spark that keeps you moving. But a spark, no matter how bright, is nothing without a road to travel on.

    The Great Reality Check

    Have you ever felt the itch of passion and then wondered, “First, what do I do next?“? That’s the moment you need to map that feeling into actionable steps.

    Why Direction Matters

    • Clarity turns vague enthusiasm into a clear mission.
    • Without direction, your drive can drift like a misplaced GPS.
    • Direction turns “I want to change the world” into a plan.
    Turn Your Drive Into Actionable Moves
    1. Define the Goal: Write down exactly what you want to accomplish—no half‑phrases.
    2. Break It Down: Slice your goal into bite‑size tasks you can tackle today.
    3. Set Deadlines: Give each task a due date—think of it as your personal “deadline‑deadline.”
    4. Track Progress: Use a simple checklist or a notebook—every tick is a victory.
    5. Celebrate Wins: Small victories keep the motivation alive—high‑five yourself, or treat yourself.

    Final thought: Dreams are the invitation, direction is the host. And if you combine both, you’ll watch your aspirations turn into celebrated achievements.

    When You’re Not Sure If You’re Making a Difference

    Feeling Like You’re Just Going Through the Motions

    Ever get that nagging thought that your day‑to‑day hustle doesn’t really matter? That your little wins are just crumbs when bigger goals seem impossible to reach? If you’re nodding, you’re not alone. Most of us spend our lives juggling bills, commutes, and the endless “to‑do” lists. And honestly, getting those Basic Needs met is an achievement in itself—especially when the world feels like a handful of challenges.

    Why Big is Not Always the Best

    When the new year rolls around, we’re all tempted to set grand resolutions. But let’s face it: starting from scratch feels like a lot of pressure. That’s why small actions can be the real game‑changers. Think of a ripple in a pond – one tiny splash can eventually touch the shore.

    • Show a smile. A simple grin can lift someone’s mood.
    • Hold the door. That one “thank you” can unlock a whole day of good vibes.
    • Pick up trash. One disposable item off the sidewalk means we pave the way for cleaner parks.
    • Share a story. A 30‑second chat about a book or a recipe can spark a friend’s interest.

    Why These Tiny Wins Matter

    Every little deed doesn’t just create ripple effects; they also give us a sense of purpose and a lift in our personal energy. In the long run, a collection of small acts has a compounding effect that’s harder to bump into with any single sizeable project.

    Ready to Grab the Mic?

    Give yourself permission to start with just one small gesture this year. The quiet choice to do something, no matter how tiny, carries the possibility of a brighter day—for you and the people around you.

    Working to Make Ends Meet

    Finding Purpose in the Everyday Grind

    We’re all hustling to keep the lights on, but that hustle can feel a lot like a circus act—where the clowns are your bills and the tightrope is your day‑to‑day grind.

    Why “big‑picture” goals can feel like a migraine

    • When the fridge is empty and the kids need something to eat, the ADHD vibes of chasing lofty aspirations can hit hard.
    • It’s easy to forget that survival is a triumph in itself—think of it as the foundation stone of any killer masterpiece.

    But even in the most ordinary moments, sparks of meaning can pop

    • Acts of kindness—that random smile you give to the barista or the phone call you make to your neighbor can ripple into a boost of happiness.
    • Connecting with others—over coffee or on a walk, a simple conversation can be the real secret sauce of joy.
    • Taking pride in daily tasks—finish that report or finally clean out the garage; each small victory is a win worth celebrating.
    Remember: you’re not just surviving—you’re carving out a life that matters

    In the chaos of the daily hustle, spotting the bright spots and nodding them in appreciation turns routine into a richer, more purposeful story. So keep grinding, and let those tiny victories light up your path.

    Looking Ahead to the New Year

    Welcome, New Year — Let’s Get Real About Your Next Moves

    Before you dive into the whirlwind of resolutions, think of this as a friendly checkpoint: no judgment, no labels, just a moment to pause and check in with yourself. Where are you now? Where do you want to head next?

    What’s the Big Picture?

    • Make a splash – If you’re aiming to change the world or chase monumental goals, great, start planning.
    • Small wins, too – You don’t have to overhaul everything. Tiny, meaningful tweaks can add up to a massive shift.

    Set Goals That Fit Your Reality

    Think about what you can actually do given your current schedule, energy, and resources. “I want to run a marathon” is awesome, but if you’re still getting used to mopping floors, maybe start with a short jog around the block.

    Crafting Your Next Step

    1. Identify one concrete, achievable action.
    2. Write it down.
    3. Check in weekly to see how you’re doing.

    Remember, it’s all about intentions leading to real progress. Your next move is yours to decide. Whatever you choose, let it steer you toward a year bursting with purpose, growth, and, most importantly, a deeper connection with yourself.

  • Key learnings on what is needed to successfully manage growth

    Key learnings on what is needed to successfully manage growth

    Business growth can happen in many ways – are you ready for the momentum that comes with it?

    When momentum takes hold, be it from a viral moment, an act of mother nature or planned, business leaders can suddenly find their model or proposition is tested beyond belief as it learns to respond to enhanced demand. What once was a dream for them can start to feel like a nightmare if they do not possess the right tools or make sure sound  infrastructure is in place. 
    How can business leaders ensure growth does not deter them from their ambition as they navigate their way through one of the most challenging yet exciting times for a growing business?
    Here Dr. Tom Mason, Founder and CEO of Bramble Energy – a hydrogen fuel-cell company – shares his experience and learnings since developing the unique piece of technology and launching the business in research labs at Imperial College London and University College of London in 2016.
    In six years, the business has proven to be a real game-changer in solving key issues in the production of hydrogen fuel-cells. Earlier this year, the firm closed a £35m investment round which will be used to help the business grow its UK-based team to over 100 (currently at 60) and take it one step further to achieving its goal of becoming the largest fuel-cell supplier in the world. 

    Never forget the mission

    With growth can come complacency and although you are likely to adjust your thinking along the way, it is imperative that you never forget why you started out on this journey. Going back to your mission can be a useful and important tool when strategising your next steps. Wherever you might be experiencing growth, whether it is your team, your revenue streams, or the markets you plan to insert yourself into – the question should always be ‘Does this feed into our mission? Will this growth ultimately help us reach our goal?’
    Growing a business is no easy task but for me, it is about setting the best possible example and reaffirming Bramble Energy’s goal daily. Of course, we want to be successful and the go to name in clean technology but as we move forwards I want to see success for every individual member of our team who make Bramble the company it is today (and tomorrow).

    Always be ready to be agile 

    When experiencing a period of growth, it is an important exercise to plan and understand what your outlook may be in the near and distant future, with your strategy being imperative to securing your future growth plans. You should be ambitious and use the deep dive knowledge of your marketplace and your competitors to your advantage. Are there companies in your field who have experienced a similar period and how have they been successful with it or what errors did they make that perhaps we could avoid? 
    Dependent on how your business model works, your strategy is a helpful resource to help you navigate the unknown and to respond to the varying opinions of different stakeholders on how best to move forward. Never forget no one understands your business and how it has got to where it is, better than you. With all the will in the world, you cannot plan for everything, and it is in these moments that you must be agile and ready to adjust. Opportunities or risks will present themselves when you least expect it, and it will ultimately be up to you to solve and learn from these moments.

    People are your greatest asset 

    If part of the growth you are experiencing is your team, then it will be important to not lose sight of what the foundations are of your business. There are areas where your knowledge may be limited and the people you choose to be a part of your journey are your best asset where you can always learn something new or look at your business from a different lens. The infrastructure that you start to build from within will be integral in protecting your mission, your business and your team.
    Mistakes will be made – this is inevitable, but you can either learn from them and persevere or give up. If you believe in what you are doing then you only have one option. The people who you choose to take on the journey with you are so important especially in those moments when things do not go the way you expected or wanted. A support network is key in hitting the targets you make for yourself as they can provide a different point of view when you are too close to the issue to resolve it.  

    Embrace the rollercoaster of growth 

    Don’t be afraid of the pace in which things can develop. Use this to your advantage. There will always be tough times during business growth; it’s how you weather the storm and learn at each turn that will make the difference, and ultimately lead to success. 

  • Ransomware: 5 Must-Do Measures to Safeguard Your Business

    Ransomware: 5 Must-Do Measures to Safeguard Your Business

    In 2021, cyber security is never far away from the headlines. In the last month alone, the Irish health service was hit by a significant ransomware attack, leading to a total shutdown of its computer systems and widespread disruption to services.

    When the Pipeline Goes Dark: A Tale of Ransom, Risk and Resilience

    Picture this: across the Atlantic, a gas pipeline that feeds 45 % of fuel to the U.S. East Coast is suddenly locked up. The owners had to hit pause on their flow, worried about safety and security until they paid a hefty £3 million ransom. It’s a stark reminder that ransomware isn’t just a buzzword—it’s a serious, sophisticated beast that can bring key infrastructure to a grinding halt.

    Why Ransomware Is So Terrifying

    Ransomware works on a chilling premise: a crew of cyber‑pirates sneaks into your computers, locks away your critical data, and then drops a demand letter. They say the only way to get your files back is to pay their fee. Behind the scenes, this is a criminal act under computer misuse laws, but the culprits can hide behind layers of anonymity—anywhere from a remote server to a quiet corner of the world—making it nearly impossible to bring them to justice. So what’s a business to do? Many people feel they’re stuck in a catch‑22: pay or lose everything.

    Proactive vs. Reactive: The Smart Choice

    It’s far better to shield your company from a ransomware hit than to scramble after one. So, while the market is flooded with pricey, high‑tech defenses, there are inexpensive yet effective organisational steps you can start today. Below are five low‑cost, high‑impact measures that can help keep your data safe.

    • Back It Up, Back It Up, Back It Up. Regular, automated backups—both onsite and offsite—are your first line of defense. Test restores to make sure you actually can recover your files when needed.
    • Patch, Patch, Patch. Keep operating systems, applications, and firmware up to date. Attackers love unpatched software as a launchpad.
    • Educate and Empower. Train staff on phishing risks, safe internet habits, and how to spot suspicious emails. Knowledge is as powerful as any firewall.
    • Segment Your Network. Divide your IT environment into zones. If one zone gets compromised, the rest stays safe.
    • Enforce the Principle of Least Privilege. Give users only the access they need to perform their job. Extra permissions are mole‑holes for attackers.

    Implementing these steps is all about shaping a security culture that’s as robust as a hard‑hat at a construction site—protect your workforce, your data, and your reputation. Don’t wait until the next ransomware wave hits. Stand up now, because prevention is the cheapest, safest, and most satisfying investment you can make.

    Know your data

    Know Your Data Like It’s Your Best Friend

    Why It Matters: You’ve got data, you’re not sure where it’s chilling, or how it’s backed up—sound familiar? If your info takes a vacation without you, could your business survive? Think of it as a safer way to keep your treasure safe.

    Step One: Snap a Data Census

    • List what you actually own—documents, numbers, secrets.
    • Tag each file with how sensitive it is (plain, moderate, top-secret).
    • Locate where it lives—cloud, on‑prem servers, or somewhere you don’t even remember.
    • Add a backup status: is it duplicated? If not, you’re basically giving the Rose Parade a chance to crash.

    Step Two: Identify the Risks

    • What could happen if the data disappears? Think lost files, monthly board vs. the villain’s theft.
    • Who does it affect? Loose data can hurt people, customers, and your reputation.
    • Score how serious each threat is so you aren’t overreacting on dog‑hour reports.

    Step Three: Build a Shield

    Armed with this audit, you can finally choose the right protective gear:

    1. Encryption for sensitive files.
    2. Multi‑factor authentication for access.
    3. Automated backups—with fail‑over sites.
    4. Regular audits, because habits keep you safe.

    Bottom Line: By taking the time to audit and understand your data, you’ll avoid the “oh no!” moments and keep the business rolling smoothly. It’s not just about protecting stuff; it’s about protecting the people behind it.

    Understand the threats

    Keep Your Business Safe from Ever‑Shifting Cyber Threats

    Cyber dangers are like a mood‑swapping playlist—one moment they’re a quiet indie jam, the next they’re a full‑blown techno rave. For most firms not born in the tech trenches, staying in the loop feels a bit like chasing a river that keeps changing direction.

    What can you do? The National Cyber Security Centre (NCSC) has a clear, practical playbook for you. Start by signing up for their alerts. Think of it as enrolling in a weekly newsletter that keeps your safety toolbox up to date.

    Why NCSC Guides Matter for Small Businesses

    • They translate complex jargon into plain English—so you don’t have to go on a detective mission to understand.
    • Advice is straight‑to‑the‑point, avoiding that SEO‑heavy fluff you find on other sites.
    • They cover practical, budget‑friendly actions—because you’re not a tech giant with a million‑dollar security department.

    Stop letting cyber risks catch you off guard. Let NCSC’s guidance be your safety net—just plug in and stay tuned!

    Train your staff

    Keep Your Team on Your Side, Not on the Back‑Door

    Cyber‑Criminals Love a Simple Trick

    Ransomware is nasty, yeah. But the real game‑changer is human error. Hunters of malicious software are looking for the easiest passcode to the inner circle, and that’s usually a lunch‑time email or a “quick” claim you can’t ignore.

    Low‑Risk Ways to Stop the Hackers

    • Regular Training Sessions – Make phishing a recurring topic, like your company’s annual weather report.
    • Friendly Reminders – Pop‑ups in Slack or Office that say, “Don’t click that drop‑box link if you’re not sure.”
    • Real‑Life Examples – Share the story of the corporate that lost a month of payroll because someone opened a malicious attachment.
    Why Employees Are the Weakest Link… and How to Strengthen Them

    Write a quick, punchy policy note. Make it a meme, a casual conversation. People get the point fast when you keep it real. Then ask for feedback – “Which part of the policy feels like a joke?” – and refine until it’s both a lesson and a laugh.

    Bottom Line

    Stop ransomware from walking through your door by making your staff your strongest defense. Train, remind, repeat. And keep the humor levels high – a stressed staff is not a secure one.

    Have a plan (and test it)

    Got a Cyber Storm Brewing? Here’s Your Game Plan

    Why You Need a Solid Cyber‑Attack Blueprint

    Picture this: a sudden hack hits your systems, blindsiding everyone. Your inbox is flooded with alerts, the Vault is locked, and all of a sudden you’re staring at a digital Pandora’s box. If you’re unprepared, you’re stuck feeling like a clueless sailor in a storm. A clear, action‑packed plan keeps you afloat and gets you back on track faster than you can say “data breach.”

    Step 1 – Ride the Wave and Reboot Fast

    • Identify which services are down first. Prioritize them like a superhero lineup (the “pillar” services that keep the whole show going).
    • Isolate the compromised components to stop the spread—think of it as creating a digital quarantine zone.
    • Bring in the Backup—switch to your copy‑and‑paste set (backup systems); make sure you have a pre‑approved restart script that’s as smooth as a jazz solo.

    Step 2 – Keep Everyone in the Loop

    • Internal Chat – Employees: send quick, clear updates via your usual channels (Slack, Teams, whatever). Let them know what’s happening and what they can do.
    • Supplier Whisper – Suppliers & contractors: maintain open lines to coordinate on the next steps. Remember: “If you’re not in the loop, you’re out of the loop.”
    • External SOS – Authorities: notify the police and the Information Commissioner’s Office promptly (file a formal report). Not only is it a legal requirement, it also keeps them on your side.

    Step 3 – Practice, Practice, Practice!

    • Run drills at least quarterly—simulate an attack, run your playbook, then evaluate the gaps.
    • Update the plan: tweak what didn’t work, add new protocols, and keep the doc living and breathing.
    • Deploy humor and positivity during drills; a little light‑heartedness helps everyone stay calm and focused.

    The Bottom Line

    Having a cyber‑attack plan isn’t just about tech; it’s about people, procedures, and the calm confidence that you’ve got everything under control. Keep the plan realistic, keep the team involved, and remember: every test makes you stronger. After all, when the attack hits, the best defense is a quick, organised, and well‑communicated response.

    Don’t hoard data

    Data Cleanup: Not Just a Good Idea, It’s a Necessity

    All right, team, let’s get one thing nailed down: if you’re not regularly cleansing the data you hoard, you’re basically giving every ransomware snake a buffet. Businesses love to hold onto every pixel of information, even the ones that are about as useful as a broken antenna. That’s like cluttering your desk with old pizza boxes and hoping a new cookbook will magically appear. Of course it won’t.

    Why You Should Cleanyt now

    • Data Minimisation Principle… Think of it like a diet: you only keep the protein that actually fuels your system.
    • Reduced Attack Surface — the fewer the files, the fewer chances for a hacker’s tiny cursor to slip past.
    • Compliance & Trust — regulators and customers alike love it when you can wiggle your fingers about data and still pass the audit.

    Quick Wins for Clean Data

    • Tag and Delete anything that was created over 12 months ago and never saw the light of a finance report.
    • Automate Your Purge – schedule a script that hunts for the same stale files every month.
    • Verify Your Retention Policies – make sure your legal team and IT are on the same page.

    Even with all the above steps in place, your business won’t be immune to the crafty menace of ransomware. But it will be significantly more resilient. Think of it as laying down a moat between you and the bad guys. The fewer gates you have open, the less likely the invaders can get in.

    Put it simply: keep only what you truly need, ditch the rest, and let your data be as lean and mean as a superhero’s wardrobe. Your future self (and your IT team) will thank you.

  • Discover the Real Truth Behind Job Applications: No Spin, Only Facts

    Discover the Real Truth Behind Job Applications: No Spin, Only Facts

    What can dishonesty mean in the context of a job application, and how should employers deal with it?

    The Employment Appeal Tribunal (EAT) recently upheld the decision of the Employment Tribunal (ET) in the case of Easton v Secretary of State for the Home Department (Border Force), finding that an employee was fairly dismissed when he failed to include relevant and material employment history details in his application form. This constituted gross misconduct, and his dismissal was found to be within the “band of reasonable responses”.

    Case background

    Mr Easton worked for the Home Office from 2002 until 2016. He was dismissed on 13 June 2016 for gross misconduct involving inappropriate behaviour towards females and temper issues. This resulted in a subsequent three-month employment gap. He then started working with the Department for Work and Pensions (DWP) on 4 September 2016.
    Mr Easton later applied for a role in the Border Force (part of the Home Office). Under the “Employment History” section of the application form, he presented himself as working for the Home Office from “2002 – 2016” and the DWP from “2016 to current”. Mr Easton did not divulge his dismissal or the employment gap in the application form or at the interview stage. His employment gap and dismissal were concealed by misleadingly presenting his employment history. The application form contained a checkbox whereby Mr Easton confirmed that he understood that he may be subject to disciplinary action or rejected if he provided false information or withheld relevant details.
    Mr Easton re-joined the Home Office as part of the Border Force. A disciplinary investigation commenced after Mr Easton’s dismissal came to light. Following the investigation, he was dismissed for gross misconduct due to his failure to disclose relevant and material information regarding his earlier dismissal and for concealing a period of unemployment. Mr Easton unsuccessfully appealed the decision and then brought an Employment Tribunal claim.

    Employment Tribunal

    The ET held that Mr Easton had not been unfairly dismissed. The dismissal was fair for the potentially fair reason of misconduct, as he failed to disclose relevant and material information on his application form. The employer had behaved within the band of reasonable responses that a reasonable employer in those circumstances would have reached, especially given the nature of the organisation, Mr Easton’s role and the misconduct. The ET also held that the procedure followed was “thorough” and “more than reasonable”.

    Employment Appeal Tribunal

    The EAT dismissed Mr Easton’s appeal. Using years only for his employment history obscured his previous dismissal and subsequent employment gap. The ET was entitled to find that his employer had reasonable grounds to believe that the decision to present information in such a way had been dishonest.
    A reasonable job applicant faced with a blank box headed “Employment History” would have understood that the information had to be presented in a way that would reveal any employment gaps. The ET found that Mr Easton understood that dismissals and unemployment in the previous three years would be relevant and material information for a job application. Significantly, Mr Easton confirmed his understanding of its relevance during cross-examination.
    The EAT held that the ET took the correct approach of reviewing the employer’s process and concluding that it was open to the employer to find that Mr Easton’s decision to withhold that information was deliberate and dishonest.

    Lessons for employers

    Ensure you conduct thorough pre-employment checks. Job application forms should explicitly request an applicant’s full employment history, including exact dates of roles, and request any employment gaps and reasons for leaving previous roles.

    Ensure you review and verify employment history. An application form should not be seen as a tick-box exercise. Employers should verify employment history and investigate any concerns before making recruitment decisions.

    Correct procedure is key. A fair and thorough investigation, disciplinary and appeal process, is essential. Employers should bear this in mind before deciding to dismiss, given that the investigation will be relevant when determining whether such a decision falls within the band of reasonable responses. Employers should also ensure their procedures and decisions are consistent.

  • To turbo boost your persona, you need to go back to ground zero: Your face is the starting point

    To turbo boost your persona, you need to go back to ground zero: Your face is the starting point

    Building your persona and then later down the track your narrative structure first means stripping all the component parts of your image totally back to Ground Zero.

    As Pablo Picasso would have demanded before he worked up The Old Guitarist in his Blue Period or The Boy With A Pipe from his Pink Rose Pink Period – a completely blank canvas.
    First off the starting block has got to be a focus on your face. What does it automatically say to the world before you attach any Saint George and The Dragon heroic tale to it whatsoever?
    Bill Gates knows his facial archetype as ‘The Super Nerd’ and expertly self-deprecates around it. The 1984 film Revenge Of The Nerds was a celebration of the nerd archetype. And of course the ‘The Nerd’ always tends to wear glasses. The flipside of Superman was Clark Kent, tipping his hat to Nerd-dom with the oversized glasses as his ‘disguise’.
    Gates, like the nerd in the playground, always gets ‘tricks played on him’ and is misunderstood because he’s so off-the-Richter-scale bright, so much so, he’s almost ‘outer worldly’.
    Gates hams up this nerd status when playing to the crowd.
    In his recent damage control interviews around links to Epstein but also his modus operandi behind Covid vaccines and permanent pandemic prepardeness he geeks it up being a complete ‘open book’ about how so many people push and poke him.
    “Me putting chips in arms, doesn’t make sense to me – why would I want to do that?” he told The Guardian.
    Gates joked with the BBC in May, that “Only recently I’ve been out in public and some people yell at me that I’m tracking them.”
    ‘Yes I’m the most hated man in the world,’ he basically admits.  ‘People throw rocks at me’ is what he’s openly saying.
    That’s what happens to ‘The Nerd’.
    The Nerd doesn’t have any social skills around self. It tells everyone how misunderstood they are. The Nerd doesn’t hold back.
    The upside is that, at the same time, the nerd facial archetype also embodies Super High IQ levels. So that’s where he gets all the ‘Despite my awkwardness, listen to me, I really do know what I’m talking about’.
    That’s all in ‘The Nerd’ facial archetype.
    My former client Mark Sait, the co-founder of SaveMoneyCutCarbon.com is a perfect example of understanding the facial archetype when promoting yourself in the media, in his instance as ‘The Super Nerd’ as well.
    I convinced BBC Radio 4 MoneyBox to have him on to talk to their millions of listeners, got a full page in the Mail on Sunday to its 3,000,000 readers with Sait positioned as an ‘Eco Warrior’, I had him simulcast on both BBC News Channel and BBC World Business show reaching an accumulated 50,000,000 viewers discussing how the BBC could save money and cut carbon by installing more eco-friendly bulbs in their green room, full page Government-funded ‘How to guide’ style ads on how to safely return to work post Covid featuring Sait and his electric car, the list goes on – yes because the URL SaveMoneyCutCarbon was ‘of its time’ because of all the mad stampede towards Net-Zero, but largely because of the amplification of Mark Sait, the CEO’s, Bill Gates-esque ‘geek’ qualities.
    I upped the ‘superintelligent’ nerd qualities of Sait, personally carrying the ‘Nerd’ message by Messenger-pigeon with his face.
    Sait’s brother even works for Microsoft, I said!
    To build SaveMoneyCutCarbon’s online widget that automatically links online sales of their sustainable products to an ESG score for company compliance, he hired Cornwall-based tech gurus, The Geeks. That says it all!
    Let’s get down to the basics.
    If your face was frozen, cropped just above the forehead and around the face, just so the forehead, eyes, nose mouth and chin were in view – what does that, without you uttering one single word – without anyone knowing your back story – or where you’ve been to University, what private members club (in Sait’s case, its the Home Grown club in London for entrepreneurs) you’re a member of – says about you?
    Where does your frozen face then lie on a chart of frozen emotion?
    My client, the former BBC Dragon James Caan CBE’s face resonates as a swathe ‘Omar Sharif’, much more so than his namesake, the late Hollywood legendary actor, James Caan. Omar is the Caan, the Dragons’ inherent facial archetype.
    John Cleese wrote all about it in his 2001 book with Brian Bates called ‘The Human Face’.
    “There are 6 Billion human faces and yet we instantly recognise faces that we don’t know,” he said. “How is it that this small part of us can be such an immediate and effective way to define who we are?”
    And “How do we hide our true feelings when they are written on our faces without even knowing?”
    Cleese expertly argues that there are just 7 universally recognised facial expressions: anger, fear, happiness, sadness, disgust, surprise and contempt.
    But in between these are 7,000 discreet expressions.
    In my opinion, these 7,000 ‘frozen facial emotions’ can all be laid out on a grid in the form of Emojis from sad/angry right across to happy/ecstatic.
    Regardless of whether you’re sometimes angry, happy or sad, your normal ‘frozen face’ is automatically encoded with a dominant emotion – whether you’re feeling that emotion or not.
    Like Sir Paul McCartney, he’s the deeply sad-eyed Beatle, whether he likes it or not as his dominant facial emotion. That’s whether he’s having a good or a bad day. He’s sad-eyed.
    A&A is what I label the requirement at this stage. Acceptance and Amplification about your facial archetype.
    Acceptance is about accepting you’re born with a particular facial archetype, but also only by acknowledging it can you unlock a galaxy of media opportunties.
    This was the subject of my lecture a few years back to the Institute of Leadership Management. ‘Its your face. You’re stuck with it. Unless you alter it with cosmetic surgey, which I don’t recommend, you have to work with it. Accept that.’
    So many entrepreneurs wanting to raise their profile try to position themselves as someone they’re not. They might want to be polo-necked wearing Steve Jobs as opposed to the geeky glasses wearing Bill Gates. But they can’t.
    Recognising what’s already there and working with it is the key to unlocking the media treasure.
    The second point is Amplification. Once you’ve worked out where your facial archetype sits on the Emoji chart, then you can amplify It, make it resonate. Like hitting a tuning fork.
    You suddenly come into focus when the divining rod finds water underground with small movements suddenly becoming big movements.
    Getting a handle on your inherent facial archetype is the doorway of the foyer of the mansion you just entered, opening up into the next room.

  • Test Your Business Structure in 3 Simple Questions

    Test Your Business Structure in 3 Simple Questions

    If you want to evaluate whether or not your business’s organisational design is as effective and efficient as it could be, there are 3 simple questions you should ask yourself.

    How to Check if Your Company’s Design Is on Point

    Answering a handful of quick questions can help you spot whether your organization is in the right shape, needs a little revamp, or it’s time to throw it out the window and rebuild.

    • Everything’s working smooth? – The structure is solid.
    • Some areas feel stiff? – A tweak will do the trick.
    • Things are just tangled? – It’s probably time for a fresh start.

    Question 1: To what extent is your organisational design driven by legacy culture and practices?

    Do Your People Sleep in the Same Old Bed?

    Ever wondered if your team is still living in the same group hug from yesteryear? Think about it: is the way folks are grouped at work simply a relic from a time when the market was quieter or the procedures were simpler? Maybe you built a whole succession of layers to fit a process that no longer exists, and the folks in charge are too comfortable to untangle it.

    Is the Structure a Castle for One or a Few?

    • Did you put a whole wing of the org chart together just to make space for the wishes of a single person or a clique?
    • Have “power players” nudged the design so that their own agendas feel like the company’s mission?
    • What does that look like for everybody else—gets knee‑jerk approvals but no real payoff? No one’s feeling the full benefit.

    When the Key Players Pack Up

    Imagine this: you’ve built an entire structure around a charismatic boss who packed up within a month. The whole system starts to crumble because no one else knows the special “codes” that kept it together. Your team feels the loss, and the productivity dips.

    So, what to do? Start questioning how each layer matches the real world you’re fighting in today.

    Quick Pivot Checklist

    • Spot the outdated – List what processes no longer exist. Remove those fictions.
    • Ask the people – Are there hidden biases? Talk openly. Lighten the atmosphere with a joke—> “Did you ever think we’d still use the same mail‑relay system from the 2000s?”
    • Redesign together – Include everybody in the brainstorming. Throw out the old way and create a fresh map that feels human and dynamic. No more “favor” walls.

    Remember, the goal isn’t to overhaul the entire business overnight. It’s to replace creeping, unspoken influence with a structure that makes everybody feel they’re part of the win. Shake up the status‑quo—and watch your team’s energy soar.

    Question 2: Does your organisational design support your business strategy?

    Why “Structure Follows Strategy” Still Rocks the Business World

    Back in 1977, Alfred Chandler dropped a golden nugget at Harvard Business School with his book The Visible Hand: The Managerial Revolution in American Business. The take‑away? Structure follows strategy. It’s the mantra that keeps organizational architects humming along.

    It’s Not About Obsessive Dogma

    Don’t get it twisted—this isn’t a rigid rule you must follow to the letter. Think of it as a compass pointing you toward the right direction instead of a set of shackles. The key is to keep the business’s goals front‑center when you map out teams, departments, and reporting lines.

    Putting Strategy Into the DNA of Your Org

    Let’s walk through a quick mental exercise. Picture your company’s big‑picture mission: To stand out by offering top‑notch customer service. Now flip the script:

    • People & Placement: How many folks are dedicated to this mission? Are they spread across teams or concentrated in a single customer‑experience hub?
    • Reporting Structure: Who does the team report to? Is that person focused enough on customer delight to push the agenda forward?
    • Resource Deployment: What tools, training, and time are funneled into these people to optimize service delivery?
    • Alignment Check: Does every step, from onboarding to day‑to‑day interactions, align with the superior service pledge?

    When you answer these questions with clarity, executing that strategy feels less like wrestling a grizzly and more like riding a trusty steed. Misalignment, on the other hand, turns the journey into a messy, uphill climb.

    Bottom Line

    “Structure follows strategy” isn’t a one‑size‑fits‑all prescription—it’s a proven framework that keeps businesses agile and focused. By weaving strategy into every thread of your organization’s design, you set the stage for smoother execution, happier teams, and—most importantly—delighted customers.

    Question 3: Is your organisational design fit for future purpose?

    A Sudden Twist: How 15 Years of Stability Might Have Gone Rogue

    Picture this: I once had a neighbour who worked for a steel production company. He bragged that the crew he rode twelve decks with had stayed the same for fifteen solid years. Same people, same numbers, same org cone, same boss – the whole gang.

    Why That’s Not the Norm (and why most of us get the opposite)

    In today’s business world, organisational change is as regular as a coffee break. Every company gets a new flavour of restructure, whether they like it or not. Yet many still forget the classic rule: too much change can wreck your crew’s morale and stop you from ever getting a groove on.

    What Happens When Stability Vanishes

    • People feel lost, like they’ve been invited to the wrong party.
    • Every spin of the wheel costs energy and mental bandwidth.
    • Results drift away as the team is busy asking “who’s in charge” instead of doing the work.

    So yeah, a 15‑year tenure in the same ship might drag me insane.

    Thinking Ahead: Redesigning for Today and Tomorrow

    When you’re about to rejig your structure, keep a future‑proof mindset. First, ask yourself the classic checks we discussed earlier – legacy fit and strategic alignment. Then add a few new questions to make sure your new design stays solid when the world changes:

    Checklist for a Future‑Ready Design

    • Customer Service Boost? Will you deliver more or better to fans of your product?
    • Flexibility? Is the set‑up ready to handle twists and turns? (Remember Porter’s 5 Forces – that’s a good cue.)
    • Clear Accountability? Who owns what, and how do outcomes get measured?
    • Cross‑Functional Chat? Does your org vibe like a team chat, not a siloed office?
    • Processes & Infrastructure? Do you have the tools to run the new org smoothly?
    • Spans & Control Levels? Are managers keeping numbers realistic, or is the chain of command a tangled mess?

    Feel free to toss in more items if you think they fit, but this lineup should fork your thoughts in the right direction.

    Wrap‑Up

    So, dear reader, if you’re planning to re‑shape your organisation for the next decade, keep an eye on stability, balance change with continuity, and always ask the questions that keep the crew humming. A little foresight goes a long way, and it’ll save everyone from the chaos of endless pivoting.

    Getting it Right

    Who’s Really Worth Your Money?

    In every business, the best and most expensive asset you can’t replace in a hurry is people. The real trick is decking them out in the right spot in the org chart—exactly how a new job interview would feel like a well‑timed joke.

    When a hiring spot opens, run these three questions through your head in order:

    1. “It isn’t?”

    Ask yourself if the role actually exists. Are you simply filling the void after a volatile departure or is there a genuine skill gap you’re trying to correct? If the answer is “no,” you’re wasting time, money, and maybe a whole team’s patience.

    2. “It does.”

    Next, prove the value. Will that role bring new revenue, unlock a process, or secure a competitive edge? If it’s a solid win for the business, go ahead and keep that job ad lively.

    3. “It is.”

    Finally, make sure the culture vibe fits. The résumé may look amazing, but the candidate needs to feel the mission and thrive day‑to‑day. Everyone loves a good fit; just the corner musician wants the right melody.

    Make it work, and you’ve got the gang in place. Fail? It’s time to revisit the org design, tweak the pulse of the workplace, and get the team on the same wavelength.

  • UK Reform Overturns NDAs That Silence Victims of Harassment and Discrimination

    UK Reform Overturns NDAs That Silence Victims of Harassment and Discrimination

    The UK government is moving to ban non-disclosure agreements (NDAs) that prevent employees from speaking out about alleged workplace harassment or discrimination, under newly published amendments to the Employment Rights Bill (ERB).

    UK’s New NDA Law: The Silent Ban on Silencing Harassment Claims

    On 7 July 2025, lawmakers hit a knuckle‑busting chord by declaring that any clause in a job‑related contract which tries to shut an employee up about harassment or discrimination is now void. If the clause falls into a tiny, still‑undecided “excepted” bucket, it might survive — but that’s a mystery waiting for the next round of regulations.

    Why HR, Legal, and Employers Are Gulping Serious Hydration

    • Recruiters and HR managers used to lean on confidentiality clauses to close disputes fast.
    • Lawyers warned that the shift could make those old NDAs a recipe for chaos.
    • Workers who have faced workplace shenanigans now get a fresh legal arsenal.

    William Clift, Senior Associate at Winckworth Sherwood LLP, summed it up: “When your life and your family’s life crumble, it’s a bill‑as‑good‑as‑guest claim.” If you require a pinch of emotion and a splash of wit, read on.

    What the New Ban Actually Covers

    • Harassment or discrimination claims – irrespective of how specific the details are.
    • Disclosures about harassment, discrimination, or how the company handled it.
    • All protected characteristics under the Equality Act: age, sex, race, disability, religion, sexual orientation, and gender reassignment.
    • Any talk about how colleagues were treated.
    • Company responses: no investigations, retaliation, or even a polite whisper to keep the rumor mill ticking.

    They’re still silent on:

    • Victimisation claims.
    • Making reasonable adjustments.
    • Whether an employer’s settlement offer itself is considered an “answer” that falls under the new rule.

    Not All NDAs Are Duckies Forever

    Careful: the government still lets some NDAs run circles around the law if they fit an “excepted agreement” mold. The exact shape of this mold hasn’t materialised yet, meaning the safest bet for most employers is to treat every NDA that tries to silence a harassment story as potentially void.

    More Sharpening on the Horizon

    • 1 August 2025 – NDAs that silence misconduct in higher education will be banned.
    • 1 October 2025 – NDAs preventing disclosure of criminal conduct to legal or law‑enforcement bodies will become void.

    Until then, most companies sneak “carve‑outs” allowing employees to file criminal reports or help investigations. That’s still the only way to dodge the Solicitors Regulation Authority’s whistleblowing safeguards.

    Deal‑breaker for Settlement Agreements?

    To keep things simple: the new rule means any NDA that stops a worker from repeating harassment or discrimination allegations to anyone is now invalid, even if they’re already paid a settlement.

    For businesses that rely on NDAs for quick, quiet resolutions, this could mean:

    • Dropping the settlement ladder for fear of backlash.
    • Employees choosing to keep things private because they no longer have to stay quiet.

    Clift warns: “If employers refuse to set up settlements because of this ban, employees might have to fight it out in an Employment Tribunal, which is longer, public, and expensive.”

    Wider Impact: Letting the Workers Speak For Themselves

    Legal experts and HR gurus see this as a much‑needed shift in power dynamics — after years of high‑profile cases where NDAs silenced victims. The UK moves in line with international trends aiming to protect whistleblowers and boost transparency in workplaces.

  • Boost Your Business in 2015 with These 7 Proven Strategies

    Boost Your Business in 2015 with These 7 Proven Strategies

    Cutting Costs to Keep Your Bottom Line Heavy

    Every penny you save goes straight into your profits, and the best part is that it doesn’t come with any hidden fees. If you’re chasing growth, cutting costs is the fastest route to a bigger impact. Below are some straightforward ways to get started.

    1⃣ Go Back to the Basics

    It’s easy to think you should start slashing expenses right away, but first give your business plan a quick audit:

    • What are your long‑term goals?
    • Which core services must stay to reach those goals?
    • Is your cash flow solid?
    • Where exactly do your profits come from, and which suppliers are most critical?

    2⃣ Know Your Costs & Contracts

    Always have a clear picture of what’s coming in and going out. Spot the biggest spenders and see where savings can be made. If you’re unsure, professionals exist to help you map everything.

    3⃣ Hunt for Efficiency Gains

    Once you spot where the money is flowing, focus on those high‑cost areas. Ask yourself:

    • Is this purchase absolutely essential?
    • Am I getting a good return on this investment?
    • Are there wasteful practices I can eliminate?

    4⃣ Shop Around for the Best Deals

    Good bargains are out there if you know where to look. Keep track of contract renewal dates—you’ll have the prime moment to switch suppliers. Boost your buying power by joining a buying group or hiring a broker for expert deals.

    5⃣ Stress‑Test Your Business

    Costs never stay flat. Prepare for future increases—whether it’s new pension rules inflating employment costs or rising interest rates up the lending bill. Get advice early and plan with plenty of buffer.

    6⃣ Tighten Credit Control

    Cash is the lifeblood of any enterprise. Ensure you collect payments on time; that means refining your credit control procedures or streamlining invoicing.

    7⃣ Look Beyond Traditional Finance

    Bank confidence in small‑biz lending may be low, but there are multiple options:

    • Invoice finance
    • Peer‑to‑peer lending
    • Angel investment

    Whatever stage you’re in, find the financing avenue that fits.

    Don’t forget that business networks—like the Forum—offer solid advice and resources for cutting costs and keeping the cash flow humming.

  • Choosing Integrity Over Easy Ways: The Power of Facing the Truth

    Choosing Integrity Over Easy Ways: The Power of Facing the Truth

    A few weeks ago, I was confronted with a tough decision around my core values.

    Deciding Between the Easy Wrong Call and the Tough Right Move

    In the grand scheme of things, it wasn’t a massive life‑shaking event, but even so it kept looping through my thoughts for a solid 24 hours. This is the kind of thing that can’t just slip away like a minor hiccup; it’s the kind of impulse that nudges you toward the right call – even if you’re terrified to make it.

    Why it’s been on my mind

    Deep inside, instinct was telling me the logical choice right off the bat; still, something kept dragging me to the opposite end. Below are the two rough paths I’m weighing:

    • Easy Wrong Call: Quick, low‑stress, check the box and move on. It feels safe but the price is a pile of “what‑ifs.”
    • Tough Right Move: Harder, risky, demands sweat but offers that sweet victory‑taste of true impact.

    Just Fired Up a New Project

    On top of that, I’ve just landed a fresh project with a brand‑new client. Like all my gigs, I’m aiming to be the so‑good‑you‑feel‑like‑you’ve-just‑won‑big at the table. I want to deliver ten times the value they think they’re getting – and that’s my mission.

    Feeling the ‘First‑Date’ Vibe

    It’s the early weeks – those giddy, quick‑fire moments when you’re trying to make a good impression. Just like dating, you’re keen to showcase your best self while ensuring you’re genuinely helpful and genuine. That’s how I roll:

    • Showcase Skills: Throw in all the tricks and tricks I’ve got in the toolbox.
    • Listen Carefully: Hug the client’s vision, snag what matters.
    • Over‑Deliver: Sprinkle that extra hustle, keep the client smiling.

    Walking the Line

    So there you go – the dilemma sits in front of me: go with the safe yet hollow shortcut or dive deep into the tougher path and actually make a difference. Either way, I’m ready to turn the excitement of that first‑moment vibe into real, tangible results for the client.

    Basically, I screwed up my diary management and missed one of the project calls.

    Morning Madness and the Time Tangle

    Picture this: I’m up at the crack of dawn, coffee in hand, the office lights still humming, gearing up for a Zoom pow‑wow with an executive crew. By 10:30, I’m out the door, ready to broker a quick hand‑off to my wife and dive into the chaotic world of homeschooling our 8‑year‑old.

    Because Juggling is a Full‑Time Job…

    • Full‑time careers for both of us
    • Zoom masters and math whizzes
    • Kids, calculators, and endless homework
    • All under the gray skies of a worldwide lockdown

    Road Not Taken: Missing the Call

    While I was tackling a stubborn equation with her, the call flew over my head. It was only when a colleague pinged me that the reality hit: the meeting had already wrapped up. Luckily, my colleague had stepped in, and the client said the session ran smoothly – no drama on the other end.

    What a Bummer for the Old “Punctuality” Man

    My track record of on‑time meetings is my pride. Skipping a slot feels like a dent in my own reputation. I’m told there’s no need to make up for it, but the nagging nag is still in the back of my mind.

    Integrity – A Way of Life

    Doing the right thing, even when the camera’s off, sits at the core of who I am. Even if it’s just a missing minute, it clashes with that commitment. I can’t just shrug off that feeling.

    In the end, I ‘fessed-up’.

    Apologizing & Reaching for True Values

    The Little Oops Moment

    Hi Client, I just wanted to say sorry for missing our scheduled meeting. While I was running a session for another client, I didn’t mean it was an excuse—just a hiccup. Thanks for understanding!

    We’re Not Super‑Human, But We’re Honest

    • I’ll admit that I’m not a saint. We’re all human.
    • I never promise perfection, but I do try to stay true to my core values.
    • Every little decision I make is a practice ground for the big, tough ones that come later.

    Why Core Values Matter

    1. Clarity is the first step. Knowing what matters to us keeps our choices on track.
    2. Consistency follows. Once we act the same way all the time, people see we’re reliable.
    3. Trust builds. With a solid value foundation, teammates and clients’ll naturally want to follow your lead.

    A Quick Takeaway

    When leaders lock in their core values, the whole team’s actions become predictable—and that predictability is what turns a good leader into a trusted guide.

    #LeadOn

  • Who's watching us while we WFH? The pitfalls of monitoring a remote workforce

    Who's watching us while we WFH? The pitfalls of monitoring a remote workforce

    As the worst of the covid-19 heath crisis appears to be behind us at last and we begin to take our first tentative steps out of lockdown, thoughts have turned to the economic consequences of the pandemic.

    These have been stark, with the UK government’s furlough scheme supporting over 8 million workers and thousands more left unemployed. Many of us who are usually office-based have been working from home, and this is likely to continue for the foreseeable future.
    In the legal profession, individuals have worked from home on a temporary or part time basis for many years, but it has still been a huge culture shock for entire firms to be working from home indefinitely. Technology is certainly playing its part, with video calling via Zoom or Teams increasingly becoming a part of our daily routines.
    This has led many professionals to consider alternatives for their working arrangements like moving permanently to a new home (and office) abroad. Destinations like Spain prove to be very lucrative to UK citizens even post-Brexit, as the value and cost of buying a property in Spain is quite good.
    As well as individuals getting used to working remotely, managers are finding new and sometimes controversial ways of supervising their teams.
    Here technology is again playing a role. New tools such as ‘Sneek’, which can be set to automatically take photos of employees using their webcam every five minutes, have been in the news, with concerns raised about the potential for spying on employees. I don’t want to comment on the merits or otherwise of any particular application, but it got me thinking about the legal issues raised by the use of technology to monitor employees working remotely.
    In person monitoring of employees as they work has always been a feature of the workplace. In recent years, this has increasingly been supplemented by automatic monitoring using technology, such as measuring internet usage and telephone calls.
    As technology improves, these tools have become ever more sophisticated. Earlier this year (but what already feels like an age ago), Barclays faced a backlash when it was revealed that the bank was using software known as ‘Sapience’ to monitor activity and send alerts when employees were inactive for a period of time.
    Following criticism from staff, the bank announced it was scrapping the software. Ironically, Barclays has since been in the news saying that big offices ‘may be a thing of the past‘.
    The reason automated monitoring tools are controversial is that they can be much more intrusive than monitoring in person, and that can affect the privacy of employees. Human rights law gives all individuals a right to privacy, and that right extends to the workplace.
    But it is not an absolute right, and may be overridden where it is necessary, proportionate and in accordance with the law to do so. Obviously, employers have a good reason to want to know what their employees are doing, to ensure that work is being done appropriately, meeting quality standards and time limits. So there is a need to balance the rights of the individual to privacy with the rights of the employer.
    Exactly where the line is drawn remains a contentious area and there have been a number of court cases that have explored the boundaries of privacy and the world of work. In the Bărbulescu case, the European Court of Human Rights ruled that the right to privacy extended to the workplace.
    Mr Bărbulescu had been sacked from his job after his employer had monitored his electronic communications and found that he had been using it for personal messages, in breach of the company’s IT policy. He appealed against his dismissal but lost in the Romanian courts, so took his case to the European Court of Human Rights.
    The court ruled that Mr Bărbulescu did have a right to privacy in work, and that this right should only be overridden when there is compelling grounds to do so.
    Data protection law contains obligations on employers, and rights for individuals, in relation to information collected about members of staff. This includes data obtained via automated monitoring systems. Employers need to consider carefully any systems that automatically monitor their staff, to ensure that they collect only the information needed.
    Information needs to be handled appropriately, access limited to only those who need to know and kept securely. Without these appropriate safeguards, there is always a danger that appropriate monitoring will tip into unjustified and intrusive surveillance.
    Employers wishing to monitor their staff whilst they are working remotely need to carefully consider these issues. Just because a technological solution exists, it doesn’t mean that it is automatically appropriate to use it. And any automated monitoring solution for home-workers could intrude into individuals’ domestic life as well as their working life, which magnifies the risks to privacy.
    For instance, it is hard to see how remotely accessing a webcam in an employee’s home could ever be justified for monitoring purposes. So, employers will need to consider the utility of the solution and balance it against the potential negative impact on individuals.
    One of the best ways to do so would be through a data protection impact assessment, a type of risk assessment that is designed to address these specific issues.
    Finally, employers should not neglect any potential impact on staff morale. Working remotely certainly has its challenges and employers will naturally want to ensure that productivity isn’t lost. But over-zealous monitoring could lose trust and alienate employees which, in the long run, isn’t going to be good for any business.

  • Companies House introduces new penalties to boost compliance and corporate transparency

    Companies House introduces new penalties to boost compliance and corporate transparency

    Companies House has implemented a new regime of penalties aimed at improving compliance and transparency in the UK’s company register, with a focus on cracking down on misuse and economic crime.

    Registered companies are being urged to meet their legal obligations, such as timely filing of confirmation statements, to avoid facing financial penalties or more severe consequences.
    The new powers, granted under the Economic Crime and Corporate Transparency Act 2023, allow Companies House to take civil action, disqualify directors, and even pursue criminal prosecution in serious cases of non-compliance. Directors found guilty of offences could face criminal records. Companies House will collaborate with the Insolvency Service and other enforcement partners to share intelligence and take joint enforcement action when appropriate.
    Martin Swain, Director of Intelligence and Law Enforcement Liaison at Companies House, emphasized that while the agency will support businesses in meeting their obligations, it won’t hesitate to use its new powers when necessary. He said, “These new penalties mark a significant step forward for Companies House… to firmly, but fairly, enforce the law.”
    The new penalties are part of a broader effort to improve corporate transparency and combat economic crime, strengthening the integrity of data on the UK’s company register.

  • Mastering Christmas Objections – Part 3

    Mastering Christmas Objections – Part 3

    Final Week Sales Hacks – Keep the Christmas Objections at Bay

    If you’re like a lot of sales pros, you’ve probably felt that familiar chill when someone says “Call me after Christmas.” But that’s not the end of the road—there’s still a chance to seal the deal. Let’s dive into the last two winning tips that can help you keep your prospects engaged and your calendar full.

    Tip #3: Ask Better Questions

    • Drop the “Happy Holidays” placeholder. Instead of treating the pause like a dead end, use it to dig deeper.
    • Uncover the real motive. Hush your doubts: are they genuinely busy or just trying to shuffle you off?
    • Set the stage with curiosity. Probing questions can transform a “No” into “Let’s talk more.” For example:

      • “What’s the primary challenge you’re hoping to solve in 2025?”
      • “If we couldn’t meet your timeline, what would happen?”
    • Stay silent after the answer. Let the prospect reveal themselves. Silence is a powerful tool.
    • Keep the conversation alive. If the answer is vague, say, “I want to make sure this holiday period really benefits you. What’s the most pressing reason to delay?” This keeps the motive honest.

    If the decision‑maker gives solid reasons for pushing the ball into January, you’ve earned the trust and can easily re‑enter the conversation with a fresh context. But if their answers feel like a stare‑away, they might be pulling a “fob us off” move. Spotting that early is key.

    Tip #4: Have the Right Attitude

    • Smile – even over the phone. A positive tone can be contagious.
    • Show enthusiasm for the holiday pause. Rather than be gloomy like a Windows Vista, frame the break as a strategic pause.
    • Don’t assume the worst. The market’s competitive, but you’re in a good spot if you’re prepared.
    • Plan for January. Map out a “bouncing‑back” strategy that’ll impress any boss on the other side.
    • Remember the “Christmas objection” it’s all about timing. You’re not just a call on a phone; you’re a solution on a calendar.

    In a market where buyers are juggling multiple vendors, the person who tackles the holiday objection with confidence and a clear plan usually wins the sale. Keep that in mind: the next time you’re asked to defer a discussion, just respond with a friendly, “Let’s sync up in January—thanks for the holiday break.” Then leave a solid, short‑term playbook ready for when the calendar flips.

    Remember: just because someone delays doesn’t mean they’re moving on. With sharper questions and a vibrant attitude, you’ll not only survive the silent season but thrive right after it.

  • Negotiating Made Simple: Sweet Wins Await

    Negotiating Made Simple: Sweet Wins Await

    Negotiation 101: Why Giving and Taking Aren’t the Same

    Picture this: you’re in a room, a deal’s on the table, and everyone seems happy with the outcome. That’s a good bargain, right? Well, not always. When the buyer leaves smiling and the seller feels like a human glue stick, you’ve got a snapshot of the ideal. But in real-life, big‑scale B2B deals, a shaky or squabbling finish usually means the deal won’t last.

    Beyond the Poker Face

    Traditionally, we’ve seen the sharpest negotiators as cool‑headed poker players—hands tight, emotions off the table. Yet research shows that over 12 % of their top tactics involve sharing a bit of their inner thoughts and feelings. That’s more than half the output of folks who are just “average” negotiators.

    Power = Knowledge

    In sales, power is born from knowing the buyer’s needs, market quirks, and how you can help solve their pain points. It’s all about feel‑based behaviours that set the right climate for honest talk. Pro‑level players spend 2.2× more time digging for info than their mid‑tier counterparts.

    Pre‑Game: Planning Over Prep

    • What data do you need about targets, numbers, and negotiation levers?
    • How will you use that info to defend your case, showcase perceived power, and choose a winning strategy?

    Planning beats prep. If you’ve already built value for service levels, staffing, timelines, or volume before you even speak to the buyer, you’re ready to trade smartly.

    Beyond Price: Truly Adding Value

    Don’t just think in terms of “less is more.” Know what the other side values and shape the deal so it grows the shared pie. A good negotiation is about creating new value, not just giving it away. It’s less “split the difference” and more “why not make the whole cake bigger?”

    Quick Tips

    • Prioritize negotiable points—calculate the cost of concessions to stay sane under pressure.
    • Tailor your value when you speak: “I hear you need it by Christmas, let’s see if we can pull it off.”
    • Never lock a single issue out of play. Keep the conversation flexible so any topic can re‑enter the fray.

    In the end, good deals are the result of teamwork, a dash of empathy, and a clear plan. When you hit that sweet spot, you set up relationships that pay off long after the paper’s signed.

  • Held to ransom: protecting your business from cyber attack

    Held to ransom: protecting your business from cyber attack

    In March this year, the Information Commissioner’s Office (ICO) fined Tuckers Solicitors LLP £98,000.

    Tuckers had been hit by a ransomware attack that caused the encryption of almost one million files and the release of a small number of these onto the dark web. Ransomware attacks are criminal offences under the Computer Misuse Act. So why did Tuckers, the victim of a serious criminal act, end up being fined by the ICO?
    The answer lies in the obligations placed on businesses by the UK’s data protection laws. Organisations that collect and use information about identifiable individuals (which is known as personal data) must comply with the data protection principles set out in the UK General Data Protection Regulation. These provide broad principles for good data handling, rather than very specific rules.
    Security of data is key. The relevant data protection principle states that personal data must be used “in a manner that ensures appropriate security of the personal data … using appropriate technical or organisational measures.” There is a lot of flexibility in this principle. It isn’t an absolute obligation to keep personal data secure in all circumstances, which would be unrealistic and impossible to achieve. Instead, it requires organisations to take appropriate steps to ensure that personal data is kept securely.
    In practice, businesses must make an assessment of the likely threats, the potential value of the data they hold and the sorts of security measures available. By way of analogy, think about the security of your house. You would certainly want to have working locks on the doors and valid insurance cover. If you had any particularly valuable items, you might want to take additional steps, such as using a lockable safe. In some circumstances, you might want to instal CCTV or even employ a security guard, but that wouldn’t be appropriate for every house.
    Returning to Tuckers, the fact that personal data for which Tuckers was responsible fell into the wrong hands is not in itself evidence of a breach of data protection law. An organisation could have in place what appear to be perfect security measures, and yet still find itself a victim of a previously unknown or particularly sophisticated threat. Unfortunately for Tuckers, the ICO’s investigation found this wasn’t the case.
    The ransomware attack affected Tuckers’ archive server. The attacker encrypted almost one million individual files, contained within 25,000 court bundles. These bundles contained personal data relating to thousands of individuals, and included sensitive information relating to criminal offences and allegations. Most damagingly, the attacker managed to download 60 court bundles that were later published on the dark web.
    Tuckers acted straight away when they discovered the attack. As is required by data protection law, they informed the ICO within 72 hours, and later informed affected data subjects. They also informed the police, instructed third party investigators and took steps to contain the situation. Whilst all of these actions were appropriate after an attack of this nature, the ICO focussed its investigation on the period before the attack took place. Of course, it was the unknown attacker who was responsible for carrying out the attack. But, to continue the house analogy, had Tuckers left the front door unlocked?
    The ICO looked at the security measures Tuckers had in place for the period from 25 May 2018, when the General Data Protection Regulation for took effect in the UK, to 24 August 2020, when the attack was discovered. Although the exact method used by the attacker was not identified, the ICO noted that Tuckers failed to apply a patch to a known system vulnerability for a period of five months after its release. Had the patch been applied promptly, the attack may not have occurred. The ICO also criticised Tuckers for failing to use multi-factor authentication for remote access to its systems and for failing to encrypt its archived files.
    The use of multi-factor authentication and the need to apply security patches in a timely manner are both recommended by the National Cyber Security Centre (NCSC) and the Solicitors Regulation Authority (Tuckers’ regulator). The ICO noted that Tuckers’ own internal policies required all software and operating systems to be updated regularly. On encryption, the ICO found that given the highly sensitive nature of the personal data and the relatively low costs of encryption, Tuckers should not have been storing their archived files unencrypted. For all these reasons, the ICO found that Tuckers had failed to take appropriate steps to keep personal data secure, and fined them £98,000.
    Most businesses are unlikely to be holding personal data that is quite as sensitive as Tuckers. However, there are important lessons from this case about the simple steps that all businesses can take to keep personal data secure. You should keep up to date with evolving threats, listen to (and act on) the advice of the NCSC and any sector-specific regulator, and make sure you always follow your own policies and procedures for keeping personal data secure. They may not stop an attack happening, but they could protect your business from a fine.

    Finally, you should look into secure online lending platforms if you struggle to secure enough funds for what we outlined. “Since most of the lending process occurs online, you could have the money you borrowed arrive in your bank account by the next day without ever having to leave your home to request a loan,” explains an LA-based lending expert and a frequent contributor to MoneyAsap.com, Harrison Jones.

    On 8 June I will be chairing a webinar with the ICO to discuss preparing for personal data breaches. Please click here for more information.
  • Delivering results for your business; step one

    Delivering results for your business; step one

    Results are what counts. And all the talk, endless effort and countless cash will amount to nothing unless you know how to deliver results.

    From working with hundreds of SME clients over the last 10 years, and from 15 years of personal experience in multinationals prior to that, I’ve distilled out my six top tips to ensure you have the know-how to do just that.

    This week step one…

    1)    Have a clear vision of success

    This might be something for the long term, or perhaps just an intermediate point on your company’s journey.

    For instance, a) working with a telecoms company, they wanted to grow one part of their business (based on call charges) to more than match their overheads, which meant doubling the volume

    b) A start up wind energy company needed to get at least 10 prospective sites in its pipeline as quickly as possible

    Outcomes: the telecoms company more than tripled the business within 12 months and the wind energy company achieved its 10 sites within 6 weeks.

    Next week step two – Create a 100 day plan.

    If you think you’re already doing this and not getting the results you want, I’m always interested in having my insights challenged! Drop me an email hilary.briggs@r2p.co.uk and let’s figure it out.

  • Master the Force: Jedi‑Inspired Strategies for Business Success

    Master the Force: Jedi‑Inspired Strategies for Business Success

    Star Wars Meets CIOs: Five Jedi‑Style Lessons for Today’s IT Leaders

    Sure, the epic battles we saw in the movies happened a long time ago—in a galaxy that’s way out there. But the age‑old wisdom of the Jedi? That’s fresh and spot-on for every CIO and IT director juggling budgets, teams, and tech in the mid‑market world.

    Why the Force Still Beats the Cloud

    In honor of the six films we’ve already enjoyed, and gearing up for the seventh – The Force Awakens – let’s take a quick detour to see what light‑year lessons the Jedi can teach us. Spoiler: it’s all about staying nimble, keeping your squad intact, and never forgetting the community.

    1. Know the Power of a Collective Force

    Just like the Jedi know that teamwork overpowers any single lightsaber, your IT team’s strengths multiply when everyone’s voices are heard. Hack the “solo” mindset—build a squad that shares knowledge, not just secrets.

    2. Harness the Dark Side of Risk

    Adversity isn’t a villain; it’s an opportunity. Embrace risk like a Jedi embraces the darkness: learn quickly, fail fast, come back sharper. Put your own spin on “panic” – it’s a chance to glow brighter.

    3. Use the Force of Data to Guide Decisions

    Every Jedi looks out at the stars for hints. Your dashboards, logs, and metrics are the stars. Let those numbers steer strategy, not gut. If you ignore them, you’ll be leading your ship by the light of a firefly.

    4. Train Your Inner Mindfulness

    The Jedi meditate. IT leaders should too—take breaks, breathe through burnout, and keep the focus. A calm mind is the best weapon against downtime and missteps.

    5. Bring Light to Your Community

    Think of your IT service as a beacon for the bigger company ecosystem. A better user experience means happier customers and more support-friendly employees. Even a tiny shift in how you deliver tech can turn a mundane office into a galactic playground.

    So the next time you’re facing a challenge that feels like a rapid‑fire talon attack, channel your inner Jedi. Summon clarity, tap into collective wisdom, and guide your crew from the brink of chaos into smooth, star‑shaped confidence.

    Feel the power of the Force

    Turning Your Company Into a Star‑Wars Epic

    In the movies, every skirmish— from the cantina shoot‑out to the Death Star showdown—serves one grand climax: overthrow the Empire and bring balance to the galaxy. By the time Episode VI wraps up, those small, seemingly random scenes suddenly fit perfectly into the big picture. The same principle applies to the boardroom as well.

    Do Your Projects Feel Like Random Space Hops?

    Imagine you’re coordinating a team that keeps launching odd, one‑off upgrades or tiny integration tests. Each of those deeds might seem heroic in the moment, but if none of them actually nudges the business toward its ultimate goal, you’re essentially chasing a stormtrooper— pointless and exhausting.

    The “Luke‑High” Way to Success

    • Strategic Alignment: Every initiative should directly support the company’s core objectives—think of it as steering a ship through the asteroid field straight to the Emperor’s throne.
    • Purposeful Progress: Just as Luke’s resolve isn’t just about defeating a solo villain, your projects must contribute to a broader vision, not just a tidy trophy.
    • Avoiding Distractions: Like ignoring the less important battlefields can leave the Empire undefeated, stray projects can leave the real problems untouched.
    Why Small, Isolated Wins Matter— Only If They Add Up

    Mini milestones can’t replace a well‑planned campaign. If every minor operation is linked to a flagship strategy, the collective momentum will be unstoppable—just like the Vader‑clash saga, where each Jedi battle propelled the journey toward the final confrontation.

    Wrap‑Up: From Tatooine to Corporate Throne

    Think of your business as a galaxy needing order. If your teams chase every shiny, one‑off idea, they’ll scatter like wanderers in the desert. Align their efforts, keep the narrative coherent, and you’ll have that satisfying finale where everyone’s goals sync up, the “Empire” (bad business practices) is defeated, and harmony returns. May the Data be with you.

    Progress one challenge at a time

    From Star‑Wars to Software Development: A Journey With Milestones

    Remember Luke Skywalker’s classic saga? Finding a Jedi master, blowing up an alien super‑weapon, daring to rescue a smuggler, and even discovering his own lineage—each clutch of those moments is a perfectly timed milestone that keeps the Rebel cause rolling.

    Why the Parallel Matters for IT Projects

    Just like Luke, every project has a series of critical checkpoints:

    • Kick‑off & Discovery: Spotting the right “Obi‑Wan” – the experts or tools that set the project in motion.
    • First Deliverable: Dropping a small “Death Star” – a tangible outcome that proves the idea works.
    • Iterative Refinement: Adjusting plans after each result, so you never lose momentum.
    • Final Launch: Deploying the full solution, akin to the triumph of destroying that final empire stronghold.
    • Post‑Project Review: Learning the story behind the heroes, the “father” figure of best practices and lessons learned.

    Look At It Like This

    With every milestone you set, you’re

    1. Recruiting the right crew at the right time.
    2. Checking your course and recalibrating.
    3. Applying lessons for the next leg of the expedition.

    So next time you map out your project, think of it as a grand adventure—each milestone a reward that pushes the story toward victory.

    Be a Yoda

    The IT Galaxy: From Dark Forces to Stellar Governance

    Just like the Sith’s mind‑blowing powers threw Anakin and Luke into a rapid learning curve, the tech universe forces our seasoned engineers to hustle fast. These giant forces also pull in unlikely allies—for example, Han and Leia’s improbable partnership, or Lando joining forces with Luke. When the Empire finally falls, everyone has to stretch and find a new groove, building a smooth, fair Federation for the future.

    So, how does this map to an ever‑evolving IT department?

    • Rapid Upskilling: Big changes mean our tech crew must learn on the fly.
    • Unlikely Alliances: Cross‑department teams become the new Jedi and smugglers.
    • Adapting After Victory: Once the status quo is broken, a new order—think of it as the “Federation” of best practices—has to be built.

    Why Vision Matters More Than Ever

    Think of Yoda as the seasoned CIO: the ancient guide who sees beyond the immediate horizon. In a world that rewrites itself every few weeks, a visionary leader keeps everyone oriented and motivated.

    The Role of the CIO or IT Director
    • Empowerment: Give tech teams the freedom to experiment—no rigid rule‑book, just the autonomy to try new tools.
    • Responsive Innovation: Let the crew pivot with market changes rather than being stuck in strict processes.
    • Culture of Adaptation: Foster a mindset where bad ideas can be test‑ted and good ones refined quickly.

    In short: We need leaders who are as bold as a Jedi and as flexible as a plot twist in a space opera. That’s the secret sauce for turning a chaotic empire into a thriving, future‑ready federation.

    Take on a Padawan

    Mentorship: The Force That Keeps the Galaxy Rolling

    In the Star‑Wars saga, the spark of guidance isn’t just a Jedi quirk—it’s the backbone of every epic. Think of Qui‑Gon and Obi‑Wan, Obi‑Wan and Anakin, Yoda and Luke, or even the dark side: Darth Sidious mentoring Darth Maul and Anakin. It’s a pattern that shows how seasoned heroes see passing on skills as both duty and joy.

    Why Mentoring Matters (Even for Sky‑Tech Leaders)

    Just like Anakin once saved Obi‑Wan’s life (and Obi‑Wan returned the favor on a few key turns), the same reciprocal advantage holds for today’s business world. Good mentors lift their mentees, but mentors gain far more than a fresh perspective.

    Benefits for the Individual

    • Growth Speed – Learning from someone with a proven track record accelerates skill acquisition.
    • Confidence Boost – Having a trusted ally on the same path reduces the “I’m wincing” moments.
    • Personalized Feedback – Real-time, practical advice is more effective than generic courses.

    Benefits for the Organization

    • Retention Power – Mentored employees stay longer because they feel valued.
    • Skill Pipeline – Future leaders are groomed early, ensuring smooth succession.
    • Innovation Drive – Cross‑generational dialogue sparks fresh ideas.

    How to Be a Legendary Mentor

    1. Lead by Example – Demonstrate the behaviors you wish to instill.
    2. Listen First – Show genuine interest in your mentee’s goals.
    3. Set Clear Goals – Break down the journey into achievable milestones.
    4. Provide Constructive Feedback – Offer specific, actionable insights.
    5. Celebrate Wins – Acknowledge each step forward, however small.

    Just as the Jedi cultivate the next generation of heroes, modern tech leaders can harness mentorship to build robust, resilient organizations. It’s not just policy; it’s the lifeblood of progress—one lightsaber swing at a time.

    Negotiate before you get your light sabre out

    Negotiating: The Jedi Guide for IT Commanders

    Think of every IT meeting like a scene from a sci‑fi epic—only the lightsabers are replaced with PowerPoints and the Jedi mind trick becomes the polite “Yes, but…”. From the moment your squad starts debating which framework to adopt, to that moment when the CFO demands a new gadget that might blow the security budget, the art of the negotiate is your lifeline.

    Why the Middle Ground Matters

    Being the world’s most compliant fence‑sitter won’t move any boxes. Likewise, trying to bulldoze every stakeholder with a hard‑coded “no” will earn you nicknames and a one‑time “you’re fired” moment.

    Negotiation Playbook for IT Leads

    • Tech Choices – Balance the allure of the newest library against the team’s comfort level with existing stacks.
    • User Preferences – Ditch the lingo about black‑listing devices if that’s the cheapest path to smoother adoption.
    • Executive Deals – When the CEO dreams of a midnight launch, find a sweet spot where speed meets security.
    Know Your Red Lines

    Identifying the non‑negotiables (your blueprints, your security, the budget cap) early means you can steer conversations without being lost in a vortex of compromise. The right mix of firmness and flexibility turns you into a legend of the Office Galaxy—”>Go ahead and claim the leaderboard of “Best Negotiator” title.

  • How can you fine-tune your working environment so everybody can be at their best?

    How can you fine-tune your working environment so everybody can be at their best?

    Do you have an office buzz? Do you thrive in hustle and bustle? Or, does it drive you to distraction?

    The office fizz may be a good indication of a flourishing culture, with business booming and teamwork in action, but it might also be causing some of your employees to feel stressed.
    Misophonia is a condition where particular sounds can trigger extreme feelings, like panic, rage or anxiety, making it hard to think straight. Everyone is unique, and people can function differently depending on the level of noise they are exposed to.
    So, how can we tweak our workspaces to support our staff’s needs and keep everyone working as productively as possible?

    Look at the working environment

    Start by looking at the workplace and ensure it is reflective of the type of business you want or need to run. Do you want it to be quiet, or would you prefer it to have an energy that will generate noise as a by-product?
    You may not have much choice – as some industries will demand a certain ambience: think a funeral parlour vs a call centre. For many, though, you will have some flexibility to cater to different working styles.
    Do you want open-plan areas where people can come together to collaborate, problem-solve and bond? Do you need quiet areas or private booths where people can talk freely without bothering others?
    Assessing your workplace is an opportunity to make conscious decisions about its mood. Do you want background music playing, and if so, who chooses the tunes? Optimising seating plans, heating and ventilation, will add to staff comfort.

    Talk to your employees

    Explore with individual employees ways in which they can work comfortably; they know their needs best!
    Most people will be able to acclimatise themselves to working in noisy conditions. In other words, acknowledging the hubbub and gently encouraging them to give it a go for a few weeks might be all they need. If they need more support, though, here are some ideas:
    Headphones are one device that many office workers need no second invitation to reach for to shut out the outside world. Some may choose noise-cancelling ones, or just earplugs, while others opt for music.
    While listening to music is generally proven not be as effective for concentration as silence would be, the very reason we are discussing this is that you do not have silence to begin with – so it could help. The genre of music and the type of task being performed will have a bearing on whether this is a successful tactic!
    Noise levels may not be consistently high throughout the day. Could people who prefer the quiet have the opportunity to come in earlier so they can have focus time to concentrate before the office fires up?
    It is not just noise that can be distracting – interruptions from emails, phone calls, and messaging apps can easily derail the most conscientious of workers. Consider some training around time management here.

    What about noise when working from home?

    If you have staff who work from home, the summer holidays may be a time when a once quiet home office becomes overrun with noisy children!
    Make it clear when discussing work-from-home arrangements that, when on the clock for you, employees need to have space to concentrate.
    To protect your productivity, it is important to make clear that a working-from-home arrangement is not childcaring time. If the work rate is dropping off, take time to explore the barriers to effective home working with them and see if you can help. You could consider asking staff to show they have a strategy for childcare and maintaining a productive and distraction free home environment.

    Some outside help

    We all need a bit of help. If you are struggling to create the right workplace culture or need help managing staff who are complaining about a noisy workplace, consider contacting Occupational Health providers or HR experts.
    Discuss with your business network and friends to see how they approach keeping their staff focused, comfortable and productive.

  • 2 Little Words to Close More Sales

    2 Little Words to Close More Sales

    If you knew two little words that could improve your sales, you’d use them, wouldn’t you?

    When you see your customer has some reservations, it makes sense to get the issues out in the open, doesn’t it?

    And after the ink is dry on the deal, you should make every effort to make sure your customer is satisfied, shouldn’t you?

    So why all the questions? They illustrate a simple technique–sales tie-downs–that can help you improve your sales process. By getting your customers to agree with you in small steps along the way, you have a better chance of reaching agreement when it’s time to do business.

    Sales tie-downs are short questions you add to statements throughout your presentation to get your prospective customer to start saying “yes” long before you go for the close. You want to engage your customer and get them used to saying “yes.”

    Too often, sales reps simply regurgitate their presentations and expect to land the sale. It doesn’t work. Prospects tune out because they aren’t engaged in the process. The remedy is to ask little questions along the way, and monitor the feedback.

    You know what I mean? Are you following me? These are tie-downs. End statements with questions like: Wouldn’t you agree? Is that right?

    These questions can be as simple as:

    • Aren’t they?
    • Can’t you?
    • Isn’t it?
    • Shouldn’t it?
    • Won’t they?

    Tie-downs have to become a natural part of your conversation before you can use them in your sales presentations. Be aware of your tone so the questions don’t sound threatening or argumentative. Practice tie-downs on your spouse or friends. Have some fun using them in role-playing exercises with other sales professionals. That will help you develop a rhythm that will include enough–but not too many–tie-down questions.

    There’s another benefit to tie-downs as well: They keep you in control and confirm that your customers understand what you are saying during your sales presentation, and that it’s okay to continue.

    You don’t need a big close, as many sales reps believe. You risk losing your customer when you save all the good stuff for the end. Keep the customer actively involved throughout your presentation and watch your results improve.

    Now let me ask you again, if you knew two little words that could improve your sales, you’d use them, wouldn’t you? I think you know the answer.

  • Love me tender

    Love me tender

    There are quite a few things to consider when responding to a tender (RFI, RFP, feel free to insert your own initialisation).

    One thing we all know is that responding to a tender takes time, money and resource, both for the selling and the buying organisations and getting it right is a labour of love.
    So here’s a few tips to help you make the most of the tender opportunities that come your way, ensuring your (and your customer’s) time, money and resource are used wisely.

    Look before you leap

    When you receive a tender document, read it from cover to cover to ensure you understand everything there is to know about it. Unless you take the time to understand exactly what the customer wants in terms of product, service level agreements, price, timescales and terms and conditions you won’t be able to structure your response to satisfy those requirements.
    Resist the temptation to leap into constructing a response. Time taken reading and thoroughly understanding the requirements will save a lot of work, cost and emotion (if you get it wrong) later on. If there is something you need clarification on or if you have questions to ask, make sure you do this immediately after reading the tender and before you decide to respond.

    You don’t have to bid

    Probably the most important rule to remember is that you don’t have to bid just because you have been invited to.
    After you have finished reading the tender ask yourself if the requirements being specified are aligned to your company’s strengths and if you can win? If the answer is no or you are not sure, then consider the time and cost associated with responding and whether or not your resources would be better spent elsewhere?
    In addition, if the first time you were aware of the tender is when it dropped into your inbox, it’s a sign that you are not positioned strategically with the customer and competing organisations are probably more so..

    If you do respond, do it to the best of your ability

    Responding to a tender is exactly the same as submitting a sales proposal, other than that the structure of how the information is provided is dictated by the customer, not the selling organisation. In my own experience it’s amazing how many organisations forget this and make a poor job of their tender responses.
    So, if you do decide to respond make sure you provide the information requested in the format provided. Moreover, be specific with your answers and at all costs avoid generic responses that point towards a lack of understanding or compliance to the requirements.

    It’s not always about price

    The lowest price does not always win.
    The production of a tender takes a lot of time, resource and money for the buying organisation to produce. The customer is trying to achieve a combination of the best solution and price, not just the best price. The more relevant your response is to the customer’s requirements the less relevant the price will be. Even Public Sector tenders are judged on best value not on best price.

    Why we lose

    When a tender response is unsuccessful it is because (a) you should not have responded in the first place, (b) your response didn’t meet the tender’s requirements in full and someone else’s did, (c) you didn’t understand the customers resonating focus, (d) a combination of all three

    Don’t be late

    Every tender comes with a deadline for submission, if you can’t comply with the deadline tell the customer as soon as you receive it. The only time you can credibly ask for an extension is as soon as you receive it. If it’s not possible to get an extension, a no bid should be your next course of action. Otherwise you will undoubtedly (a) rush your response, which will result in a loss, (b) miss the deadline and/or (c) both.
    Tenders are an invitation to produce a sales proposal for a specific piece of business, albeit in a specific format. As such, they should be loved with the same degree of qualification, care process and professionalism as any other opportunity.
    So, if you received one today, hopefully after reading this, you’ll know what to do.

  • Building Blocks: Which asset class can secure your financial future?

    Building Blocks: Which asset class can secure your financial future?

    For several decades received wisdom has told us that property investment is the best way to watch your wealth grow.

    There’s something powerful about investing in a tangible asset you can touch, see and control. Contrast this with purchasing shares in a conglomerate that is intangible, but can – entrusted to a financial expert – earn an exciting return for you.
    If you decided to fund a property portfolio 25 or so years ago, you’re probably mortgage-free by now. In addition, Schroders has calculated your investment might have more than “quadrupled”.
    The quotation marks matter. Property investors often fail to consider the ‘cost of liquidity’. This wouldn’t be a problem if your bricks and mortar were legal tender; you could buy your weekly shopping with a brick.
    Sadly, you can’t. Rather you must sell your property, and the gain could be subject to Capital Gains Tax (CGT) up to a whopping 28%. You’ll also need to pay brokerage and legal fees before you receive the cash in your bank account ready to be spent.
    Property investment now comes with a warning
    Property investors do so not just for growth but also consistent monthly rental income with the expectation it will continue into retirement. Due to the low cost of borrowing for the past 20 years, which has given strong net yields, it has been a reasonable expectation – until now.
    Many people are becoming saddled with bigger mortgages – and unhappy tenants – alongside the current dip in property prices. Analysis by The Telegraph stated an average landlord paying the higher rate of tax face losses when the bank rate reached 2.75%. In an uncertain economy the dream of property ownership can fast become a nightmare.
    Alongside the low-interest rate era coming to a crashing end, we are in an environment of high inflation and low wage growth, with the cost-of-living crisis resulting in a 98% increase in rental evictions according to Property Reporter.
    Meanwhile, the buy-to-let industry continues to plagued by government intervention – most recently the policy paper A fairer private rented sector. Ministers are often perceived as being ‘anti-landlord’; whether restricting the amount of mortgage interest deductible as a business expense; the 3% stamp duty surcharge; meeting new energy-efficiency standards; or other areas of governance and compliance.
    In a nutshell, landlords must professionalise and see their property investments more as a business than an investment. Which begs the question, have they got time to manage a business alongside their day job? Probably not.
    It’s fair to say those once-popular property investment weekend diplomas may be suffering from a dearth of delegates today.

    Spread risk to cement financial growth without property

    Highly successful families who have built generational wealth do not merely invest in physical property. It’s among the worst asset classes you can pick, if it’s the only thing you invest in.
    There are better solutions – and they require sensible investment. That means keeping pace with inflation at the very least, and maximising your returns relative to your risk appetite, while also ensuring tax efficiency.
    It’s fundamentally important to diversify your wealth across asset classes, sectors, geography, and even company size. Globalised investment funds spread risk in such a way that your wealth wouldn’t be totally undermined by economic shockwaves, as it might be with a single asset class approach – which could happen in a property price crash.
    It’s just as important to make use of the plethora of tax wrappers to hold your investments: see my earlier comment about the ‘cost of liquidity’. 
    Consider this: you invested £500,000 into mainstream securities – stocks, bonds, commodities – then markets dropped 35% in a single year; your investment is now worth £325,000. Should you panic and decide to cash in, attracted by high 5% interest rates, you would have materialised the 35% paper loss. It’s only a loss if you sell.
    Some time later, the markets recover. The number of shares you originally owned are now worth £500,000, but you only have £325,000 plus some interest to buy back in.
    The key lesson to long-term investment is, “Don’t panic”; acknowledging that’s easier said than done, especially if you’re reaching a point when you need to extract capital.

    Wealth management changes to suit the modern world

    The longer you invest the greater the chance you have to ride economic volatility and maximise your investment. Ongoing private client advice matters greatly as it can prevent rash decisions, such as selling your investments during a downturn.
    The traditional model of financial advice, revolving solely around financial instruments and overlook legal issues, is changing. The market is also being successfully automated: we’re working on assisting in this space with the My Finances app.
    Yet with greater levels of wealth comes more financial complexity, so private client advice continues to matter. It will be some time before AI and other technology obsoletes it.
    Sound financial and legal planning is key, focused not on returns but instead optimising the preservation of wealth, while maximising opportunities for tax-efficient liquidity.
    In an environment increasingly devoid of face-to-face human interaction, many wealthy people and their potential beneficiaries still need help with their financial affairs, and empathetic, technically robust, tailored solutions matter more than ever.
    To paraphrase a popular school song it’s always wise to build your personal fortune on rock, but using that firm foundation to then spread your risk is how you’ll reap the greatest rewards.

  • Embrace the Summer: A Season of Reflection and Renewal

    Embrace the Summer: A Season of Reflection and Renewal

    The arrival of summer brings with it an invaluable opportunity to rejuvenate our spirits and refocus our energies.

    Spring: Time for a Life Check‑In

    As the days stretch on, the sunshine feels like a big, friendly hug, and you’re suddenly ready to pause the rush, look at the whole picture, and drive toward a smoother, more satisfying ride.

    The Quick Scan Steps

    • Step Back – Give yourself a breather, like pulling your car out of the traffic jam.
    • Reassess – Line up your goals and realities so they can do a smooth dance.
    • Move Forward – Hike on that balanced path, no more side‑by‑side jams.

    So grab your favorite comfy spot, breathe a deep breath, and let the warmth of spring help you rewrite your own playbook of well‑being.

    Creating a Balance Lifestyle for the Second Half

    Take a Moment to Chill Outthis Summer

    Feeling like life’s on autopilot? It’s time to hit the brakes on the daily hustle, let the sunshine do its thing, and give yourself a little room to breathe.

    Why Pause?

    • A chance to look back. Grab a mental selfie of the last few months: what did you win? What stuck around like that stubborn lint on your shirt?
    • Check on your well‑being. Your body and brain are the ultimate co‑workers. Are they still on board, or did the “cha‑cha” of deadlines get them to juggle too many bracelets?
    • Plan the next chapter. Think of the upcoming half‑year as a clean slate—ready to invest in new habits, healthier choices, and some good ol’ self‑care.

    Quick Self‑Check Questions

    1. Did I eat more than I exercised? If so, maybe swap a pizza slice for a salad.
    2. Is my mental health on a steady ride or like a roller coaster with no seatbelt? Yep, time for a pause.
    3. Would giving myself grace help me tackle my goals? Absolutely—no sweat.

    Give yourself that little break. Your future self will thank you, and your body will reward you with more energy—and maybe fewer sore muscles!

    Redefining Your Fitness Routine

    Kick‑Start Your Summer Fitness Reset

    So, the second half of the year is humming into town, and it’s the perfect cue to give your daily grind a fresh spin.

    • Audit Your Current Routine: Is your current workout seriously fire‑power, or could it use a burst of excitement?
    • Choose Your Canvas: Summer isn’t just about sunshine—it’s a laid‑back backdrop for building habits that stick.
    • Pick Your Move:
      • A brisk morning walk to wake up the day.
      • An energizing jog that feels like a sprint to the horizon.
      • A serene yoga flow to calm the mind and stretch the body.

    Remember, it’s all about making the choice that feels like the best fit for you. Pick, pace, and thrive—summer style!

    Beyond Vacation:  Embracing Local Tranquillity

    Strolling Through August’s Chill

    Dreaming about jet‑setting is tempting, but let’s be honest—summer’s real party is all about the slow days.

    Days Free from the Bell

    August rolls out an easy‑going canvas, turning streets into quiet roads and mornings into calm spaces where the school bell can finally say “goodnight.”

    • Urban explorers can still feel the beat of the city.
    • Suburban dreamers get the chance to unwind under their own sky.
    • Every pocket clock gets a chance to cool down.

    Let Your Spirit Do the Swing

    Whether you’re hustling through a downtown maze or chilling on a sleepy suburb lane, August invites you to let the quiet strip off your daily hustle and let your mind take a breather.

    Cultivating Productivity Through a Clear Desk

    Make Your Summer Sparkle and Your Brain Spark

    Ever feel like your desk is a mini‑galaxy of junk and every pencil is a rogue asteroid? This summer, swap the lazy beach lounging for a desk‑decluttering marathon—the physical version of clearing your mind.

    Step‑by‑Step Guide to a Zen Workspace

    • Clear the chaos: Pull out the whole desk like you’re pulling a stubborn tooth. Drop everything on a flat surface.
    • Sort by urgency: Is it “urgent document” or “I’ll probably need it eventually”? Toss, file, or stash.
    • Create a system: Use labeled bins and a filing cabinet that’s actually used—no more “Folder #3” and “Folder #5.”
    • Let in light: Open a window or turn on a desk lamp. A bright, clear space feels like a fresh air cycle for your thoughts.

    Or Turn to the Book That’s Been Calling Your Name

    Sometimes the best way to reset your mind is to let a good book do the work. Grab that lonely stack of novels and give them the love they deserve. Picture each page as a tiny adventure waiting just for you—no “unfinished” feeling, just pure curiosity.

    Why You Should Do It

    • Boosts focus—a tidy desk is a shortcut to a tidy mind.
    • Reduces stress—no more frantic search for that “missing” pen.
    • Encourages creativity—fresh space and fresh pages make room for fresh ideas.
    • Gives you a brag‑worthy summer story—”I conquered the clutter and discovered Hemingway.” That’s golden.

    So dust off that mop, grab a coffee, and let your workspace—and your thoughts—shine bright this summer!

    Escaping the Frenzy:  Enjoying Simple Pleasures

    Summer Vibes: Where Time Stands Still

    When the everyday grind gets noisy, the calm of summer is the perfect reset button. Picture this: a leisurely stroll through sun‑kissed parks, where every breath feels like a gentle drumbeat of nature.

    What to Do:

    • Wander slowly, letting the sunlight filter through leaves.
    • Take a moment to admire the intricate patterns of flowers and trees.
    • Catch the warmth that seems to hug you from the sky.
    • Find peace in these quiet, precious moments.

    Why It Works:

    Slow walks let your mind breathe, the gentle sway of branches acts like a lullaby, and the open sky reminds you that you’re a tiny, wonderful part of a much larger story.

    Takeaway:

    Life’s simple pleasures are just a sunny path away. So lace up your shoes, step outside, and let summer do the soothing work for you.

    Emerging From Summer with a Revitalised Spirit

    Summer: Your Personal Power‑Up Season

    Let’s be real – summer isn’t just about that calendar check‑in. It’s your backstage pass to a fresh, 100‑percent reboot of the you you want to be.

    Why It Matters

    • Reset Button: Sunlight nudges your mood hormones, giving you the perfect vibe for a quick mental clean‑up.
    • Passion Reload: The long days and warm nights open the door to rekindling those hobbies you put on the back burner.
    • Goal Refine: With the heat out, you get a clearer view of what truly matters — no sweat yet.

    How to Turn Summer Into a Self‑Improvement Sprint

    • Slow‑Motion Thinking: Let the world go a bit slower. Rethink: What I truly want? What’s the obsession that would make me jump out of bed at dawn?
    • Nature’s 24‑Hour Playlist: Get outdoors. Listen to rustling leaves, waves, or that distant howl of a coy dog—nature’s soundtrack is the best free therapy.
    • Rejuvenation Rituals: Try short naps, hydrating smoothies, or just a walk by the lake. Even a quick stretch can work wonders.
    • Set Tiny, Tangible Goals: Rather than “improve overall well‑being,” pick something like “walk 10,000 steps every Sunday” or “read one chapter daily.” Those little wins build up into the grander transformation.

    When all’s said and done, you’ll step out of the warmth of summer with a new‑found vigor and a heart that’s buzzed with gratitude for the small, glorious moments life throws at you.

    Ready to Conquer the World?

    Take that first step. Pack your sunscreen, grab a coffee, and let the sun’s rays light the path to a brighter, better you. The world’s still waiting—let’s show it your upgraded version!

  • Top things to consider when employing an apprentice

    Top things to consider when employing an apprentice

    This only serves to highlight the fact that apprenticeships are becoming an increasingly popular career route for school leavers over the past few years.

    In an increasingly competitive labour market, apprenticeships play a vital role in equipping young people with the skills they need to succeed in the labour market, helping them get their foot on that all important first rung of the career ladder.

    What’s more their popularity looks only set to continue with the school leavers now having to remain in education or training until 18.

    Employing an apprentice can be a great way of boosting your business; 96% of employers who take on an apprentice report benefits to their business whilst 72% report improved productivity as a direct result of employing an apprentice.

    However like any other employee there are some important things to be clear on when taking on apprentice.

    Key things tips to consider when you are considering taking on an apprentice include:

    Be clear on pay and hours

    An apprentice will normally work a minimum of 30 hours per week and should receive a minimum wage that is determined by their age and programme.

    If you take on an apprentice as an employer you must ensure you have an apprenticeship contract drawn up and signed by both parties. Otherwise you will be legally obliged to pay the national minimum wage rate, rather than the £2.68 an hour 2013/14 apprenticeship rate.

    As with other members of staff failure to pay the correct minimum wage could result in a fine of £20,000 and being publicly named and shamed.

    Details on wage rates for apprentices can be found on the National Apprenticeship Service website.

    Be clear on your obligations

    It is important to realise that once to choose to take on an apprentice you are committed to provide them with employment for as long as it takes to complete their programme or a minimum of 12 months, whichever is greater, subject to satisfactory performance.

    You can only terminate an apprenticeship early in very rare cases and not simply because you are unhappy with their performance. Also, you cannot make an apprentice redundant unless the workplace is closing. If an apprentice has their contract terminated unfairly, they can receive significantly higher than normal damages for wrongful dismissal to compensate them for loss of wages, loss of training and loss of status. If they have the required qualifying service, they can also claim compensation for unfair dismissal.

    As with other employees, apprentices must receive a minimum 20 days holiday per year plus bank holidays.

    If in doubt get advice

    As with all employment matters it is important to seek advice if needs be. The Forum’s business advice team can provide advice on all employment related issues including apprenticeships. For further information visit www.fpb.org

    Image: Apprentice via Shutterstock

  • Unlock 7 Game-Changing Hacks to Cut Business Travel Costs and Save Time

    Unlock 7 Game-Changing Hacks to Cut Business Travel Costs and Save Time

    When it comes to business travel, most SMEs are itching to get back on the road! But this uptick in demand combined with lingering airline capacity issues, not to mention increasing fuel costs, means higher prices – at a time when most business’ budgets are under pressure.

    Lighten Your Business Travel Load: 7 Clever Ways to Save Time & Money

    Ever felt your business trips pick up extra luggage—financial and time-wise? The secret? Swap unmanaged travel for managed travel, and watch those savings roll in like a complimentary beverage at the hotel lobby.

    1. Embrace the “Managed Travel” Mindset

    Think of it as hiring a personal travel stylist—one that ensures every flight, hotel, and car hire looks perfectly curated. No more hunting for the lowest fares on lonely corners of the web.

    2. Prioritize Terms & Conditions, Not Just the Price

    Yes, the cheapest ticket can suck the fun out of a trip. Opt for flexible plans that let you tweak or cancel without a headache (or a fortune).

    3. Time is Money—Get Five Minutes Instead of Fifty

    A streamlined booking system saves you 50 minutes that you can spend on a coffee, a quick scan of the local vibrancy, or simply breathing. Give your managerial life that extra breather!

    4. Tap Into a Treasure Trove of Deals

    Professional travel partners have access to high‑volume discounts and exclusive fares. Think of it as a secret club where your wallet gets a VIP pass.

    5. Instant Support: Your Lifeline When Things Go Wrong

    Flights cancel? Rebooking needed? A 24/7 helpline turns a potential travel nightmare into a solved puzzle, often within seconds.

    6. Evaluate Costs from a Panorama View

    Look beyond the initial booking—consider transportation, meals, and incidental needs. Harmonize each step to slash inefficiencies.

    7. Plan Ahead, Think Long‑Term

    It’s not just the trip day; it’s about savings a month—or even a year—down the line. Book in bulk, negotiate better rates, and get loyalty perks that add up.

    So next time you’re gearing up for travel, remember: manage the journey, not just the destination. Your bank account—and sanity—will thank you.

    Look into your data

    See Your Travel Spend in Full Colour

    Ever wanted to cut between the red, the black, and the blue to see exactly how much you’re dropping into flights and hotels? It’s like opening a portal to your pocket’s secret life.

    Key Questions to Start With

    • How often does your crew hit the road?
    • Can those trips be booked a few months in advance?
    • Where lies the juicy data hidden in plain sight?

    Optimising Like a Pro

    Every day, our team hunts for clever tweaks—big or small—to squeeze the most out of every dollar.

    • Spotting price flares in the airline market.
    • Choosing hotels that offer the best free Wi‑Fi, because a lack of signal is a silent cost.
    • Mapping out routes that cut fuel costs and time.
    Takeaway: Why it matters

    When you understand your travel patterns, you can:

    • Lock in lower rates by booking early.
    • Increase team morale by reducing travel stress.
    • Re‑allocate savings to other strategic initiatives.

    Ready to turn those raw numbers into a clear, actionable plan? Let’s dive in together.

    Set the rules

    Keep Your Travel Spend on Target — Why a Travel Policy is a Money‑Saving Superhero

    Ever notice how a group of people with free rein to book flights, hotels, and dinners can drive your budget down faster than a leaky faucet? That’s exactly why a travel policy is the number one trick to protect your expenses.

    • Choose the airlines your crew should fly. Stick to a shortlist and watch those fares drop.
    • Class rules: Keep economy for the everyday traveler, pretentiously upgrade to Premium for the occasional jet‑setter, and reserve Business for the big moves.
    • Hotel caps: Set a nightly limit so you’re not paying a small fortune for a room that’s actually a luxury boutique.
    • Approval hierarchy: Decide who signs off on bookings, so no one spends in the grey‑area.

    Even the simplest guidelines, when put on paper, can bring a huge difference. No more “I just booked a last‑minute flight” surprises.

    Take the pressure off your ‘go to’ person

    When One Person Becomes the World’s Travel Manager

    Picture this: a small inbox, a handful of flights, and one laser‑focused employee juggling all the travel for their whole team. It’s a quiet hero in the office, quietly handling itineraries while the office hums on. But when a company’s workforce explodes from 32 to 125 people, that one person’s juggle starts to feel like a circus act.

    Holovis: From 32 to 125 Dreamers

    Holovis is the magic behind mind‑blowing theme‑park rides and AR/VR spectacles worldwide. As it grew, so did the need to ship designers and engineers across continents—sometimes in large groups, often with “stop‑over” trips in between.

    • Every day became a spreadsheet nightmare.
    • Bookings weren’t just manual anymore—they felt like a “Where’s the flight?” game.
    • When borders closed or engines sputtered, the instant chaos hit.

    The In‑House Bookers: Your Silent Saviors

    The lone booker was the backbone of Holovis’ travel: booking tickets, watching cash flows, and wrangling post‑trip receipts. When something went sideways, the whole team felt the ripple—misties of lost dashboards, empty conference rooms, and a very angry sea of e‑mails.

    Some folks even say that in-house bookers were the unsung “office wizards” with eyes on the gold‑en route for saving mates.

    Enter Corporate Traveller: The Ultimate Shortcut

    Corporate Traveller swooped in and took the shackles off the in‑house booker’s belt. Tech savvy, instant approvals, and an on‑call team ready to handle everything from last‑minute changes to emergency returns.

    Thanks to the partnership, Holovis gained:

    • Reliable cost control—no more overbooked flights.
    • Reduced admin fatigue—booker spent less time on paperwork.
    • Fast response to boundary hiccups—engineers avoided forced extratime stops.
    • Peace of mind—if an itinerary glitch popped up, the traveler was hand‑carried back home.

    Why It Matters

    Smaller companies can keep travel tidy with a single “office traveler.” For companies rocket‑jumping, a dedicated travel support team isn’t just a luxury—it’s a necessity. It keeps teams moving, costs within budget, and headaches at bay.

    Holovis’ story shows that when the crew grows, so should the travel infrastructure. And with the right partner, you can focus on designing incredible experiences rather than chasing flight confirmations.

    Keep your team focused on the day job

    Travel Planning: The Time Sink

    Even when flights are on-point, chasing a booking online can feel like a marathon for your team. Counting the minutes you spend scrolling, comparing fares, and double‑checking availability, you might barely reach the 49‑minute mark—before you even hit Book.

    Why It’s a Drag

    • Endless searches across multiple websites
    • Price comparisons that need constant refreshing
    • Stiff competition for seat inventory at the last minute
    • A final click that may trip over a new policy or a payment glitch

    Enter the Travel Management Company (TMC)

    With a TMC in play, the whole process collapses into just five minutes. Not only does it shave hours off your calendar, but you also secure the best rates available that very day.

    Mary in Sales: A Case Study

    Picture Mary, queen of closing deals, spending arbitrary hours on AirlineX.com—where she should be drafting proposals and running training sessions. Clear question: is this a productivity menace or a mere inconvenience? The answer lies in swapping pages for TMCs and letting Mary focus on what truly matters.

    Trade SOS calls for 24-hour support

    Why Do the Worst Things Always Happen After Hours?

    Picture this: you’re on a weekend and suddenly a travelling boss or a travel planner receives an SOS call from an upset traveller on the late side of a Saturday evening. It’s exactly the kind of scene nobody wants to live through – “please hold, you’re on a call centre with endless wait times!”

    Reasons It Feels Like a Week‑End Nightmare

    • The clock often ticks 8‑10 pm, which means staff are already clocked‑out.
    • Common solutions, like calling a “24/7 office,” are inisōmorphic & expensive.
    • Most travel teams normally wrap up with their last shift at 5:30 pm.
    • So when you call at 11:30 pm, the only available options are either a phone menu or a live agent who has already left.

    How a Dedicated After‑Hours Support Team Changes the Game

    Picking the right travel partner means you’re covered outside regular working hours. The post‑hours team knows the common bumps: flight cancelations, passport issues, lost luggage. They get the right to act fast, which keeps the Traveller’s day from spiralling into a full‑blown disaster.

    When an after‑hours support squad is in place:

    • You can call directly and get a human agent ready to help, no waiting.
    • Travel planners feel confident that if something goes wrong, travelers won’t feel stranded.
    • The employee morale improves because the system is smooth.
    • Simply put: the weekend crisis disappears.

    Enough with the Weekend Snafu

    Got an reliable partner with after‑hours coverage? Then the frantic Saturday‑night calls are a thing of the past. That’s a win for the boss, the planner, and, most importantly, the traveler. Stay calm, you’ve got a backup on standby.

    Make any crisis that bit more manageable

    Got a Travel Turbulence? Let the Pros Keep Your Team Calm

    Ever wonder how to gauge the mental burden your staff picks up when trips go off-script—especially after juggling COVID‑era chaos? That’s a bit of an invisible juggernaut, but it’s a piece of the puzzle you shouldn’t leave to chance.

    The Managing‑Travel Magic

    And here’s the twist‑in‑the‑road: if you’ve nailed a managed travel program, the weight of this stress takes a deal of a load off your shoulders. Think of the program as an internal concierge that swoops in to handle the details so you can focus on the big picture.

    When the Unexpected Happens

    In a crisis—whether it’s a sudden flight cancellation or a last‑minute venue change—the trained experts at a Travel Management Company (TMC) step in. Their job? Rapidly iron out the admin and logistics so the team’s day doesn’t spiral into chaos.

    • Swift booking replacements
    • Real‑time itinerary updates
    • Cost controls that keep you from blowing the budget

    All the while, they’ll keep the expenses from soaring out of control—no unexpected “over the top” surprises. That means your forecast stays tight and your spend stays predictable.

    Why That Matters

    When the plans get muddled, you’d normally feel the pressure. But with a travel expert on the helm, your team gets a calm ride through the storm—stress levels stay low, budget stays on track, and everyone can keep doing their best work. That’s the kind of peace-of-mind you want in a hectic world.

    Knowledge is power

    Travel Expertise That Makes Entrepreneurial Success Even More Fun

    Why 2022’s Travel Scene Is a Whole New Ball Game

    Even if you’re a startup superstar launching ventures or steering your business through high‑stakes decisions, the travel landscape is flipping on its head.

    We’ve Got All the Right Connections

    Our squad brings tons of experience and deep industry know‑how—plus the travel links you can’t get elsewhere. And if plans go sideways, we’ll push the cancellation fees back into the void.

    The Power‑Packed SME Corporate Travel Toolkit

    Knowledge is your secret weapon. That’s why we’ve assembled a toolkit that’s all about:

    • Crafting the perfect travel policy that keeps the team moving smoothly
    • Spotting savings without compromising traveller safety (you can’t put a price on a good vacation, but you can put a price on your team’s well‑being!)
    • Steering clear of the pitfalls of unmanaged travel, so you never get stuck in a bind
    • And a ton more handy tips that make sure every trip counts.

    Take the leap—your next journey is closer than you think.

  • Conquer Your Fear and Master Confident Business Presentations

    Conquer Your Fear and Master Confident Business Presentations

    As one of the judging panel for the up and coming Business Champion Awards I wanted to offer my professional advice to finalists to let them hone their presentation skills to share the best of your business to the judges.

    The Business Champion Awards are designed to celebrate the best of British business nationwide, but my advice is valid for any business making presentations.
    Are you ready to talk about your business decisions, or does the prospect of presenting make you feel nervous? 
    You’re not alone in feeling this way and as much as our team of organisers can say: ‘it’s meant to be a positive experience to reward the champions of business’ it’s still always a bit nerve wracking on the day. Have no fear, because there are ways around this though …

    Great presentations are made from process, preparation and practice

    There is a quote attributed to Dale Carnegie that states,
    ‘There are always three speeches for everyone you gave; the one you practiced, the one you gave, and the one you wish you gave.’
    The inference being that speeches and presentations don’t always go to plan, and most of us have sat and squirmed, or maybe even enjoyed a moment of schadenfreude, as a speech or presentation has collapsed into mayhem before our very eyes.  
    There are people who will tell you that delivering a speech or a presentation is an art, that some people have it, whatever ‘it’ is, and some people don’t.  But, solely relying on “it” can leave even the most accomplished public speakers scrambling for the right bit of paper, heading off topic and seeing their presentation rapidly unravel.
    Like most things in life, the best way to avoid a presentation disaster is to employ a process, prepare properly and practice. Obviously, you must understand the subject matter you’re presenting, but without process, preparation and practice you dramatically increase your chances of acting out Carnegie’s quote.
    So here are a few tips that might help you actually give the presentation you planned.

    1. Ask yourself why you are giving the presentation?

    What Do You Want Your Crowd to Do After They’re Done Listening?

    Before you spill your ideas, ask yourself the one big question: “What is the action you want folks to take?” It’s the secret sauce that shapes every word, slide, and smile you’ll throw into the mix.

    1⃣ The 3 Main Missions & the Styles That Fit

    • Get Them Fired Up! – Want a call‑to‑action that sends chills down arms? Then let your voice carry the fire: passionate, motivational, and absolutely upbeat. Think elevator music turned to a full‑blown rock concert.
    • Teach Them Something – If your goal is education, buck up for charts, stats, and the occasional “mind‑blowing” factoid. Sprinkle data like confetti so your audience can both laugh and learn.
    • Secure the Deal – Need proposals or contracts approved? Keep your focus razor‑sharp. Lay out the next steps like a well‑ordered treasure map: short, clear, and actionable.

    2⃣ The “Why” Behind the “What”

    Ask yourself why you’re presenting, what you’re presenting, and how you present it. If you skip the “why,” the “what” and “how” will wander like a lost tourist in a city without a map. Stay synced, stay engaged, and your message will echo loud and clear.

    Quick Takeaway

    Know your end goal, match the style to it, and always anchor your narrative with the original “why.” That’s the recipe for a presentation that sings – and gets people moving.

    2. Understand your audience

    The smaller the group you are presenting to the easier it is to understand your audience, the larger the more difficult.  That said, no matter how large your audience there are questions you can ask yourself that will help align your content to what they are hoping to hear.
    A few questions to ask yourself about your audience include,

    Who are they?  What do they already know about the subject matter you are presenting and how does this inform your content and delivery style?
    What are they expecting you to present?  Have you been explicit enough in communicating the purpose of your presentation to them?
    Out of all the different aspects of your subject matter what do they care about most?  People engage when they hear things they care about and disengage when they don’t.

    It may seem blindingly obvious but working out what your audience is interested in is key to the success of your presentation.

    3. Have a structure and stick to it

    Why the Classic Three‑Act Structure Rocks Presentations

    Meet the Star Players

    • Opening – The “hook” that sets the stage. Just like a good joke, it grabs attention before we get into the nitty‑gritty.
    • Body – The meat of the talk. Where we dive into the details, share insights, and keep the audience on their toes.
    • Conclusion – The wrap‑up that ties everything together, leaving your listeners with a clear take‑away.

    Why This Works 99% of the Time

    Think of it like ordering a pizza. The opening is the crust—broad and inviting. The body is the toppings—full of flavor and content. And the conclusion? The extra cheese that seals it with a satisfying bite.

    The Simple, Yet Powerful Recipe

    1. Tell them what you’re going to tell them: Give a sneak peek. “Today, we’ll explore why coffee is hotter than your ex’s last love‑affair.”
    2. Tell them: Deliver the juicy details. “I’ll show you the science behind caffeine and the surprising statistics.”
    3. Tell them what you told them: Summarise. “Remember: caffeine hits faster than a reality‑tv cliffhanger.”

    And just like that, you’ve turned your presentation into a memorable, engaging experience that keeps everyone glued to the screen—no AI‑generated fluff required.

    4. Tell them what you’re going to tell them

    Start Your Presentation Like a Boss

    Picture this: you walk up to the podium, smile, and feel the room instantly settle. That’s what a killer opening does.

    Here’s the Quick‑Stitch Blueprint:

    • Say hello – “Good morning/afternoon, I’m Your Name” keeps it friendly and personal.
    • State your role – let the audience know why you are the voice to listen to. “I’m the go‑to guy/girl for X” or “I’m the life coach for this project” works well.
    • Declare the purpose – tell them why you’re here. “I’m here to help you uncover challenges, solve them, and celebrate wins.” That’s the ‘why’ that hooks.
    • Preview the agenda – drop a concise, snappy outline of 4–5 key topics. Even a simple list like: Problem, Plan, Demo, Impact, Call‑to‑Action.
    • Set the Q&A tone – gently lead the conversation by saying something like, “Feel free to question me after the talk—questions are golden.”
    • Invite quick questions – give the crowd a chance to ask one tiny question right till the end—“Is anyone curious about the first point?”

    When you nail this intro—smooth delivery, no notes—your audience will instantly feel you’re a confident, relatable speaker. That’s the first win of your entire presentation.

    5. Tell them

    You can open the main body of your presentation by either:

    Telling a joke – be careful, it’s a presentation not a stand-up comedy routine
    Telling a story, one that is relevant to your content
    Making a statement to capture the audience’s interest.

    The objective is to grab your audience’s attention by letting them know why they should listen to you.
    The body of your presentation needs to contain the (no more than 4 or 5) key points that you want to focus on.  You should present these in a logical order, so that your audience can follow you and your presentation easily.
    Trying to present too many points runs the risk of losing or boring your audience.
    If you intend to present facts and figures to support the main points of your presentation, make sure you use reliable sources that you can quote and refer to.

    6. Tell them what you told them

    The words you use to close your presentation should be the ones you want your audience to remember most.  They should be succinct and focused on summarising the purpose of your presentation and the key 4 or 5 points you wanted to deliver.
    The structure of this segment of your presentation is,

    Restate your objectives
    Summarise your key points
    State your call to action.

    With the “tell ’em” approach, your conclusion summarises the main points of your presentation.  If you want people to take an action, change their view of, or how they feel about something, be specific about exactly what you want them to do.

    7. Practice makes perfect

    Take the Stage Without Freaking Out

    Remember the old saying: practice makes perfect. If you jump straight into your first live presentation—no rehearsals, no practice, no preview—you’re basically setting the stage for a miss.

    Why rattle it off for 10 times?

    • Practice, practice, practice: Run through your talk at least ten times. Each run is a rehearsal gold mine.
    • Get a willing audience: Your partner, your buddy, even your plant can be the honest critic. They’ll point out what’s shiny and what’s stuck.
    • Time check: Test whether the talk fits the allotted window. You’re not trying to blister the entire crowd, just getting it right.
    • Feel the nerves, embrace them: The buzz of anticipation is your adrenaline—use it, don’t fight it.

    How the geniuses of the podium nail it

    Top presenters can turn a wobbly take into something that feels effortless. They have a process, they prepare, and they practice as their secret sauce.

    Carnegie once said, “You practice one day, you deliver that same day, and you wish you could give it again.” The real truth is the three – practice, deliver, repeat – are all stones in the same pebble. It’s all the same stone, just polished over time.

    So, drop the “first‑and-only” drama, roll out the practice circuit, gather candid feedback, and watch your confidence grow. Your audience will thank you—maybe even give you a standing ovation. Cheers!

  • Post Christmas crises: How to help employees beat the January blues

    Post Christmas crises: How to help employees beat the January blues

    Did you know?

    • Early January is divorce lawyers take the most enquiries from warring couples.
    • The third Monday in January has been dubbed ‘Blue Monday’ and is said to be the most depressing day of the year.

    So when you get back to work, the chances are that at least some of your team will be suffering from the January blues or a post Christmas crisis that will impact on their well being, as well as their productivity in the workplace. What you need to do, as a leader, is to distinguish the people that are just a bit miffed they can longer have a lie in or are disappointed that they’ve already eaten cake for breakfast despite a New Year’s resolution to be healthy, from those who are having a genuinely difficult time.

    How can you tell the difference?
    Some people may be upfront about their troubles, of course, some of your employees will be intensely private people who do not wish to share. Learning to spot the signs that things are not all well may help you help an employee and decrease the scale of the impact on the individual and the business.

    If your employee is suffering from a significant issue, you’ll find one or more of the following signs:
    • Changes in normal behaviours such as extroverts becoming introverted or vice versa.
    • Poor time keeping
    • Increase in absence
    • Increase in alcohol or other substances
    • Poor concentration
    • Conflict happening where there was none before.
    • Lower productivity
    • Reduction in communication
    • Loss of motivation

    If your team member is just spending more time chatting, taking more breaks and surfing the internet, then the chances are, it’s just a bit of apathy experienced by most of us after an enjoyable break.

    What can you do?
    From a practical point of view, you can’t let your business suffer because your team members have issues. Equally, if an individual is suffering from significant stress, it’s vital to offer them the support that they need. From a humane point of view, it’s important to nurture individuals and from a business point of view, you’ll find that tackling the issue as soon as possible will not only resolve it quicker and will lessen the impact on the wider team and its outputs, but it will also ensure much greater loyalty from the individual, in the longer term, to you and the business.

    There are some simple and effective interventions you can put in place that will work either for an individual or for a whole company.
    • Hold staff awareness training to raise awareness of stress
    • Get experts in to brief your staff on nutrition that promotes healthy a healthy balance lifestyle
    • Bring in a Acupressure Massage Specialist to provide in house instant 15 minute stress relieving massages
    • Arrange drop in days – don’t just say “my door is always open” publicise it, make a big thing of it.
    • Arrange one to one chats with all your direct reports to catch up with how they are. Pay attention to their life outside work as well as inside.
    • Invite Calm People in (other providers are available) to deliver empowering workshops that help everyone recognise and deal with stress in a healthy way.
    • Take professional help from an HR adviser on how you can best support and employee suffering with stress
    • Listen with empathy – can you genuinely see the worlds from their point of view with the problems they are facing?

    All the above are good for awareness and support. They are also public demonstrations of you caring for your employees and being prepared to take action to support them. This has an important side effect of boosting morale and in my opinion that is better for stress reduction and improved productivity than most other interventions.

    Remember, don’t just care, show that you care.

    Do be wary of appearing to care and not following through. That can have worse consequences for employee relations. The organisations Calm People work with genuinely care, genuinely take action and as a result have great relationships with their teams.

    So, don’t stress over stress. Take action, show you care and see the results.

  • Are you using protection?

    Are you using protection?

    What happens to your business if you or one of your Directors falls ill or dies? It’s not the most cheery topic, but if the answer is that your business couldn’t function, couldn’t service its debts and couldn’t pay salaries, including yours, then it’s worth taking the time to consider your options.

    If you haven’t comprehensively protected your business, then you’re not alone. Recent research conducted by Legal & General has found that UK businesses currently have a £1.35 trillion shortfall in business protection needs, with the level of underinsurance rising by 18% in four years.

    The research found there had been a reduction in Key Person Protection of just over £21 billion and a significant increase in the Shareholder Protection Gap of over £255 billion. The largest factor to account for the increase in the protection gap was the growth in the number of limited companies and partnerships without cover, which now stands at 1.3 million, up 100,000 from 2008.

    The study also found that 31% of business owners surveyed take assessing and managing business risk very seriously to ensure that they have an appropriate level of insurance cover. Yet 50% say that whilst business risk is important, they don’t always feel the need to be insured for everything, with 30% of business owners saying they didn’t have any insurance cover in place in the event of a key person within the business dying or becoming terminally or critically ill. This was because they either hadn’t considered it, hadn’t got round to it or because they were too busy to even evaluate it.

    Unfortunately, these statistics and the fact that thousands of businesses are in the same position as you is of little comfort if you find your business in the difficult and often highly emotive situation of losing a key person.

    What will protect your business?

    Key Person Protection (KPP) will help safeguard your business against the financial effects of death, terminal illness and critical illness of a key person. It is designed to provide a financial buffer in the event of a key person becoming permanently or temporarily unable to make their normal contribution to the business. Proceeds would typically be used to replace lost profits or to fund finding and hiring a replacement for the key person.

    The sum assured under a key person cover policy should reflect the loss of profits that are expected to occur on the key person’s death. A simple method is to take the key person’s salary and multiply it by a factor of up to ten but this is likely to be imprecise. Other methods are based on multiples of business profits.

    The purpose of key person cover is to ensure that funds are made available to a business on the death or serious illness of the key person. How this protection works will depend on the type of business structure you operate within:

    If you have a Limited Company: For companies, it is the company itself who should be the applicant for the cover, on the life of the key employee or director. The company would own the policy and pay all premiums. A trust is not required. An authorised official of the company, such as the managing director or company secretary, would make the applicant’s declaration.

    If you have a Limited Liability Partnership (LLP) or Scottish Partnership: These are legal entities in their own right and can therefore take out policies on the lives of key individuals in the same way as companies.

    If you are part of a Partnership: Under English Law, Partnerships do not have a separate legal entity and cannot effect a life policy. If a Partnership has a key employee, who is not a partner, a Key Person Policy can be taken out jointly by all the partners or, where this is not feasible, by one or two partners authorised to act on behalf of the Partnership. The policy would need to be held under trust for all partners for the time being, to accommodate any future changes in the partnership.

    If you’re a sole trader: Sole Traders may take out a policy on the life of a key employee.

    Whatever type of organisation you are, the cost of Key Person Protection (KPP) is often an important consideration, so don’t forget to find out if you are eligible for tax relief on the premiums.

    Do you qualify for tax relief on KPP premiums?

    If certain criteria are met under the Anderson Rules, it is possible for a business to receive tax relief on premiums under a Key Person Policy.

    The relief is obtained by treating the premiums as an allowable business expense, which means that they can be offset against business profits for corporation tax purposes.

    The taxation treatment of any policy proceeds (i.e. payment of life cover or critical illness benefit) will often depend on whether the premiums were tax deductible. Usually, if tax relief has been allowed on the premiums then any proceeds received are treated as trading receipts and charged to corporation tax.

    Conversely, if premiums are not tax deductible then any proceeds are typically free of tax. If a business is eligible for tax relief on premiums, it cannot elect to waive this right in order to receive tax-free benefits.

    A business should always ask its local Inspector of Taxes to confirm the likely tax treatment of any proposed key person cover before proceeding, as The Anderson Rules are not actually ‘Rules’ at all, but a set of principles that formed part of a statement made in 1944 by Sir John Anderson, Chancellor of the Exchequer. The principles form the basis on which a local Inspector of Taxes will decide whether key person cover premiums qualify as an allowable business expense.

    There are three conditions that have to be met:
    1. The sole relationship between the business and the key person must be that of employer and employee. Relief will not be allowed if the key person has a significant stake in the business.
    2. The life policy is intended to meet loss of profits resulting from the loss of the key person’s services.
    3. The policy is a short-term assurance (although ‘short-term’ is not defined, most tax inspectors will allow relief for terms of up to five years).

    Making a final decision

    If you are struggling with the concept or cost of Key Person Protection, you may want to consider:

    1. Your business is your livelihood, if you don’t protect it no-one else will and you could lose it.
    2. It’s not just you that would be affected by any downturn in your company, it would be your employees, your family and your suppliers too.
    3. What’s the real cost to you of having business protection? Evaluate it properly and do a cost:benefit analysis. Is it worth not having business protection?
    4. There are professionals that can help you make the best decision for you and your company. Find a Chartered Financial Planner that you trust and stat there.

    Key Person Protection shouldn’t be an emotional decision, it should be a pragmatic one. The risks to any business without it are clear.

  • Working out your next steps on the road to business growth: Part 2 – Planning

    Working out your next steps on the road to business growth: Part 2 – Planning

    In part 1, we covered the basic preparations you need to make to scope out your risks before embarking on growth. You’re then in a position to start planning.

    For me, one of the key aspects to address in a plan is when to turn back. Perhaps it sounds negative, however with risk there is the chance of failure. Having a plan to ensure you survive the worst case scenarios means you can focus your attention on the positive side and making it work – without any nagging doubts.

    Here’s an example from a real life and death situation to illustrate my point: I recall reading, in John Krakauer’s “Into thin air”, a chilling account of the disaster on Mount Everest in 1996 when eight climbers died.

    The climbers had been given a turn-around time of 14:00 on the final push for the summit regardless of where they were, in order to ensure safe return to the camp below. However, on this occasion, many climbers got caught up in “summit fever” and pressed on, despite an approaching storm – only to freeze to death as they got stuck on the mountain overnight.

    So in order to plan appropriately, what do you need to do?

    Seven Steps for Planning Growth:
    1) Identify the key priorities for your plan e.g. grow sales by 50% in the next 12 months (which might require a new sales person, telemarketing, a website with SEO and online marketing etc). It’s vital to have a clear vision of what you want to achieve.

    2) Create a 100 day plan that will achieve your vision – or the first part of it – based on average to good outcomes from your preparation assessment. Take care to work through the cashflow, as lack of cash causes over 50% of business failures in the UK.

    3) Have a separate plan for how you’d handle the worst case and keep it in the bottom drawer – for emergency use only. Establish your equivalent of the “turn-around time” on Everest.

    4) Decide who you need on board to make the plan happen – for instance specialists on lead generation, web site optimisation, or additional staff internally to handle the increased business.

    5) Have internal meetings that involve the key members of staff so everyone is not only aware of the plan, but have also been a part of developing it. Be open to discovering hidden talents in your people!

    6) If new staff are required, ensure you have good processes in place first that allow the jobs to be built up from easy-to-understand tasks, so people can get going and adding value quickly.

    7) Ensure you have the right mentality. Things will undoubtedly get tough at times as not everything will go to plan. Keep calm, then review and update your plan in the light of experience to increase your chances of success.

    Sometimes, opportunities to take a step forward are presented to you and they may not be at exactly the right time – for instance the landlord would like you to move out to enable him to redevelop the building; someone is recommended to you and you’d love to get them on board now. The same steps for preparation and planning can be employed to assess whether they are worth taking – or not.

    In part 3, we’ll look at the how to implement your plan.

  • Discover Your Inner Identity: Joker, Destroyer, or Interrogator?

    Discover Your Inner Identity: Joker, Destroyer, or Interrogator?

    Fighting Workplace Anger: Meet the Six Anger Personas

    Ever noticed how some folks just fire up on deadline day? We’ve rounded up six classic anger styles that lurk in every office. Wonder which one fits you or your boss? Grab a coffee, read on, and take a deep breath—maybe you’ll find a laughing gas instead of a fire extinguisher.

    The Intimidator

    Think of them as a walking, talking housecat with a rumpled fur coat and a loud meow. No, figuratively—just a clear image to set the scene.

    • They’ve learned that yelling gets them the final say.
    • When the tempo drops, they can still lurk in your personal space, eye‑banging you to the bone.
    • They sneak up on you with a low thud of the voice, like a phantom.

    The Whiner

    Already dead‑pissed and never far from a “you’​re the villain” line. They’ll talk a mile a minute about how they’re “miserable” and mock the whole system, all while secretly hoping the boss will see through their melodrama.

    The Interrogator

    They take you by the bottle, or as the office world calls it, the “question bomb.” They won’t shrink you in a boardroom, but the dive‑in will leave you feeling……), a little unsteady. Questions, questions, questions!

    The Control Freak

    They’ll “get around” not insulted by you? Not the boss? Don’t be supernatural. For the Control Freak, they say “happily, you’re the problem,” and if you challenge their approach, they’ll definitely reprimand you with a “no offense.” The boss is always silent until his/her policy comes up on the agenda.

    The Joker

    Snatching their best lines: “They’re playing with your heart.” They won’t resort to a bit of sarcasm unless they feel like shouting like Majestic America. Don’t bother; the jokers tend to feel a bit of a warmth in the “big nose” of them.

    The Destroyer

    They’re so serious, that the rebel pyriering will open the worried question in the office (that may sound off).

    Which one are you—and your boss?

    Ask yourself: do you fit any of those roles? If no, perhaps you’re in denial about the anger.

    Why we should care about these styles

    Everyone grumpy now has been difficult. At the workplace, the full list is — 

    • Efficiency: we’re all tired from having large amounts of anger to look at.
    • Feeling uncomfortable: you’re moody when it’s the real-life sounding of a phone.
    • Health: you have health issues in your car because of the overdrink.

    Healthy Office Air: Agreement, open conversation, and harmony

    Keeping a healthy, positive H orthography is easy enough, but each of our work habits is made up of several new ways that people bring things to life. We want a different-person tone that gets along every single time. From this perspective, we are the disappointment if a useless query.
    We can get together, put everyone together in the right direction. Celebrate that ideology.
    Every person has a different perspective on signals, and the right aim is to “[laugh] you~you~da…” that means:

    • Only choir, gather supporters, with no ethic blame.
    • In integration, a temporary cross that goes to answering all modules.
  • Cookie Banners: Gone for Good

    Cookie Banners: Gone for Good

    “This website uses cookies. Please click here to accept.” We’ve all seen these sorts of pop-up messages, known as cookie banners, which appear whenever we visit a website we haven’t been to before.

    Cookie Consistency: Why Those Pop-Ups Still Bite

    Ever stumble on a cookie banner and decide, “I’ll just click accept and move on,” hoping you’re saving a few seconds? Behind that quick click lies a messy legal tug‑of‑war, a bout of unclear standards, and a sprinkle of human apathy. Let’s demystify the cookie conundrum—sass and all.

    What’s the Cookie Circus?

    • One Site’s “All‑You‑Can‑Need”: gives you a menu of cookie options.
    • Another’s “One‑Click‑Go”: offers a green button to accept, a red button you can’t actually see.
    • The Invisible: no cookie disclosure whatsoever.

    So, who’s pulling the strings? The answer is simpler than you think.

    The Real Regulator—PECR

    It’s not the panicked GDPR that’s pulling the levers; it’s the Privacy & Electronic Communications Regulations (PECR) that actually shapes cookie practice in the UK.

    Catching Cookies by Type

    • Strictly Necessary: the kind that keeps your shopping cart alive or lets you log in.
    • Functional & Analytics: tracks how you roam the site. Useful for the site owner, but not essential.
    • Advertising Trackers: the real ninjas—following you around like a persistent cat.

    Consent: The Holy Grail (or the Holy Shovel)

    Under PECR, if a cookie isn’t strictly necessary you must get your explicit, unambiguous, and informed say-before-you-continue. That means:

    • It cannot be a one‑button “accept” that hides how you’ll be tracked.
    • It can’t pretend that your prime chocolate choice is your choice.
    • It must let you clear a path to a simple “decline” if you wish.

    Unfortunately, many sites cheat on this promise. The “impossible to refuse” buttons or hidden “opt‑out” links have become the new normal.

    Why the Control Fails to Ring

    The Information Commissioner’s Office has king‑size power to fine for violations, yet folks say it’s more “we’ll see” than “we’ll enforce.” Contrast that with the French data watchdog that slapped Facebook and Google €60 million and €150 million fines for similar hijinks.

    Folks in the UK’s own legal loop—like Information Commissioner John Edwards—fret that their cookie buttons are as easy to click as a greasy pizza. Whether that’s a limitation or a hateful, honest observation remains open.

    Proposed Tweaks & Why they’re Not the End

    • Govt’s plan to allow non‑essential analytics cookies without consent.
    • Still no change in the law face for truly invasive tracking cookies.

    Do Cookies Vanish Forever?

    Maybe—together with Google’s phase‑out of third‑party cookies in Chrome by next year, the ad world may swap out trackers for something less irritating. However, critics warn that the new world might not be much friendlier to privacy. Yet, if the third‑party cookie era is truly fading, a single voice could say, “Congrats! We’re done with the cookie banner drama.”

    Bottom Line – A Mixed‑Bag Future

    If you’ve ever cried over cookie pop‑ups, keep an ear out for the next wave. It may be a calmer sea—or a new front. Either way, a smoother browsing experience might just be on the horizon.

  • Master Focus In Long Meetings With These 5 Simple Steps

    Master Focus In Long Meetings With These 5 Simple Steps

    Ever feel like your brain is on another vacation during those never‑ending meetings?

    Picture this: a business owner sprinting from boardroom to the next breakout room, juggling emails on one hand and a buzzing phone on the other. At first glance, it screams productivity. But dig a little deeper and you’ll see most leaders struggle to keep their focus glued to just one thing long enough to make any real progress.

    Why it matters (and it really does!)

    • Board meetings: High‑quality ideas are the secret sauce for steering the company. If key stakeholders are half‑present, you end up with poor decisions, delayed actions, or a prolonged meeting that feels like it’s been written in slow motion.
    • Away‑days: These are meant to ignite fresh ideas—whether it’s tweaking daily ops or carving out a long‑term strategy. Without full attention, the whole session turns into a waste of time and money.
    • Negotiations: Every subtle cue—body language, tone, small hesitations—could tilt the balance to a better deal. Throw in a few extra hours, weeks, or even months, and even a 1% win on a multi‑million‑dollar agreement is worth chasing.

    Self‑Check: How long can you actually stay on point?

    Think about the last time you tried to maintain focus. How many hours did you stay fully engaged? Does that match the demands for top performance? If you’re feeling that it’s time to level up, here are five quick and practical ways to sharpen your concentration:

    1. Prep Like a Pro

    Secrets are simple: before any meeting, draft a detailed agenda. Write down every point you want to hit and the questions you’ll ask. It’s not just a checklist—it’s a roadmap that keeps you from drifting.

    2. Take Smart Notes

    When someone else is talking, jot down the headline ideas, action items, and any follow‑up questions. For more complex meetings, try smart note‑taking tools that let you sketch a mind‑map on steroids. The trick? Keep it concise but comprehensive.

    3. Breaks & Food—Your Best Toastmasters

    No one should brave a 90‑minute meeting without a breather. Plan a mid‑meeting pause, and pair it with a proper snack. Forget the soggy sandwich of the weekend—they’re a huge concentration killer. A handful of almonds or a veggie wrap can keep the brain firing like a well‑oiled engine. If budget worries you, remind yourself that a small cost in healthy food equals better decisions later—think of it as an investment in sanity.

    4. Train Your Brain Like a Musician

    Ever played the cello or attended a Toastmasters session for hours? The discipline required to stay tuned to a piece or a speech can boost your concentration dramatically. Pick a hobby that demands focus—whether it’s coding marathons, yoga flows, or even learning a new language—and let it become your mental gym.

    5. Build Physical Stamina for those Early‑Morning Decks

    Global meetings? Skyscraper deadlines? You’re often on your feet before dawn, juggling complex conversations in a language that isn’t your own. Whoever said “real strength is inside” fell asleep. Exercise—triathlons, long hikes, dancing—keeps both your body and mind ready to tackle the toughest cakes.

    Some of you might be thinking, “I don’t have time for such heavy workouts.” But remember: top performers carve out space for these activities. Whether it’s squeezing in a 20‑minute walk during lunch or swapping a Netflix binge for a quick sprint, the key is making it a priority. Your business depends on your performance; a sharper mind means smoother meetings, sharper deals, and better outcomes.

    Final Thought

    When your mind wanders, you’re missing the precious moments that make your leadership shine. With a pinch of preparation, mindful note‑taking, spaced breaks, a good snack, mental training, and a dash of physical endurance, you’ll anchor yourself to the task at hand and emerge victorious—no matter how long the meeting lasts.

  • Protecting your people when they have a health crisis – 1 in 32 in a year is not a remote risk

    Protecting your people when they have a health crisis – 1 in 32 in a year is not a remote risk

    As an SME owner, you manage a group of people who you rely on to help your business reach its targets. Just like you, your people have families to support and costs to cover.

    So what happens when they can’t work for a while, due to illness or an injury? Do you want to be the employer who buries their head in the sand when it comes to a health catastrophe, or do you want to be mindful and conscious of the impact on that person and their family’s economic stability?

    I’m hoping the latter. In which case, you’ll want to ensure your employee is prepared in the event of them becoming incapacitated. One of the first things you should be thinking about when providing catastrophe cover for your people and their families, is extended sick pay cover. This is a risk solution for both you and your people. It will supply continuing income for a person who is off work for a prolonged period, without you having to self-insure and bear short, medium and potentially long term costs.

    The first step is thinking clearly about the risk and establishing an objective sense of its impact on you and your business. Being off sick for four weeks or more in a year is a 1 in 32 risk (Association of British Insurers). Higher than one might expect.   Only 2 million (Swiss Re Group Watch) of a 31 million workforce in the UK (ONS) have cover in place, demonstrating a massive gap between the need and what is actually being covered.

    Full extended sick pay cover costs between 1 per cent and 2 per cent of total gross payroll a year. This form of protection can be expensive for a small business looking to keep costs down.  However, that doesn’t mean providing some kind of catastrophe cover is out of your reach. You should also be thinking about critical illness insurance – an employee benefit that pays out a lump sum direct to the employee in the event of a person having an illness such as a cancer, heart attack, or stroke.

    The reality is that things are changing really fast. Cancer is now what most of us will die from, with 2.5 million people in the UK currently living with cancer (Macmillan) and the number of people dying from heart attack in their middle years falling. It is great news that people are now surviving cancer for many more years. People are now living with cancer, on average, for 10 years, compared to just one year in the 1970s (Macmillan)

    Do improving survival rates mean that a diagnosis of cancer is not a catastrophe?

    You have to bear in mind that survival rates improve as a result of rapid developments of new diagnostic methods and treatments. Bringing it down to an individual level, those new methods may have a big impact on your employee if they require intensive courses of treatment after being diagnosed. A lot of people will work through it, but they may not be able to work full time for an extended period. And that’s the beauty of critical illness cover – it’s a like a catastrophe bridge for families.

    It provides a financial cushion that means a person living with a debilitating illness can work a bit less, or their partner can change their own working pattern to support them. Having a lump sum to draw from, can help pay off a mortgage or pay for treatment unavailable under the NHS or private medical insurance. Just because conditions such as cancer and heart attacks don’t always kill you anymore, doesn’t mean they’re not catastrophic to people and their families, with the potential to wreak havoc in the family finances.

    Critical illness paid for by you, with the ability for an employee to buy a top-up, is a really underused benefit – one that is flexible and good value. Many employers think this is out of reach, they’re too small a company, can’t afford it or have no real sense of the cost versus value. To put it into perspective, providing critical illness for a group of 10 employees with a £50,000 lump sum benefit, you would be looking at paying between £1,000 and £1,500 per annum.

    Right now government is making us all set up an employee benefits scheme whether we want it or not. That is Auto Enrolment to a Workplace Pension. I expect you have heard about it. When you’re through doing what you have to do because the law has changed, ask your financial adviser to model the costs of a comprehensive benefits package, including life, extended sick pay cover and critical illness cover, you might be quite surprised about how much you can get for your people for a modest outlay.

    Thinking about the big stuff in life is challenging and you inevitably start thinking about what type of employer you are. When an employee is at home and unwell, do you want to be sat in your office worrying about the fact you haven’t given them the option to secure themselves, or would you prefer to be able to send them a guilt free bunch of flowers and a get well card, knowing there has been a payment from the catastrophe cover policy?

  • Coaching your way to success: Is there something in England’s approach to the Six Nations for businesses?

    Coaching your way to success: Is there something in England’s approach to the Six Nations for businesses?

    November’s defeat to Wales was reversed and they are now in a strong position. Whether you’re following the Six Nations or not, there’s plenty business managers can draw from the renewed England team.

    Trust

    Coming back from the defeats of the World Cup, the players really needed to trust their new coach and each other. It goes without saying, trust is vital in any team situation. Eddie Jones seems to want to give team members the opportunity to play to their strengths, and trusts them to perform. Choosing Billy Vunipola, who has previously been criticized for his fitness, as one of his three vice-captains is a strong demonstration of Jones’s trust in his players. This decision, though risky, has proved beneficial for both the team and Vunipola himself as he has found confidence in his role. In the business world, just like Jones, we too are ultimately responsible for the end result. While it can be hard to let go, building trust within teams remains one of the best ways to maximise their abilities.

     Communication

    It is widely acknowledged that clear communication is crucial for good team management. You might think that the sheer physicality of rugby means that coaches are men of few words and that suits the players just fine. In reality however, it’s lots of open communication, not just between coach and players, but also with all the support team involved, that will ensure that everyone is aware of the one goal they are all working towards and the progress they are making. Similarly, engaging communication in the workplace, is communication that cuts across department, team and even company silos. And it’s not necessarily in person either – enterprise social media, video conferencing and gaming environments are all excellent ways of fostering meaningful, digital communication.

    Inspiration

    Every team needs inspiration. For the Six Nations Tournament, the eloquence of the coach and his pithy remarks before any big match can be a game-changer – literally. And it’s something we shouldn’t forget either. Never go into a team meeting without having prepared at least some of the words you’ll say. It’s easy to forget, but when you were a newbie, I’m sure you looked to your team leaders for words of wisdom and encouragement and to be sure you were in synch with their objectives. Things haven’t really changed on the rugby field or in the meeting room.

     Collaboration

    While you are the leader, it’s important to remember that your team is made of up individuals who each have a huge amount to contribute. Jones, having brought a successful turnaround for the team, still insists that it is the team that deserves the most credit, especially the former captain, Chris Robshaw. Robshaw has been praised by Jones for his work on and off field, being known for helping out teammates after training so that they can improve their skills. If you think about it, I’m sure you know who your winger, scrum-half, prop and fly are. Collaboration is about enabling colleagues and peers to work together on and off the field and share some sense of ownership of the team’s successes and failures. As Jones caters to the individual temperaments and strengths of his players, nurturing each one’s role in the team, so too can managers develop their employee’s qualities to create a balanced, high-performing team that is bigger than the sum of its parts.

    Listening

    While communication is necessary if players are to be effectively instructed and inspired, we should remember that it’s not a one-way street. A coach who doesn’t listen to his players can’t keep in touch with morale or feedback with solutions to problems affecting the team. It’s the same in business. As well as keeping in touch with your team’s moral through regular communication, listening and providing feedback is essential. Eddie Jones, even after leading England to great success, is still pushing the team to strive for even greater things in the Grand Slam on Saturday. Whilst celebrating the teams’ well-deserved title, Jones took the time to openly discuss past failures with the players to see what they could improve on individually and as a team in the future. Whether it is through concrete actions or simply an acknowledgment of particular issues, letting your team know you care about their opinions will build loyalty and help you move on together, to greater successes.

  • 5-Minute Marketing Magic: Boost Your Brand in Just 5 Minutes a Day

    5-Minute Marketing Magic: Boost Your Brand in Just 5 Minutes a Day

    Outsmart Your Competitors Without Breaking the Bank

    Ever thought about hiring a full‑blown marketing team? We’re talking a few thousand a month. Not only that, it’s the easy way to let your rivals pull ahead while you’re stuck in a “do nothing” loop.

    Reality Check

    Running a brand just a few months old? Or strapped for cash and headlines? You probably can’t afford a glossy agency or a big‑spending campaign. And yet, even in those tight spots, you don’t have to simply stand still.

    Below is a quick guide—4 bite‑size marketing moves that take only 5 minutes a day and keep you ahead of the game.

    1⃣ Refresh Your Social Media Profiles

    • Update your bio to reflect the latest product or service.
    • Swap out an old profile picture for something crisp and current.
    • Add a link to a new landing page or an exclusive offer.

    2⃣ Drop a “Lazy‑Day” Blog Post

    • Pick a topic you’re already an expert in.
    • Write an intro, a few bullet points, and a quick call‑to‑action.
    • Post it to your website & share a teaser on socials.

    3⃣ Repurpose a “Good‑For‑Nothing” Piece of Content

    • Take an older post or webinar and turn it into a short video or a podcast snippet.
    • Use free tools like Canva or Clipchamp to add visuals.
    • Upload it to YouTube and let it gather views while you sleep.

    4⃣ Score a Quick Guest Appearance

    • Reach out to a niche blog or local newsletter with a fresh story idea.
    • Highlight how you solved a common problem in your industry.
    • Even a single mention can give you 5–10 new leads.

    So, no need to shoulder the weight of a full marketing team. Pick one task, spend five minutes, and watch your online presence grow—without draining your budget.

    Find a New Keyword or Group of Keywords

    Find the Right Hook, Right Now

    Ever wonder why some sites just seem to find you on the first click while others sit in the abyss of page two? The trick isn’t just in using the perfect product keywords—it’s in shouting out the real questions people are asking, and their worries that need your solution. Grab five minutes a day and you’ll sail the search seas like a pro.

    1. Tap into Google’s Keyword Playground

    First, head over to Google’s Keyword Planner (you’ll need a Google Ads account—don’t worry, it’s free). Let it spit out all the words folks are throwing at their search boxes when they look for what you offer. Note both the obvious terms and those side‑roads that hint at pain points.

    2. Dive into Quora – the Question Hot‑Spot

    Quora is a goldmine of real human queries. Just type in a word related to your product or the problem you solve, and the platform will show you what people are genuinely curious about. Cover a few different angles—your flagship service, a brand you’re launching, or even industry buzzwords.

    3. Browse AnswerThePublic – the “All Questions in One Place” Fix

    Visit AnswerThePublic.com and drop a keyword in the box. It will generate a visual map of every question, prepositions and phrases people use around that term. Grab a handful of those questions—especially ones that highlight doubts or hesitations people have.

    4. Mark the Time, Make it a Habit

    • Spend exactly 5 minutes each day on these tools.
    • Jot down fresh keyword clusters or question sets whenever they pop up.
    • Use that data to tailor content, ads, and messaging so your voice hits the right notes.

    Stick to this routine and watch the buzz around your brand grow louder, kinder, and more relevant—turning curious clicks into loyal customers.

    Win Those Searchers

    Finding the Perfect Washing Machine for Your Big Family

    When shouting out under a cloud of hectic chores, the one question that often pops up is: Which washing machine is best for a family of 6? If you’re juggling a half‑dozen kids, a full wardrobe, and a wardrobe full of wardrobes, you need a machine that’s as sturdy as a superhero and as efficient as a well‑timed montage.

    What Makes a Washing Machine Fit for a Family of 6?

    • Capacity: A 10‑kg to 12‑kg drum is ideal – you’ll have enough room for a load of pajamas, school uniforms, and the occasional gym kit. This size keeps the belt from overstressing.
    • Spin Speed: 1400‑1600 rpm means less drying time, so you can get those socks back to the floor in a jiffy.
    • Auto‑Sense Technology: Powdering out the weight yourself each time? No. An intuitive sensor that adjusts water level, cycle duration, and wash intensity saves you from over‑washing.
    • Energy & Water Efficiency: A 3‑star rating or better (EER or WEF) will keep your utility bill from ballooning while still tossing out a decent load.
    • Noise Level: Because you don’t want a thumping volcano next to the family kitchen.

    The Top Picks for a Family of Six

    1. LG TWINWash 10KG

    LG’s twin‑unit design lets you load and unload simultaneously. A 10KG top‑loading drum for quick day‑to‑day staples, and a 7KG front‑loader for bulkier items. Smart Diagnostics mean no guesswork on repairs.

    2. Samsung EcoBubble 11KG

    EcoBubble cools down the wash, meaning you can wash clothes at lower temperatures without compromising cleanliness. Great for families using a lot of delicate fabrics.

    3. Bosch Serie 8 12KG

    True to its brand, Bosch delivers silky‑soft performance with a 12KG drum and a Lonely Mode for single loads. Vibration‑reduction technology keeps this powerhouse quiet even on the second floor.

    4. Panasonic 12KG Energy Saver

    Panasonic’s energy‑saving kits are the way to go if you’re dealing with a thick winter schedule. The Pulse Booster assures you’ll maximize wash load without a long water waste.

    How to Decentralize the Decision

    • List all the laundry staples in your household: socks, shirts, jackets, etc.
    • Assess the frequency you wash load types.
    • Compare models on capacity and cycle options against those staples.
    • Check average energy usage on e‑commerce sites.
    • Read customer reviews focusing on longevity and customer support quality.

    Final Checklist

    Before making your purchase, ensure:

    • It has multiple wash programs that cater to children’s clothing (delicates, heavy fabrics, stain‑removal).
    • It’s got obvious safety features—child lock, automatic overload protection, and a sturdy door frame.
    • It’s easy to clean—the detergent compartment isn’t a maze for toddlers to wander into.

    By pairing a machine with a good damper kit, you’ll beat those loud, overly rugged washes that end up feeling like a spaceship launch in the living room. And remember, the best washing machine for a family of six is the one that fits your budget, suits your laundry habits, and somehow gets through the gear-up in less than 30 minutes.

    Happy Washing!

    Find Out What Your Competitors Are Doing in Search

    Want to Beat Your Big‑Budget Rivals?

    Ever feel like your competitor’s traffic is a well‑trimmed hedge—always a step ahead? It’s not just a mystery; it’s a wipe‑clean, a needful peek behind the curtain. By checking in on what’s driving their clicks, both paid and organic, you can learn the trick & maybe out‑score them.

    Step‑1: Run a Quick Search Safari

    Use SearchMetrics (think of it as the Google‑alerting side‑kick). Drop in your foe’s domain and yank out:

    • Which keywords they’re calmly collecting page‑one spots for.
    • Where they’re splurging the bulk of their ad spend.

    The free tier will give you a taste; if you’re craving the full platter, consider a pay‑up. Think of it as moving from a cup of coffee to a latte—more depth, more flavor.

    Step‑2: Scope Their Social Sweet‑Spot

    BuzzSumo is your new best friend. Simply punch in the competitor’s domain, hit “search” and watch the magic slot machine run:

    • The content pieces that are turning heads (and shares).
    • Infographic gems, witty blog posts, the gear they’re wearing to win hearts.

    Keep a mental note of what lifts a post to the top—keywords, topics, satire—then ask yourself, “Could I twist this, make it snazzier, or just add my voice?”

    Why This Matters

    Your marketing strategy is basically a chess game. To win, you must know the board—your opponent’s moves, their strengths and, yes, their weaknesses. 5 minutes a day will give you the same insight, but with agility.

    Pro Tip:

    Schedule a quick 5‑minute “look‑behind” time block every week. With the right tools, you’ll catch the biggest trends before they become the new standard.

    Now go forth, dig, learn, and outshine. Your audience is ready for a fresh twist—you just need to bring it up.

    Find Out What Content Your Audience Engages with and Which Other Brands They Like

    Get Sneaky with Facebook Audience Insights

    Last time we chatted about letting the search bars do their thing, but there’s a whole lot more to the player’s hand than just what they type. Knowing who they’re chatting with, what news they skim, and even the demographics of their tribes can give you the cheat codes for where to drop your message.

    Why you don’t need a treasure map

    In the age of social media, digging up that intel can be as tricky as finding a needle in a haystack—unless you’ve got a handy tool that does the heavy lifting for you.

    Meet the “big deal” tool

    Facebook Audience Insights is your new sidekick. It dives deep into the pools of data to reveal:

    • Age & Gender – see who’s popping into your ad space.
    • Interests – discover what other brands are catching their eye.
    • Competitor fanbase – when you tag a rival, the tool spills the secrets of their loyal crowd.

    How to use it – no PhD required

    1. Log onto the <a href="https://www.facebook.com/ads/audienceinsights” target=”blank”>Audience Insights portal.
    2. Start filtering: Pick an age group, a gender, or a specific interest.
    3. Drop in a competitor’s name as an interest to peek at their fan demographics.
    4. Take the stats, sift them, and decide where you’ll drop your next campaign.

    Just a few clicks, and you’re practically reading your audience’s mind. No more guesswork and a lot more advantage on the playing field.

    Measure Everything

    Boost Your Daily Marketing Mojo in Just Minutes

    Feeling like you’re juggling a million tiny tasks every day? Don’t worry—this trick will help you squeeze the best out of every spare minute.

    Why Timing Matters

    When you can actually see the results of your actions, those few minutes stop feeling like a chore. Instead, they become the most valuable part of your day.

    Your Three-Point Power Plan

    • Set crystal-clear goals – Know exactly what you’re aiming for. Whether it’s a burst of website traffic or a surge in social engagement, write it down.
    • Track in real-time – Turn on Google Analytics or Facebook Insights. These tools will spill the tea on clicks, shares, and conversions.
    • Measure the instant impact – Look at the numbers after each minute you invest. Do you get more clicks? More comments? Exactly how much did that one minute pay off?

    Rev Up Your Routine

    By keeping an eye on the data, you’ll instantly know which activities are “good vibes” and which are “meh.” It’s a simple, win‑win: spend your time on tactics that rock, ditch the ones that flop.

    Final Thought

    Remember: every minute counts, and with a quick glance at your analytics, you turn sneaky effort into tangible results. Give it a shot—you might just find your most productive day is only a few minutes long.

  • Fox or Hedgehog? Uncover Your Inner Spirit.

    Fox or Hedgehog? Uncover Your Inner Spirit.

    Why Entrepreneurs Like Foxes Are the Real MVPs

    Ever notice how most folks just sit on the sidelines, skeptical of anyone daring to jump off the corporate curb? Start‑ups have a rough track record—about half die, a fraction hit the “game‑changer” sweet spot. Sure, the 9‑to‑5 with its predictability and steady paycheck seems far easier, but for those of us reading this, it’s not the dream. You’re a dreamer, and the only thing holding you back? Fear of failure, self‑doubt, skill gaps, or simply not having tried it before.

    The Fox vs. the Hedgehog

    Long ago, Greek poet Archilochus wrote, “The fox knows many things, but the hedgehog knows one big thing.” In a 20‑year study by Professor Philip Tetlock, generalists—fox‑like thinkers—outperformed specialists when navigating uncertainty. They draw on a wide variety of experiences and thrive when ambiguity rules.

    When I launched HBRE in 2010, nobody believed I had the background to pull it off. No property chops, no MSc in Real Estate, no venture‑capital pedigree. I wasn’t a hedgehog. Yet I pushed forward because I believed in the power of the fox. A solid entrepreneur only needs the ability to find the right people and the right skills to cover gaps. The more you know, the easier it is to spot who can fill those blanks.

    Equip Yourself With “Mental Armour”

    Scaling can feel scary. The world is full of doom‑mongers ready to celebrate your flop. It’s all too easy to let their words seep into your mind. When someone says you can’t do something, pivot mentally and focus elsewhere. Think of it as donning mental armour—just as Felix Dennis puts it. Most of us crave reassurance from others before moving forward, and that’s a costly mistake. Listen, but make your own call, even if it ruffles a few feathers.

    In the Realm of Unknown Unknowns

    Donald Rumsfeld famously said, “There are known knowns; there are known unknowns; and beyond that lurk the unknown unknowns.” Even with exhaustive due diligence, you can’t truly predict every twist. Over the last two years, I’ve invested in seven ventures, and the honest truth is you don’t know the winner until you’re live. Your only choice lies in action: step up or stay idle.

    Turn “Fear of Failure” Into Skill

    Large corporates often overlook risk‑takers who fail, creating a culture that dampens entrepreneurial sparks. The irony? Many successful founders stumble through corporate roles, then grapple with the same fear of making mistakes in their own startups. I did exactly that—started an e‑commerce venture named Tribal Monsoon, failed, but gained invaluable insight. That failure sharpened my decision‑making. If you’re new, launch a scaled‑down version, test it, and let the experience teach you whether to scale or call it quits. Either outcome frees you from the fear cage.

    Live Like No One Else

    Running a business is one thing; scaling to build wealth is another. Scaling demands relentless hustle and discipline—think tennis champions. Most are unprepared for such intensity. I wake at 5 a.m., grind until 10:30 p.m., with an hour of “me time.” Even Sundays are work‑heavy. It’s a grind that fits the quote: “Entrepreneurship is living a few years like most people won’t, so you can spend the rest of your life like most people can’t.” You must love what you do; work and home will merge like a tight rope.

    Bottom Line

    The journey to scale relies on boldness, a fox‑like mindset, and the capacity to keep moving despite the unknowns. Debate is great for clarity, but risk remains. If you want to chase your dream, cut through the noise, embrace uncertainty, and let your survival instincts guide you. The fox’s life can be learned—it just requires appetite and action.

  • Let robots free you up to thrive

    Let robots free you up to thrive

     One of the essential strategies in business is that you should never reveal all you know.

    However, we hope in this and future articles to be able to share some useful thoughts on how businesses are emerging successfully from lockdown based on our experience of working with a wide range of clients.
    It’s nearly always true that a crisis forces any organisation to find new ways of doing things – to reduce cost, cope with demand or improve productivity. One clear trend we are seeing is the greater use of digital technology and automation to perform mundane tasks that had been done by often over-qualified personnel.
    Perhaps unsurprisingly those who have been most readily  embracing digital transformation in recent months are either those who are already very tech savvy, such as fintech companies, where they see how further automation can give them a greater competitive edge, or those who have been hardest hit, such as the property rental and hospitality sectors.
    For example, we have one hospitality client running 500 reconciliations a month on average prior to lockdown. When they head back to pre-COVID levels of work, those reconciliations will take a team of 30 people four days to process each month. Once automated, this will reduce to a total of two hours.
    The benefit of these sort of moves is not just cost saving. By getting robots to do what humans had done before, you free up your talent to do what they are best at – growing the business. This has been particularly so during lockdown. Recently staff in reduced teams have had to become involved in dull, repetitive work that they had not signed up for. This was demoralising and did not make best use of their skills. Senior managers as well, including business owners, who, having had to furlough staff, have got involved in mundane processes, leaving them little time to focus on how to best make the business succeed. Automation frees them up to concentrate on what really matters.
    Of course, some of this has got to happen anyway and those who do it early are going to have a competitive advantage. One of the key drivers for embracing automation is the introduction of HMRC’s Making Tax Digital initiative. This will, in time, require all taxpayers to file digitally rather than physically. Elements put on hold by HMRC during lockdown are coming back and VAT, already filing electronically, will be the first change to be a fully digital process. Those companies who are geared up to do this automatically will not only save themselves a huge amount of time but will also benefit from cash flow advantages as payments are made more quickly.
    Crises such as this pandemic can and should serve as a wake-up call, a catalyst to make businesses more efficient and productive. Sometimes they happen at a time when those who respond in the right way gain a significant advantage for the future.
    For those of us old enough to remember the Millennium Bug – a software error that many feared would cause computers to malfunction when we moved into the new millennium – you will recall government advertising campaigns terrifying businesses into upgrading their IT systems. Many did so. Even though when New Year’s Day 2000 had passed the bug was more of a damp squib, it did mean UK business had improved computer systems just as the internet was taking off and the Dot Com boom arrived.
    We are about to see another such technological boost with the greater use of Artificial Intelligence to help businesses gain insights into their customers and find new markets and revenue streams. But only those who are now going through a process of digital transformation will benefit from the dramatic benefits AI will bring. AI can analyse almost everything if you let the bots do the basics.

  • Unlocking Success: The Power of Expert Advice

    Unlocking Success: The Power of Expert Advice

    It’s often a challenge working in the insurance industry, because we essentially provide a product that customers don’t actually want to use. No-one wants their pet to become sick, or their house to suffer a flood or burglary, or their business to experience a cyber-attack.

    But it’s the potentially devastating physical impact these events can have, along with their financial implications, which mean we turn to insurance to provide protection against the many risks that life presents.
    Whilst there are many, many different types and size of business in the UK, most will have the ability to purchase similar types of commercial insurance cover, for example Material Damage, Business Interruption, Employers and Public Liability and so on. But their route to those products may differ.
    For many years the insurance market could only be accessed via brokers, then insurance providers looked to remove the ‘middleman’ by offering their products directly to the customer/insured. When Direct Line launched in 1985, it became the country’s first direct car insurance provider (although it has since expanded into other product lines).
    The reason why the Direct Line model was successful, and then copied by many others, was that the car insurance selection and purchase process is reasonably straightforward. The insurer will ask the insured plenty of questions to gather the information they need to provide a quotation, but the quotation has limited moving parts – in the main it’s the level of cover (comprehensive, third party etc), the size of the policy excess, and sometimes additional bolt-on covers are offered such as Legal Expenses. Usually, it’s fairly easy to distinguish between the various elements and decide which combination is best suited to your requirements.
    When purchasing car insurance, note how it’s you the customer that’s deciding on the options and making the selection rather than the insurer recommending one for you.
    When first searching for suitable business insurance, it would be logical to again look to approach insurers direct. But think about how much more complicated your business is than your car.
    Some insurers will provide quotations on a ‘statement of fact’ basis. This means the insurer will provide you with a quotation on the assumption that you comply with a statement of what your business profile does or does not have. For example, it may advise that you agree to have an alarm in place, or that all goods are kept inside locked premises, or that you don’t have any exports to North America.
    Whilst this makes it easier to obtain the insurance you require, the challenge when it comes to trying to make a claim is of course that “the devil is in the detail”. If you misinterpret one of the statements or fail to notify the insurer that you have broken one of the statements (for example by starting exports to North America), then this could result in the claim being declined. Furthermore, if you are proven to have non-disclosed recklessly, then the entire insurance policy could be cancelled, and the premium retained by the insurer.
    Engaging an insurance broker can therefore really add value. The broker will assist you by presenting your risk to insurers and ensuring that every salient point is disclosed, either via creating a detailed presentation for insurers to quote against, or by carefully reviewing the statement of fact with you to ensure you are able to remain fully compliant.
    A good broker will also keep in touch with you throughout the year. For example, if you’ve mentioned to your broker that you plan to start North American exports in the second half of the policy year, you should expect them to contact you before the mid-year point to check whether this has started and to assess if your insurance cover needs to be adapted.
    In these economically challenging times, businesses might perhaps view an insurance broker as an unnecessary cost, and instead try and research insurance options themselves and hopefully remember to inform their insurer every time something changes within the business.
    However, there’s another key aspect of the service an insurance broker provides…..advice. Although I’ve worked in insurance for nearly 20 years, like many, my first encounter with insurance was for my first car, a rather old but much-loved Nissan Micra. I chose third party only cover with a direct insurer for my first motor policy, which was appropriate at the time given the insurance cost more than the car. But if I had continued to renew that insurance policy each year, remembering to advise the insurer each time I changed cars, the insurer would continue to provide third party only cover which would be completely inappropriate for my current leased 2023-registered and much higher value family car.
    Legally, the insurer is not able to offer me advice about the most appropriate cover for my needs. However, if I was using an insurance broker, they would have advised me that my personal vehicle risk had increased dramatically, and I should therefore consider moving to fully comprehensive cover.
    This is of course an overly simplistic example, but the same principle could very easily be applied to business insurance, where it might continue to be renewed every year on the same basis without considering the increased or different risks the business may face. A good insurance broker will advise the operators of a business about all the pertinent and developing risks facing that business.
    My final point to highlight the positive impact a broker can have on an insurance placement, is what happens when you call upon the insurer to pay a claim. In a direct arrangement, if an insurer declines a claim, then it’s essentially you against the insurer, which doesn’t really feel like a fair fight. But by bringing an experienced broker into the arrangement, you add an insurance professional to your team, which very much evens up the odds in my opinion.

  • Three simple questions to test your business's sales commission plan

    Three simple questions to test your business's sales commission plan

    If you employ salespeople to sell your company’s products and services, it is more than likely that you have a sales commission plan in place.

    If you do and you want to test whether or not your sales commission plan is fit for purpose, there are 3 simple questions you should ask yourself.
    The answers to these questions will inform you if your sales commission plan is what it should be, if it would benefit from adjustment or if you need to pull it apart and start again. The three questions are,

    Question 1: Is your sales commission plan aligned to your organisation’s financial objectives?

    We’ll start with something so obvious that it often gets missed. Are you rewarding people for achievements that directly contribute to the financial objectives and targets laid out in your organisation’s business plan?
    For example, if achieving your annual gross profit target relies on a balanced mix of products and services being sold, is this reflected in the plan, are there certain products that you want to sell more or less of?
    Aligned to the product mix theme, is your plan operating on a flat percentage of sales value (revenue) or does it reward as a proportion of the profitability of the sale. If it is the former, it is literally costing you more (in terms of commission payments vs profit ratio) to sell your less profitable products.
    However, the most important thing in aligning your plan to your financial objectives, is to check if it’s possible for you to pay out 100% or more of your commission plan budget without achieving your organisation’s financial targets.
    In other words, could you max out your commission plan budget without hitting your profit target? You should check this at an individual, team and overall company level.

    Question 2: Does your sales commission plan promote the correct behaviours?

    If your business sells high value and/or complex products with a long sales cycle, it’s probable that the accuracy of your sales forecast is important to you. If it is, have you linked the accuracy of sales people’s forecasts to the payment of their commission?
    On a similar theme, but extended to a wider scope, you may be an organisation that struggles to get its sales people to manage their Customer Relationship Management (CRM) input to the standard you want them to.
    This could include anything from keeping customer contact records up to date, through to ensuring sales opportunities are staged at the correct point in the sales cycle. If this is an issue for you, have you taken steps to link the payment of commission to the quality and accuracy of their CRM input?
    A final point on this section is to check if your sales managers are rewarded with exactly the same commission plan as the people in their teams and consider if this is the correct thing to do? Are there points of integrity, such as ensuring the correct product is being sold to the right customer for the right reasons, which mean your sales managers should be rewarded differently?

    Question 3: Is your sales commission plan clear, documented and understood by all?

    If you do run a sales commission plan (and if you have read this far I’m presuming you either run or are rewarded by one), have you ever received a complaint from a participant of the plan.
    The answer to that question was “yes” wasn’t it?
    In my experience the majority of complaints (or to more accurately describe them, disputes) about sales commission plans arise from two sources.
    The first is when the plan is changed mid-year; when this happens it is nearly always because the points raised in “Question 1” (alignment to financial objectives) were not addressed in the plan’s original design and a panic measure has been put in place to address a budget issue.
    The second is when the plan is not supported by a governance document. Moreover, the time and effort has not been taken to ensure that the plan’s rules are clearly documented and understood by everyone participating in it. These rules could include, thresholds, accelerators, bonus triggers (the aforementioned) product mix and the behaviours we covered in Question 2.
    Writing a governance document for your sales commission plan, explaining all of its moving parts, the rules and even producing a frequently asked questions (FAQ) section will minimise the instances of future disputes.
    More importantly, it will test whether or not the design of your sales commission plan is robust and fit for purpose. If there are gaps in your plan, writing the governance document will find them before you launch it, so it’s worth the effort.
    Getting it Right
     
    The premise of running a sales commission plan is that you are employing salespeople within a risk/reward culture.
    A good sales commission plan will align to your organisation’s financial targets and objectives, reward not only sales achievement, but also the correct behaviours and be clearly understood by all those participating in it.
    So, when you get a chance ask yourself the three simple questions outlined above and hopefully you can answer them in this order,

    It is
    It does
    It is.

    If you can that’s brilliant, if you can’t, you’ve got some sales commission plan redesign work to do.
     
     

  • Are task management systems turning you into a micro manager?

    Are task management systems turning you into a micro manager?

    As a leader looking to inspire via digital means in 2021, don’t fall foul of the task list negative management style trap. Instead read this and remember how to manage task lists effectively to boost morale in your team culture, not sever it.

    Picture the scene, it’s Friday six months into 2020 and your team is totally displaced. They’re working from home, all within a one hour radius of you and yet as the founder and boss you’ve never felt so disconnected.
    You begin to panic. Is enough being done? How without your watchful eye and without the line manger’s underneath you collating the work and pushing it through can it possibly be done? You start to panic. So you send a negative email around to your work force saying that whilst the mini tasks on the task management software seem to be getting ticked off you just don’t ‘feel’ like work is being completed.

    If this is you, STOP TYPING THE EMAIL MESSAGE RIGHT NOW.

    This is your issue, not your team’s.
    This is a common problem arising which is immensely frustrating both for managers and staff working on task management systems. The issue arises out of the task list which is meant to give structure and guidance, however the appearance of one simple sentence typed in a hurry actually has the affect of simplifying a task to the point where it looks as if it can be achieved in a matter of moments, max hours.
    Yes there’s the timeline functions and projected deadlines, but neither of those actually let your CEO/founder know how much time is expected to be spent on each respective task and whether there are any roadblocks along the way.
    If you’re a CEO struggling to get o top of where your company is at when you’re all working from home, remember this: just because you can now view a list of someone’s work day on a team project does not necessarily mean that you are aware of the pitfalls faced when your team member has attempted to action it. Perhaps it is in mid-progress. Perhaps they’ve completed it and forgotten to update the systems. Either way, you have to remember when you read it that it’s a task management system, not a direct record of every single iota of their day to get the task done. If you were working pre-Covid in the office with this team member, would you want to have each minute task broken down for you? No of course you wouldn’t, so why now?

    Ah you say, why don’t we just break the task down into all of its many subsections?

    Now this is where the danger happens. At first it seems logical to break a task down into subsections – of course it does, no argument there. But this is again a slippery slope. Recently I’ve had to deal with someone request sub, sub, sub sections on tasks and by the time the task list has been filled out I could have executed on it, ticked it off and moved onto the next one.
    Task lists are a rabbit hole and a dangerous one for a few solid reasons:

    As a leader you start to analyse all the other steps they might be missing
    You spend more time worrying about organising the task list than doing the actual job
    Your team member feels unappreciated for the gargantuan amount of work behind each successful task being signed off
    You add more tasks to the list not realising how long each task will take to a your potentially already overtasked colleague
    Your panic rises
    Your trust in your employee lowers
    The respect your employee had in you wanes as they feel misunderstood and untrusted
    Bit by bit the positive work culture that you have strived so hard to cultivate cracks

    What have you forgotten? You don’t just pay your team to spend all their time listing their jobs on a task management system – at some point they need to get off the software and do their work.
    Getting obsessive about subtasks? What does this say about you?
    If you’re the SME business owner with only a few members of staff and they’re doing work that you’ve previously done to get the company up and running then you know the main stages of each job. However if you’re panicking about handing the work over and trusting a member of your team with it, fixating on every single minute subtask is actually a sign that you’re entering the dangerous waters of micro management. Trust is key when trying to inspire a positive to action work culture.
    How to work and lead positively on task management systems
    If you find yourself beginning to obsessively check task lists and subtask lists, pull yourself back and schedule a catch up with your line manager first. Ask your line manager’s to manage task lists in line with their duties and have them report on the overall tasks and main achievements of their team each week. Remember that everyone has a different working style and a task might be 95% completed but not updated yet or it might be hinging on a phone call for it to be finally ticked off. If your team are spending more time working than updating the task list obsessively then that’s a good thing right?
    Request zooms with staff when you want to congratulate them or go over a particular issue brought to you by your line manager. Use that opportunity to find out whether the staff member is happy, what can be done to better their work satisfaction and ask if they think their task list/work load is still reasonable. A lot of people’s workloads rose in 2020 which may not be sustainable through 2021.
    If you use a rewards based morale system, ensure that it’s correctly set up for use with your task management system, so that a staff member and/or team are still sent rewards for their efforts.
    Crucially …
    When someone has completed a main task on their list, you must give them pause to respect it. Yes it’s a list and you know that they’ll be jumping onto the next pointer as it’s their job to do so. However, not recognising when a gargantuan job has been completed, simply viewing it as a one-liner on a list completely demoralises the person who’s stressed and worked on that task for weeks, maybe months. Take time to celebrate their efforts before jumping in on the next task. Give them the rest of the day off, send an email around, allocate a reward, tell them to enjoy their weekend; they’ve earnt it …
    A task management system can either be your route to micro management or an effective task list  and document sharing tool that indicates of how projects are progressing. Choose and act wisely.

  • Using a shareholder agreement to avoid conflict, delays and costly mistakes

    Using a shareholder agreement to avoid conflict, delays and costly mistakes

    If the last few years have taught us anything, it’s how unpredictable the world can be and the importance of planning ahead for challenging circumstances.

    Here, I’ll discusses the importance of a shareholders’ agreement, particularly when it comes to difficult scenarios.
    A shareholders’ agreement is an essential tool recommended for any company with two or more shareholders to regulate conduct between each person and put provisions in place for potentially difficult or significant decisions. There is certainly much more awareness of these agreements now than in the past, but there is still sometimes a reluctance and a lack of appreciation of their value. This is particularly true where there are family ties or other close relationships and therefore often a belief that these agreements won’t be needed – but most legal professionals would argue it’s better to have the rules laid out to aid transparency and potentially defer or resolve any future conflict.
    Ultimately, a shareholders’ agreement allows decisions to be made at the outset and to ensure the shareholders are on the same page before the business becomes successful.

    Understanding roles

    It’s important to understand the distinction between shareholders as the owners of the business and how this differentiates them from other members of the business. For example, directors run the company but do not have to be shareholders. Employees work in the company – but this doesn’t mean they can’t be shareholders.
    The lines can become blurred, particularly in smaller businesses when often, there are people participating in all three roles. Putting these clear boundaries in place can help to understand who is responsible for what and keep the company running successfully even if obstacles arise.

    Putting pen to paper

    Perhaps one of the most serious questions businesses should ask themselves is what happens if a shareholder dies. Many times, shareholders will say they ‘have an idea’ or perhaps have even discussed their plans on an informal basis. However, if these plans have not been committed to a formal agreement, the shares may ‘accidentally’ pass in accordance with the deceased’s Will (or worse, in the absence of a Will, by the rules of intestacy). This could mean that the shares end up with a deceased shareholder’s spouse, children or other family members. The question to ask in this particular scenario is, will we get along against the backdrop of a very emotional period of time?
    I have experienced variations of this scenario many times. In one example, a spouse took ownership of shares and the surviving business owners found it very difficult to navigate, particularly around financial decisions. In the end, legal action was taken to buy the shares back. It’s important to remember that in circumstances like this, which can be very emotional, people may say and do things out of the ordinary and once harsh words are spoken, they’re difficult to take back.

    Dealing with the fall out

    At some point during the business life cycle, shareholders will disagree on commercial decisions. It’s just a matter of how serious the disagreement is. Setting out how to resolve disputes will allow the shareholders to follow a procedure to achieve a resolution.  A ‘Russian Roulette’ provision is particularly useful for 50/50 partners facing a situation where the dispute is so serious that one or more of the parties cannot see a way to continue working together.  The premise behind this very aggressive measure is that one party offers to buy the shares of the other party for a specified price. The party in receipt of the offer can either accept the offer and sell their shares or reverse the offer and buy the shares of the party which made the offer, at the same price.  The parties won’t make a low offer (in case they end up selling) and they won’t make too high an offer (as they will have to pay for it).

    It’s not working out

    When it comes to owner managed businesses, there may come a time when a shareholder wants to leave the business.
    A right of first refusal (also known as a preemption right) ensures that any shareholder wanting to leave must offer their shares to the remaining shareholders first. The price can be determined by whether they are considered to be a ‘Good Leaver’, ‘Early Leaver’ or a ‘Bad Leaver’.
    An example of a ‘Bad Leaver’ could be someone who has been stealing trade secrets and selling them on to the highest bidder.  In this case, they are likely to receive the lower of nominal value and market value for their shares.
    A ‘Good Leaver’ is usually when a shareholder leaves the company on good terms, such as retirement in which case they are likely to receive market value for their shares.

    Selling up

    Where there is an imbalance of shareholdings, there can be protections for majority and minority shareholders’ interests. If a majority shareholder wants to sell their shares, a minority shareholder is under no obligation to join in the sale. This could cause critical delays in situations where the company is up for sale, and in serious situations, majority shareholders can be forced to pay ransom fees.
    ‘Drag Along’ provisions can allow majority shareholders to force minority shareholders to sell their shares along with majority shareholders if the majority have accepted an offer for their shares.

    Final thoughts

    Putting a shareholders’ agreement in place can be done quickly and easily – all it takes is decisiveness. The terms are largely confidential and don’t need to involve many people. Every company which has multiple shareholders should have some protection as you simply never know when it might be needed, and it’s largely agreed that most people want to protect their businesses from the unpredictable.
    It’s often a much simpler process to get shareholders together and work on an agreement at the start of a new venture when everyone is likely to be on the same page and feeling optimistic about the future.
    A shareholders’ agreement is just one of the many tools a legal professional can discuss to support your business’ wider planning and succession goals, enabling better control and peace of mind for whatever challenges may arise.
     

  • Google Urged to Divest Chrome Amid Antitrust Scrutiny

    Google Urged to Divest Chrome Amid Antitrust Scrutiny

    Google may be compelled to divest its Chrome internet browser after a federal judge ruled that the company holds an “illegal monopoly” over online search.

    Big Moves: DOJ Wants Google Sold?

    According to Bloomberg, the U.S. Department of Justice is gearing up to ask Judge Amit P. Mehta to order Alphabet to part ways with its flagship browser, Chrome. If the judge takes the deal, it could be the biggest antitrust smackdown the U.S. ever unleashes on a tech giant.

    Mehta’s Earlier Verdict

    Back in August, the judge ruled that Google, which dominates roughly 90% of worldwide searches, used its power to choke out rivals. A trial to dig into potential fixes is slated for next April.

    Why Chrome Matters

    • It’s the gateway to the internet for millions of users.
    • Chrome is hardwired to Google Search by default.
    • It tracks user behaviour, letting Google hand out laser‑targeted ads—one of its biggest cash cows.

    News of a forced sale sent Alphabet’s shares tumbling a little over a dollar on the New York market.

    Antitrust Conditions on the Table

    The DOJ is also thinking about giving websites more options, preventing Google from stuffing its AI ingredients into their content.

    Right now, Google’s search results often start with AI‑powered “overviews.” The DOJ may force Google to license its data or hand over its search results for the benefit of competitors.

    Responses

    The DOJ stayed tight‑lipped. Lee-Anne Mulholland, Google’s vice‑president of Regulatory Affairs, blasted the move as a “radical agenda that goes far beyond legal concerns” and warned it would hurt consumer choice.

    What’s Next for Google?

    Google plans to appeal once Judge Mehta delivers his final decision, expected sometime in August 2025. Other possible cuts could remove exclusive deals—like the billions Google pays Apple to keep its search engine as the default on iOS devices—and even force a sale of Android.

  • WFH, algorithms, and multimillion-pound fines: a year in data protection

    WFH, algorithms, and multimillion-pound fines: a year in data protection

    My final column of 2020 is in two parts. In this first part, I reflect on what a strange year we’ve had – picking out some of the highlights from an information law perspective. In part two, I’ll be looking forward to what 2021 may bring.

    2020: The Year That Turned Data Protection Into a Full‑Throttle Sprint

    When COVID hit, it didn’t just spark a health crisis—it shook the very foundations of how we handle data. 2020 saw businesses scrambling to shift from cubicles to couches, forcing data‑privacy teams to rethink everything they thought they knew.

    Home‑office Hurdles

    Remote work meant every employee was now a potential “security point of entry.” Employers had to:

    • Audit and reinforce security protocols for home networks.
    • Train remote staff in good data‑governance habits—because pizza delivery can’t replace a data‑security briefing.
    • Update policies to reflect this new reality, ensuring the “new normal” isn’t just a phrase on a PowerPoint slide.

    Data Collectors of the New Normal

    Hospitals, retailers, and even casual restaurants suddenly found themselves collecting a wealth of new data:

    • Track‑and‑trace details for hospitality venues.
    • Routine COVID test results in workplaces.
    • Personal health snapshots—sometimes of employees’ family members—when an employee had to self‑isolate.

    All of this falls under the dreaded special category of health data, so organisations had to be extra careful, checking:

    • Lawful basis for collection.
    • Appropriate retention periods.
    • Clear, up‑to‑date privacy notices.

    Speed‑y Data‑Protection Impact Assessments

    Some situations demanded rapid DPIAs—a race against time for both big and small businesses. Meanwhile, the government hit a snag with its contact‑tracing app, prompting a wholesale pivot due to privacy concerns.

    Algorithms Take the Spotlight

    In the summer, a hot debate erupted over the use of algorithms for student A‑level and GCSE grading. This sparked an important public debate on automated decision‑making and the risk of abuse. Even seasoned data‑protection lawyers admitted to being a bit lost on the rules that govern these systems.

    Although the contentious algorithmic decisions ultimately didn’t sail through the ICO or courts, the lesson was clear: Algorithms will only grow more pervasive. The problem is not going anywhere.

    Legal Broad‑Strokes of 2020

    While there were no sweeping legislative changes, new case law stirred the pot:

    • Morrisons case: The Supreme Court overturned lower‑court rulings that deemed the supermarket liable for an employee’s deliberate leak of payroll data.
    • Key takeaway: Employers can be vicariously liable under data protection law, though not in this specific instance.

    In July, the European Court of Justice delivered its landmark Schrems II verdict, invalidating the EU‑US Privacy Shield and setting the stage for a reevaluation of cross‑border data transfers—especially pivotal with Brexit looming.

    Regulatory Redirection

    Even as day‑to‑day governance was pushed to the sidelines, the ICO didn’t sit still:

    • Granted extra leniency for COVID‑impacting organisations.
    • Resolved high‑profile cases: British Airways and Marriott famously received massive but discounted GDPR fines—£20 m and £18.4 m respectively—after extra representations.
    • Launched fresh guidance on subject access requests and a clearer accountability framework.

    Across Europe, enforcement accelerated:

    • CNIL fined Carrefour over €3 m.
    • Irish DPC slapped Twitter with €450 k.

    These cases remind us that while the UK’s GDPR fines are bustling, the European scene is equally on fire—yet soon the UK might be left hanging as those decisions lose force.

    What Remains New?

    Even after all that noise, the GDPR and the Data Protection Act 2018 are still brand‑new. The entire spectrum—businesses, practitioners, regulators, and courts—is still learning to navigate this fresh landscape.

    2020 was a whirlwind, but the data‑privacy world is far from finished. Stay tuned for 2021—there’s more to uncover.

  • The art of leadership in business

    The art of leadership in business

    “If your team doesn’t know what good looks like, then it’s unlikely they are going to achieve it.”

    COMMENTS made by one of the country’s most influential business experts towards the end of last year put the issue of leadership firmly in the spotlight.
    Anne Francke, the chief executive of the CMI, told the Financial Times how the need for more skilled managers across the UK was being “dangerously overlooked”.
    Ms Francke added in her FT interview a call to arms for the government to step up its support for better preparing leaders of the future.
    Her comments followed the results of a survey last year by 101 cross-party MPs, which found that just one in four (24 percent) respondents said improving the quality of management and leadership in UK businesses, public services and other organisations should be a high priority for the government in the next year.
    Ms Francke is right to put this issue in the spotlight, and businesses can certainly benefit by thinking more about it.
    So, what makes a good leader?

    Creating a vision:

    “The first thing that I think is important, is to create a clear and strategic vision of what it is that you as a team are trying to achieve.”
    “That vision needs to be consistent and understood across the organisation.”
    “Quite often there will be a vision that is created at the board level but by the time you get down to the troops on the ground in the office or in the organisation, it’s a meaningless memo that has no explanation.”

    Work hard to embed it:

    “Once you’ve created a vision you need to work hard to embed it. There is no point in just creating a paragraph or some words, you’ve got to bring it to life, you’ve got to actually embed it so that there is a clear culture and a clear vision of what you are trying to achieve.”
    “So, I think first and foremost the important thing is actually setting out your stall. Who are you and what are you? What makes you different as a team and an organisation and what are you trying to achieve together?”

    Be clear:

    “Having a vision and embedding it is fine. But it means nothing if you don’t communicate it effectively. The next part about this is making sure everybody is very clear in terms of their roles, responsibilities and expectations. If your team doesn’t know what good looks like, then it’s unlikely they are going to achieve it.”
    “Trying to clearly set out what you are responsible for, this is the way in which you expect you to conduct yourself to get there, these are the types of results and levels we are expecting. All of those things are about setting the framework.”

    Empower others:

    “The next thing is creating empowerment across the team. One of the problems in setting up a clear and rigid framework is that sometimes that can be limiting on the talent that is available within the team.”
    “The clear thing for me is setting up a tangible set of expectations as far as approach, method, and results. But then, trying to give enough scope to the individual or to the team or sub-team, to say how you get there is up to you as a group.”
    “It’s important to try and not put any limitation on the team’s output or success.”
    “Aim to set a framework and objectives but don’t make the framework limiting in any way, because often that can stifle performance and stifle the ability to deliver.”
    “Instead, create something that is robust in its order and structure but lenient enough to allow freedom or growth of the individuals that are in the delivery piece.”

    Create a safety net:

    “I think also creating some form of environment of a safety net is key. Again, it’s about giving the freedom of ‘try and fail, try and fail’. Let that individual have a go and make sure you give them an environment where there is an ability to be independent in the role.”
    “I would also say a key lesson in leadership is to create a robust feedback loop.”
    “I passionately believe that learning is best by doing but there needs to be the ability to do and fail.”
    “When you create that environment of a debrief, learning, application; it fast tracks performance and growth.”

    Put training in place:

    “Next it’s vital to consider training and motivation, there should be a clear structure of growth and what the next level looks like, so you always have a step ahead you’re striving for.”
    “The true goal for all leadership is to create a meritocracy and in order to do that you have to have the ability for everyone to be open and honest. You want a diverse and inclusive team of individuals as no team will perform very well if they are the same.”

    And finally, remember:

    “The reality is that no team functions when they are all the same type. You need a team that is based on merit not bias, and is made up of a broader spectrum of individual types as possible.”
    “What should bind you together is your agreement with the culture and your aspiration to deliver the vision. The thing that binds the team is that you all want the same output but come at it from a different perspective. That’s when you get greatness in a team.”

  • Is the Sharing Economy Relevant to B2B Sectors?

    Is the Sharing Economy Relevant to B2B Sectors?

    The sharing economy is prompting a rethink of business practice. To address confusion, this transformative model is also referred to as the ‘crowd’, ‘gig’, ‘peer-to-peer’ or ‘on-demand’ economy. It operates within the context of digital technology and is based on collaborative consumption, allowing both individuals and businesses to share assets, products or services with one another.

    At its core, the sharing economy rests on the principle that people can utilise their possessions, abilities and time to benefit others while simultaneously earning an income for themselves. This approach allows for goods and services to be used without the user actually owning them outright, providing a more cost-effective and often environmentally friendly alternative.
    Some of the world’s largest brands have successfully adopted this model. Uber, for instance, operates as the world’s largest taxi company without owning any cars, while Airbnb, the world’s biggest accommodation provider, operates no properties.
    The UK’s sharing economy is projected to be worth £140 billion by 2025 with growth primarily driven by consumer-facing brands. B2B sectors have not yet fully embraced the principles of resource sharing, despite the many advantages it offers to companies operating in these fields.
    Applying a sharing economy approach requires businesses to identify opportunities or gaps in their market and act boldly. It takes confidence and can lead to positive disruption in established industries.

    Share in the benefits of a shared economy

    While this model is best known for its application in business-to-consumer challenges, what lessons can be applied to the world of business-to-business?

    Greater value

    The concept that companies can come together to share assets is inherently cost-effective, creating and amplifying value in multiple ways. For example, instead of getting tied into an expensive and lengthy office building lease, a business can reduce its costs by renting a desk within a co-working space. Desks can be flexibly added and subtracted according to demand.
    Not only does the sharing economy present obvious cost savings, but it can also create significant revenue opportunities. For example, warehouse owners with unused space can sell it to logistics providers looking for storage capacity or a strategic location.

    More sustainable

    In a similar vein, optimising space utilisation lowers energy consumption and reduces the need for new builds. The impact of construction is significant on the environment in terms of carbon footprint and green land irrevocably lost.

    Broaden reach and scope

    The sharing economy approach opens new and innovative ways of thinking, which may otherwise have not presented themselves. Collaborative working offers greater diversity, global perspective and inspiration to learn from. This is especially the case for companies engaging contractors and freelancers to complete work rather than adding to the workforce with permanent staff members.

    Boost agility and flexibility

    Opening access to resources and expertise through the medium of technology, liberates business leaders to ideate and focus on their product in the knowledge that sufficient capacity is available without the fixed cost and return-on-investment penalties of capital-intensive models.

    How fulfilmentcrowd applies these principles to logistics

    The traditional approach to logistics has often been coined ‘four walls’ where a provider acquires warehouse space (purchased or leased building) and resources to satisfy demand which is uncertain or, at best, difficult to forecast. The result is underutilisation or limited capacity for growth; the profitability envelope in which a warehouse could be considered operating in optimum conditions is impossibly narrow.
    The sharing economy model has enabled tech business like fulfilmentcrowd to rethink the four walls problem by accessing free space in warehouses and enabling customers to see their inventory levels through an app. Site operators generate income from their space, customers can scale-up on a completely variable cost base and fulfilmentcrowd can, uniquely, always offer capacity, a point proven during the pandemic when demand skyrocketed.
    As omnichannel brands seek ways to grow revenue, export rates are rising and this is driving demand for B2B and B2C distribution in foreign markets. fulfilmentcrowd offers these customers access to a network of modern logistics hubs in key overseas locations through a single software platform and global relationship manager supported by local expertise and parcel carriers who understand conditions on the ground.

    Conclusion

    The B2B sharing economy is developing at pace and an increasing range of services are becoming available. Collaboration underpinned by tech and common standards is a key point of differentiation, especially for those operating in more traditional markets. As these principles continue to mature and more businesses digitalise their operations, the model will continue to gain momentum.

  • Interviewing techniques – top tips to recruit the best staff

    Interviewing techniques – top tips to recruit the best staff

    We have already looked at how to stay out of hot water when you are interviewing.

    How Not to Get Burned While Hunting the Perfect Hire

    Let’s be honest—finding a candidate who fits like a glove is kinda like pulling a rabbit out of a hat, except the hat is a stack of CVs and the rabbit has a LinkedIn profile. It takes a lot of effort to craft the perfect ad, sift through hundreds of resumes, shoot out invites, and then promise a life‑changing job. After 20+ years of hiring, I’ve learned a few tricks that help dodge the sneaky traps that pop up when we’re too busy riding the hiring roller coaster.

    1⃣ Start with a Game‑Plan

    • Prep like a pro. Draft a set of role‑specific questions upfront. When you’re referring back to a CV during the interview, you’ll have a “big picture” ready to roll.
    • Uniformity matters. Treat every candidate the same—except for exceptional qualities that make one the star of the show.

    2⃣ Team Up but Stay Synced

    If you’ve got a colleague tagging along for the interview, make sure they’re on the same page. Drop them a link to this guide (or whisper it in a carrier pigeon). Don’t assume they’ve already avoided all the “discriminatory pitfalls” you’ve mastered.

    3⃣ Shut Down Stereotypes

    • Foreign‑sounding name? No problem! Judge by skills, not by vowels.
    • “A girl on a slip of a girl” . You can nail down the IT, the sales, the crunch‑time Elias file‑wrapping, and you’ll still come out strong, regardless of the candidate’s gender.

    4⃣ Keep the Halo Straight

    The old “halo and horns” trick can turn an excellent candidate into a bad hire. If one point shines, don’t let it overtake every other critique. Cool head, cool decision.

    5⃣ Take Notes – But Keep Them Clean

    Jot down the essentials. If a situation forces you to write a critique (like “indexing the candidate’s humor” or “if the cat got in the cron job”), skip the eerie memes. Why? Because anyone can read those notes. One time a reviewer sneezed right in front of a note that read “Looked like Thing from the Addams Family.” The scene was less American Horror Story and more Office HR.

    • Why keep notes? For a Subject Access Request (SAR), you’ll want to remember the exact reason for a hire or no‑hire.
    • How to hit the sweet spot: stick to objective criteria—what you’ll see in the job spec and the candidate’s credentials.

    6⃣ Question Relevance Is Your Safety Net

    Every question you throw out should answer the central question: Does this candidate qualify for the role? If a query is a lottery ticket, you’re missing the point.

    Ready to Cruise Through Hiring?

    With these cheeky hacks, you’ll avoid the common pitfalls that most recruiters fall into. You’ll ship out a polished candidate experience that keeps both you and your future hires happy.

    A huge shout‑out to Kate Bagnall and Louise Hopkins of Bagnall Hopkins Recruitment for sparking these insights. For more lifesaving HR advice, tap into Three Door Solutions or buzz us on @3domSolutions. Happy hiring!

  • A force to be reckoned with

    A force to be reckoned with

    Has your insurance company tried to invoke the clause of force majeure as a reason not to pay within your contract during these covid-19 times?

    Do not assume that it is an instant ‘win’ for them, you may well have grounds to fight.  
    This is one of the most extreme clauses to appear in any contract, however, don’t hear those two words and think all is lost. Business Matters seeks to shed some light on this area of law and show you how the language of the wording could be interpreted instead in your favour.
    “Please read this article and then refer to your own specific contractual wording. If in any doubt, please discuss your circumstances and case with your solicitor or insurance broker.”

    What is force majeure?

    A force majeure clause relieves a party from strict compliance with its contractual obligations where a force majeure event occurs. It is usual for parties to provide in a contract that such events will not make the defaulting party liable if they: prevent it from performing all or part of its contractual obligations, entitled to suspend performance of all or part of its obligations, or entitled to cancel the contract.
    Due to force majeure’s extreme nature it cannot be implied into a contract for that very reason.
    Sounds bad right? However, the law surrounding force majeure means that it’s not necessarily game over for you if your insurance company attempts to invoke it during these covid-19 times. 
    There are vast amounts of articles online regarding force majeure, debating it’s usage, yet in English law, there is no actual defined meaning or legal doctrine of force majeure which is why it is always so heavily debated.
    If your agreement contains a force majeure provision, your first point of scrutiny is the precise wording of the clause itself.
    Here’s why:
    The burden of proof lies with party claiming the clause. Your insurer will have to prove that an event so out of their control has rendered them unable to execute their obligations.

    Let’s break the key words down: 

    What qualifies as an ‘event’?

    Many of the contracts including force majeure will list specific events that will enable a party to invoke the use of it. This can range from natural disasters to terrorist attacks. Primarily, as case law shows, these are all documented events that occur in one singular moment.
    Post-SARS saw ‘epidemic’ or ‘pandemic’ drafted into many insurance contracts, yet even if the use of the word ‘pandemic’ is stated within the list of events for the force majeure clause, don’t forget that your commercial contract will still be interpreted using common law interpretations, you may well be within your rights to claim that a global pandemic does not actually qualify as an ‘event’ when in reference to a force majeure clause.
    Covid-19 was a fever, a flu, an epidemic and then a pandemic. The World Health Organisation (WHO) deemed it to be a global pandemic on the 11th March 2020, different insurance companies chose to invoke their varying levels of coverage to businesses and travel clients on many different dates, further weakening the overall affect of one singular ‘event’. Filtering their levels of cover with different dates for different clauses, has meant that you can argue that covid-19 as a pandemic did not occur within the common law interpretation of an event with relation to force majeureclauses.
    An ‘epidemic’ and a ‘pandemic’ are two very different things as well so if your contract only states ‘epidemic’ or ‘plague’ then they’re unlikely to be able to rely on the clause as well after the WHO deemed covid-19 to be a pandemic.
    If the terms used within your contract are all-encompassing and don’t specifically use the word ‘pandemic’, it will be even harder for your insurance company to prove that corona virus began on a specific date at a specific time, compared to the example of an earthquake or terrorist attack.
    Check: does your contract state outbreak of disease, epidemic or pandemic in relation to the ‘event’ or is it an all encompassing force majeure? 

    Genuine failure, or likely failure, to perform

    Even if the wording is vague or all-encompassing, the insurers will have to prove that covid-19 renders them unable to perform their side of the contract.
    There must be a genuine failure or likely failure to perform and it must be established that COVID-19 caused the failure to perform. The simple fact of COVID-19 existing will not be enough to be able to rely upon the force majeure provision, if the impact of the outbreak did not actually cause the party’s failure to perform the obligations.

    Prevents

    The event must prevent the affected party from performing its obligations under the contract.
    The meaning of the word ‘prevent’ was considered by the courts in Tennants (Lancashire) Ltd v G.S. Wilson & Co. Ltd [1917] AC 495 and it was concluded that if a force majeure clause provides that the relevant triggering event must ‘prevent’ performance, the relevant party must demonstrate that performance is legally or physically impossible, not just difficult or unprofitable.
    Good news from the English law courts here that will make your insurance company potentially squirm – just because the occurring event might cost the party considerably more money to execute the contract, it does not render the contract void or unable to be executed.
    Spend a happy hour Googling the net profits from all of the top twenty business insurers globally, as indeed we have at Business Matters, and you’ll see that even with their millions of clients, they are more than capable of executing their job in making payments, based on the fact that not everyone will make a claim. Even in the unlikely event that they can establish that the government’s lockdown constituted an ’event’ it can still be argued that with their handsome net profits, a rise in premiums, developments in online payments and working from home, the insurance companies can hardly argue that that force majeure can be relied upon by them, because they are still more than capable of paying for their liabilities under the contract. Covid-19 does not render them unable to process payments either.

    Other factors within the wording

    It is important to read over your clause and see if its use is contingent on any other factors. For example, does the clause require notice of the potential force majeure event to be given to you? If so, is there a specific time limit or format for the notice and does the notice need to include any specific information? Was that notice executed within the time frame to you?  
    Finally remember that as with all contractual clauses, the precise meaning and effect of a force majeure clause will depend on the specific wording of the clause and its interpretation. Specifically, the natural meaning of the words used, the context of the clause within the wording of the entirety of the contract as a whole and the specific information available to both parties when you entered into the contract.
    If you’re business owner, please don’t lose hope if you hear this phrase being uttered to you. Act quickly and check your specific contractual wording and let us know if you’re successful in fighting it.

  • Why some of the old rules still apply in business

    Why some of the old rules still apply in business

    In today’s fast-paced business landscape, the phrase ‘This is how we do things around here’ seems to have lost its relevance.

    Gone are the days when craftsmen and tradespeople meticulously honed their skills, passing down traditions to the next generation with pride. As we transition from the incremental era of yesteryears to the exponential age of today, it’s easy to believe that the rules of the past no longer apply.
    We’ve witnessed seismic shifts in how we consume media, shop, bank, and communicate, both virtually and in person. But just as we learned twenty years ago, the answer was not Bricks OR Clicks but Bricks AND Clicks (i.e real and virtual access to our brands), perhaps it’s time to revisit some timeless principles. Despite the allure of wholesale change, there’s value in acknowledging and retaining the fundamental truths that have guided business for generations.
    In his post of Amazon CEO, Jeff Bezos spent as much time on what he knew would NOT change as he did on what he predicted would change in the next ten years. As he put it, he knew spending money on the former perennials (low prices, fast delivery, vast choice) would pay back for a decade or more, whereas the latter might not be so long lasting. As historians say, those who ignore or forget history will be forced to learn its painful lessons all over again.
    So, are there things in this shiny, fresh, brand marketing world that we can retain from the days of yore when seemingly everything has changed?
    Inevitably, I intend to argue yes. But only in part of course.
    How many of you still watch shows on the same TV station, at the same time, and the same channel as it was first broadcast? The data says not many and it continues to decline every year. More and more of us are watching more content than ever on a big panel in the living room AND a smaller panel in our hand at a time, and on the channel of our choosing. That’s a new way to watch what we used to call TV.
    We are also getting more dynamic and personalised ads served to us on social media because our phone heard us talking the night before to friends about the topic that we are now being served an ad for. That’s a new tool that has the power to surprise! Outdoor media, which used to be the preserve of simple static printed ads for consumer goods, has now become giant, weatherproof cinema screens with engaging and fun content for luxury brands.
    So yes, a lot has changed. But to the point, a lot has also stayed the same.
    For starters, we are still communicating with each other. And all the best communications find ways to engage an audience, not to interrupt and repeatedly shout at them. The same is true of storytelling: authentic, human, and emotional. These are the things we love – from the tales of the Roman Empire, to Norsemen crossing the seas to seeing humankind head back to the Moon and then venture to Mars. We love a good story.
    In marketing, there is no B2B (business to business) or B2C (business to consumer), but everything is now B2A (business to audience) engagement. So, treat everyone as a fully-fledged member of the human race and you are more likely to get their interest, followship and support – all the things a brand desperately needs to create behavioural change and repeat purchases.
    The second thing that hasn’t changed is relevance. Don’t advertise dog food to someone who doesn’t own a dog. You’re paying to advertise there, and it’s being wasted. It doesn’t matter if your customer sees the ad as a 5 second spot on TikTok instead of a 30 second spot on ITV, it’s still true. We used to accept that 99% of direct mail was wasted because the 1% buying the product paid back the cost of the mailer. But then we realised that meant 99 out of 100 people when looking at a message from your brand were then rejecting it and carrying it to the dustbin. Not great.
    The same is true of today’s online ads. Don’t make someone wait for a to watch a YouTube video with an unskippable ad to serve me a dull bit of film about a product I have no interest in. You are spending money to make your customer feel that bit worse about you.
    And the third thing that hasn’t changed is craft. Whatever the piece of communication you want to put out in the world, we all know the positive impression great content can leave you with. There is still a level of perceived reassurance, or shall we call it a quality impression, about seeing a lovely bit of film or an amazing still image from a brand or a well written piece of copy. Even if we haven’t heard of the brand prior to seeing it, engaging content, effective audience targeting, and timing, is going to have a disproportionate effect in terms of brand impression and purchase intent.
    It’s interesting isn’t it, because I would bet that in your own business, whatever product you make or service you provide, if you are not thinking about the humanity, the relevance and the craft of what you do, you will be less successful. The same is true of brand marketing and yes, in short, some of the old rules do still apply. Just like old dogs learning new tricks.

  • Measuring Your Facebook Success Rate

    Measuring Your Facebook Success Rate

    The problem a lot of advertisers have is that they’re spread out over such an expanse of business real estate—multiple websites, multiple ad campaigns, on-location offices, employees, outsourcing, etc—that they cannot accurately gauge just how well their social media campaign is doing versus the other marketing they’re doing. Thus they need a better way to look at Facebook-specific numbers.

    How to Gauge Social Media ROI
    The first step here is to actually break your business down and to judge Facebook and the campaign you’re running on its own. You want to judge it independent of all other aspects of your business; in fact, you always want to judge these aspects separately. You could be profiting overall but still losing money on Facebook, or you could be doing incredibly well on Facebook but still losing money in other areas.

    After you break your business down and begin to look at only Facebook, you want to focus entirely on your ROI – first making sure to realize what you’re investing and where you’re investing it.

    Although your social media marketing should in no way stand alone as a campaign, it needs to be measured that way in order to ensure you’re actually receiving a return on your investment. A lot of companies invest a lot of money, so judging how well it’s paying off is incredibly important.

    You’re looking for: Overall increased sales directly attributable to Facebook; New business leads stemming from your campaign; An overall increase in business efficiency; An improvement in customer feedback and in customer engagement; Increased brand recognition amongst Facebook and better brand awareness; An increase in the traffic you specifically target; and an overall farther reach.

    In other words, you are not looking to target a dollar amount per se. While a successful Facebook campaign will most certainly give you a return on your investment, your campaign is going to be about more than an immediate return. You’re looking for an increase in your brand and an increase in the size and scope of your business.

    A successful Facebook campaign will allow your business to grow. This growth is obviously measured by more than what your initial return is.

  • Embracing the pivot: a growing trend on the business landscape

    Embracing the pivot: a growing trend on the business landscape

    The ability to adapt and change course can be the difference between thriving and merely surviving in today’s fast-evolving economy.

    In turn, ‘pivot’ has become an increasingly common term in the corporate lexicon, especially over recent years, as companies face unprecedented challenges and opportunities.

    What is a pivot?

    A pivot is a strategic shift in a company’s direction, involving fundamental changes to its business model, product offering or target market.
    Organisations pivot for many reasons, driven by the need to respond to market shifts, technological advancesand evolving customer expectations. It is a recognition that the current path may not lead to the desired destination and a significant change is necessary to open new growth avenues.
    Famous examples include Slack’s move from gaming to collaboration software and Nokia’s journey from a paper mill to telecommunications powerhouse, illustrating that pivots can come from the most surprising of places and lead to extraordinary success.
    Indeed, even Play-Doh started life as a wallpaper cleaning product.

    The increasing prominence of pivots

    The business landscape is developing faster than ever – and with it, the desire and necessity to pivot has increased. Digital transformation, the rise of hybrid work models and an increasing focus on ESG (Environmental, Social and Governance) principles are all forcing companies to radically rethink what they do, why and who for.
    Companies are finding that to stay relevant and competitive, they must be agile, embracing change not just to grow, but to survive. The shift towards subscription-based models, the integration of technology in traditional sectors and the need to embed sustainability are just a few factors prompting businesses to reconsider their trajectories.

    Thriving through a pivot

    We know all about the pivot at fulfilmentcrowd. We have lived the process, transforming from a niche ERP software developer to a market-leading third-party fulfilment services provider in the aftermath of the global financial crisis.
    Our transition to tech-led logistics emerged from a combination of customer demand and the need for growth beyond existing capabilities. Sparked by an enquiry from an ecommerce client, we saw an opportunity to expand our value proposition beyond just software solutions, which were profitable but had reached a plateau in terms of future potential.
    We initially provided services from our own warehouse but expanded capacity by applying sharing economy principles and adapting the fulfilmentcrowd software platform, securing agreements with partners in the UK before spreading our wings into the USA, Germany and Netherlands before the pandemic in 2019.
    Today, we operate a unique model that is protected from imitation due to the technological complexities that have been overcome; the business has its software development origins to thank for that. It is also sustainable by design – rather than building our own fulfilment centres we utilise the millions of square feet of existing underused warehousing globally.
    Our pivot therefore was not about adding services; it was a strategic realignment that has propelled us to international growth and leadership in fulfilment solutions. Today, we operate a global footprint of 1.57 million square feet across 15 fulfilment centres which is powering profitable growth, evidenced by a 17% increase in year-on-year revenue and 83% EBITDA rise in H1 of FY24.

    Recognising when to pivot

    We have learnt a lot about pivoting along the way. First and foremost, it is a decision that should not be taken lightly. It requires a deep understanding of your market, a clear vision for the future and the agility to change course when necessary.
    Key indicators that a pivot might be needed could include persistent challenges in catching up with the market, excessive competition, hitting a growth plateau or finding that only part of your business is thriving. For us, it was all about pushing through the barriers to growth and creating a model that could generate revenue as we slept.

    Top tips for a successful pivot

    If I was asked what the most important things are in order to successfully pivot, I would recommend focusing on the following:

    Assess your current position: As a first step, take a hard, honest look at where your business stands and its current potential. Back in the noughties, we knew that there was little growth potential in our market and competition was driving out margin. Thinking long-term, the need for change was existential.
    Listen to your customers: Often, the market will signal the need for a change. For us, customer feedback was crucial in kickstarting our evolution.
    Embrace agility: Pivoting requires flexibility and a ‘test and learn’ mentality. We quickly adapted how we used our warehouses and evolved relationships with partners to successfully move into a new market.
    Focus on your strengths: Identify what you do best and consider how these strengths can be applied in a new direction. For us, we had strong expertise in developing ERP-class software and we utilised that to provide an unrivalled 3PL service offering.
    Communicate clearly: Ensure your team is on board and understands the vision behind the pivot. This was key for us and I am proud of how many of the team have stuck with us through the journey.

    The central point

    Pivots are increasingly becoming a part of the strategic toolkit for businesses aiming to stay relevant and meet new opportunities in today’s market landscape.
    It is not a cure-all solution, but a well-executed pivot can redefine a company’s future, opening new pathways for growth and innovation. At fulfilmentcrowd, our transformation journey is a testament to the power of strategic pivoting, driven by customer needs, market insights and the relentless pursuit of doing things better.

  • Five Do's & Don’ts of improving the productivity of your meetings

    Five Do's & Don’ts of improving the productivity of your meetings

    Prepare in advance.

    No secret here – but how often do you actually take the time to prepare a detailed agenda for the meeting – and think through all the points you want to raise?

    Take notes. Depending on the situation, you might be able to have someone else take notes for you. Assuming in the worst case scenario there isn’t, the more comprehensive, yet concise you can make your notes the better.  A process I’ve been using for the last 18months and would highly recommend is[ilink url=”http://www.smartwisdom.com”]SmartWisdom[/ilink] . It’s described as advanced note taking – personally I’d call it mind mapping on steroids.

    Take breaks and do remember to eat! Because people often haven’t planned properly, they become preoccupied with their hungry bellies and hope the meeting will wrap up soon. Plan breaks into meetings, and avoid providing a lunch of lots of bread/sugary snacks/crisps and soft drinks – they’re all concentration killers! If you’re worried about the cost of having something healthier such as salads or sushi – work out the costs of having the people there and the impact of the decisions you’re expecting them to take and put it in perspective.

    Train your mind. While playing the cello, I’m frequently playing with others for four hours or more with only one break – and concentrating hard as I’m often going through music for the first time. What hobbies do you have – or could you have – that could be used to develop your concentration?

    Build your physical stamina. Some of the most challenging situations I’ve found can be meetings abroad. You’ve probably had to get up at the crack of dawn and are either having to speak in a foreign language, or at least working with others who are, meaning you’ve got to work harder to understand them. I’d assert that if you’ve got good physical stamina, you stand a better chance of performing in these types of situation.

  • Enforcing GDPR: is the regulator finally showing its teeth?

    Enforcing GDPR: is the regulator finally showing its teeth?

    With the headlines this autumn continuing to be dominated by the ongoing coronavirus pandemic, you may have missed some significant developments in the world of data protection.

    In October alone, the Information Commissioner’s Office (ICO) issued its first two significant GDPR fines and took enforcement action against one of the UK’s biggest credit reference agencies. Is the regulator finally showing its teeth?
    When data protection law was comprehensively updated in 2018, one of the key changes was a major upgrade to the powers of the ICO. The maximum fine the regulator could impose for serious breaches was increased from £500,000 to the greater of €20 million or 4% of an organisation’s worldwide turnover.
    The ICO was also given sweeping powers to order companies to take action to bring their processing into line with the legislation. This led to all sorts of alarmist stories about how the biggest companies could face billion-pound fines should they get things wrong, and how even the smallest infringements could lead to crippling financial penalties.
    In fact, the ICO initially adopted a very cautious approach to regulating the new laws. Until last month, the ICO had only issued one fine since the GDPR came into effect in May 2018.
    A London pharmacy was fined £275,000, well below the old maximum, for the distinctly low tech reason of leaving hard copy documents containing personal data in unlocked containers. But in the summer of 2019, the ICO took on two very high profile cases, announcing that it would be issuing huge fines against British Airways and the hotel chain Marriott International, of £183m and £99m respectively.
    Both cases shared some similarities in that they involved security vulnerabilities which allowed unauthorised access to personal data relating to large numbers of customers. The potential fines were by far the largest anywhere in Europe under the GDPR.
    Although you would have been forgiven for missing this in the press coverage at the time, the ICO announcements about BA and Marriott were not actually fines, but instead were notices of intent. Under the UK’s data protection law, the ICO must issue a notice of intent prior to any fine, to allow organisations to make any final representations in their defence. It was clear that both BA and Marriott were making such representations.
    By March 2020, there was still no final decision on the fines. And then the covid pandemic hit, which had a huge impact on the aviation and hospitality sectors.
    Finally, in October, the ICO announced that it was fining BA £20m for security failings which led to the hacking of personal data relating to more than 400,000 customers, and Marriott £18.4m for a security failure which led to personal data relating to 339 million customers worldwide being put at risk. Still very significant amounts, but much lower than the ICO originally intended.
    So what happened? Both companies appear to have fought very hard against the original notices and, under considerable pressure, the ICO chose to reconsider the levels of fines completely. In the Marriott case, the ICO chose a new starting point of £28m for the fine and then applied a reduction for mitigating factors, together with a £4m covid ‘discount’, to get to the £18.4m figure. The published decisions in these cases give us a real insight into the ICO’s approach to regulation. However, it’s important to remember that these two cases are not typical.
    They both involved major companies and serious security failures leading to personal data about a very large number of individuals being compromised. The level of fines reflects the seriousness of the incidents. Nevertheless, there are lessons for businesses about preventing breaches and how to handle them, including the importance of early detection, positive engagement with the regulator and a willingness to argue your case strongly.
    It remains to be seen whether either company chooses to appeal against their fine, although given the size of the original notices of intent, they seem to have achieved a good result.
    The ICO showed an alternative approach to regulation on 29 October this year when it issued an enforcement notice to the credit reference agency, Experian. As well as having the power to issue fines, the ICO can issue enforcement notices requiring organisations to take action to comply with data protection law.
    This particular notice followed a lengthy investigation into the data protection practices of the UK’s three biggest credit reference agencies. The ICO found evidence that all three were processing personal data of millions of people in contravention of data protection law and required them to take steps to change their practices.
    All three made changes voluntarily, but the ICO concluded that Experian needed to take further steps and so issued a formal notice. Interestingly, none of the three companies was fined for these contraventions, although requiring changes to the way a company does business can clearly have a significant financial impact.
    Businesses should be reassured that the action against Experian and the much-reduced fines issued to BA and Marriott mean that the ICO is maintaining its cautious approach to the regulation of data protection law. It seems large fines are only likely to be imposed in the most serious cases. However, businesses should not be complacent and continue to take appropriate steps to avoid the attention of the regulator.

  • Mastering Hybrid Working:  Benefits, Challenges and Strategies

    Mastering Hybrid Working:  Benefits, Challenges and Strategies

    Hybrid working has become one of the most discussed topics in the post-pandemic world, with more and more companies shifting their focus to this flexible work arrangement.

    But is it working? Well, it depends.  So, let’s explore the benefits and challenges of hybrid working, and why companies need to be strategic in implementing it.

    The Benefits of Hybrid Working

    Hybrid working allows employees to have a better work-life balance, as they can choose to work from home or come into the office as needed. This can lead to increased job satisfaction and productivity, as employees feel trusted and valued by their employers. It also means that employees can work from anywhere, which opens up opportunities for remote work and allows companies to tap into a wider pool of talent.
    Moreover, hybrid working can lead to cost savings for companies, as they do not need to provide as much office space or equipment. This can be a significant benefit, especially for small businesses or startups that are trying to keep costs down.

    The Challenges of Hybrid Working

    However, there are also some challenges to hybrid working. One of the biggest challenges is communication and collaboration, as team members may be working in different locations and time zones. It can be difficult to coordinate meetings and ensure that everyone is on the same page.
    Another challenge is maintaining a sense of team culture and collaboration. When working remotely, employees may feel isolated and disconnected from their colleagues, which can lead to a lack of motivation and engagement.
    Some employees may struggle with the lack of structure and social interaction that comes with remote work. This can impact their mental health and wellbeing, and companies need to be aware of this when implementing hybrid working.  What is suitable for one person may not be suitable for someone else and it is important to understand the skills and trait of individual team members.

    Strategies for Successful Hybrid Working

    To make hybrid working successful, companies need to have effective strategies in place. Here are some key strategies that can help:

    Communication and Collaboration Tools

    Effective communication and collaboration tools are essential for successful hybrid working. Companies can use video conferencing software, instant messaging, and project management tools to ensure that employees can stay connected and collaborate effectively. Moreover, regular team meetings / coffee mornings can help to maintain a sense of team culture and ensure that everyone is on the same page.

    Clear Guidelines and Expectations

    It’s important to set clear guidelines and expectations for hybrid working, such as work hours and response times. This can help to ensure that employees are clear about what is expected of them and can manage their time effectively.

    Training and Support

    Companies need to provide training and support to employees to ensure that they can adapt to hybrid working effectively. This can include training on communication and collaboration tools, as well as the essential support for mental health and wellbeing.

    Flexibility and Adaptability

    Companies need to be flexible and adaptable when implementing hybrid working. This means being open to feedback from employees and making changes as needed. It also means being prepared to adjust policies and strategies based on changing circumstances, such as new technology or a shift in the job market.
    In conclusion, hybrid working can be a great option for companies and employees, as long as it is implemented strategically. Companies need to have effective communication and collaboration tools in place, set clear guidelines and expectations, provide training and support, and be flexible and adaptable. By doing so, companies can ensure that hybrid working is successful and beneficial for all involved.

  • New Year, new brand: Five things you should know before you rebrand

    New Year, new brand: Five things you should know before you rebrand

    Often SMEs don’t realise that having a brand is just as important for them as it is for larger companies, however, presenting a professional image and consistent identity to your prospect and existing customers, whatever your size, is a vital part of securing new and ongoing business. This doesn’t mean that you have to spend the big bucks, but it does mean that you need to give your firm’s brand some thought.

    January is a popular time for companies to reflect on their current position, review their performance and set objectives for the next 12 months and beyond, and taking a look at the company’s image often forms part of this process. So for those of you that are considering a business rebrand, here are the five things that I think it’s most important to consider before you dive in and develop a design.

    1. Go back to basics
    Your brand needs to reflect your company’s values and ethos, and appeal to your customer base, as well as differentiating your products and services from your competitors. Take some time to think about and document your competition’s branding and analyse what you think works and what doesn’t so that you can avoid these pitfalls when you rebrand – as well as any chance of accidentally developing a similar brand to others in your marketplace.

    2. Keep it simple
    Developing a brand doesn’t have to be complicated, but is does have to be consistent. Whilst you can keep colours and logos clean and basic, assuming it fits with your ethos and industry, you do need to make sure that your brand is reflected in all aspects of your marketing materials. From your website to your stationery to your latest leaflet and your merchandise, you’ll need to make sure your new image is projected throughout your marketing streams to reinforce your brand’s strong identity.

    As a small firm it’s tempting to use up the last of your brochures before you move on, but if you really feel you need to do that, don’t introduce your new brand until you are ready to use it everywhere. If you run two different brands consecutively, it will confuse your customers, dilute your brand and make the overall impression of your company unprofessional.

    3. Know your strengths
    As a consumer nation we are generally pretty thrifty in January, following the post-Christmas excesses, and it’s tempting to translate this into our business world too. However, if you’re not a branding or design specialist, it’s usually best to invest in some professional support. Costs vary considerably for a rebrand service so make sure that you shop around to find the right price for you, as well as to find the right designer for you – one that really understands the SME environment, the requirements and, specifically, your firm’s ethos and the way that your SME operates.

    It’s easy to get wow-ed by expensive designers that have worked with large, recognisable brands, but this doesn’t mean that they will understand your marketplace or your firm’s branding and design requirements, so be sure of your choice of supplier before you put your hand in your pocket.

    4. Take your concepts for a test drive
    Before you settle on a brand, you and your designer will come up with several concepts – different styles and colours for your brand. Once you’ve narrowed down the concepts to two or three, it’s always a useful idea to see how your target audience feels about the different brands, to find out which one really works for them and what messages your concepts are sharing with your target audience.

    It’s tempting to ask friends and family for their opinion, however, what you really need is a group of people who are objective and who would be your ideal prospect customers. It’s these people that you want to be drawn to, and impressed by, your brand and so it’s these people that you should ask. It’s often easily done, as you’ll be surprised how much input you can incentivise for a minimal high street voucher! You could get the participants in one room (focus group), you could hold phone interviews with online visuals or you could send out/have online questionnaires.

    As long as you are planned and consistent with your questions, you should be able to get some really useful feedback about your design concepts. It’s also worth mentioning that if you have different products and services targeted at different audiences, then ideally you’d have a sample from each of these target groups to ensure that your brand has an appeal to all of your prospects.

    5. Give your brand some substance
    It’s all very well developing your brand to communicate particular values, however, you need to make sure that you can put your money where your brand is, so to speak. By this I mean that you need to have examples that illustrate your brand values in your marketing streams, like on your website, in your brochure or in your PR. For example, you can develop client case studies that you can utilise in all of your marketing streams to reinforce the identity of your brand, your website may have a news or blog section which you can use to illustrate your values or you may decide to promote specific successes in the media.

    It’s important that you have some of these actions/elements prepared prior to the launch of your new brand so that your brand doesn’t look unsubstantiated, and it’s equally important to make sure that there is an ongoing ‘drip, drip’ of substance stories throughout your company’s lifespan. You don’t have to create different examples every day, however, once a month will help to keep your brand alive and current.

    Whatever method of illustrating the backbone of your brand, it’s essential that you show your current and prospect customers, as well as your competitors, that you can live up to your brand promises and that there’s more to your company than a professional image.

    Image: Branding via Shutterstock

  • Employment Tribunal Changes

    Employment Tribunal Changes

    I receive numerous email updates on proposed changes to employment law legislation. Often its dull, occasionally it’s hard to read, but once in a while there’s a really important piece that catches my attention. The example below is one that has caught my eye and I felt the urge to share given its potential to have a positive influence and impact on small businesses. It affects changes to the tribunal process, to potential claim amounts and to the settlement agreements themselves, so let’s have a look at each in turn:

    Firstly there’s going to be an introduction of tribunal fees. I’m a staunch advocate for the tribunal process and I’ve helped many friends and individuals battle through the legal landmines when they have genuine issues and disputes. But, currently any disgruntled employee, or ex employee, can click on the HM Courts and Tribunals service website to find a claim form against your company and take you to a tribunal.

    This can happen even when you know you have absolutely followed procedure and completed every possible challenge in the difficult employment situation you have found yourself in. It can lead to frustration, diverted senior managers, expensive solicitor’s fees and all manner of frustrations you can ill afford.

    Tribunal fees are expected to be introduced by July 2013, so that when a person makes the claim online they will be asked to pay an initial fee for lodging their claim – an ‘issue fee’ – and then be liable for a subsequent ‘hearing fee’ if the claim proceeds to a full tribunal hearing.

    The level of fee will depend on the type of claim. Examples are:

    • A ‘level 2’ unfair dismissal or discrimination claim would be a £250 ‘issue fee’ with a ‘hearing fee’ of £950.
    • An administratively simple ‘level 1’ claim would be £160 for the ‘issue fee’ but have a reduced ‘hearing fee’ of £230.

    A full list of claims and their allocated fee levels can be found here in Annex C of the pdf called ‘Introducing fees in employment tribunals and Employment Appeal Tribunal – Consultation document’

    While my gut reaction is ‘woo hoo,’ these should stop a frivolous claim, I can’t help thinking it may be a bit toothless given there is a caveat that those who genuinely can’t afford the fees can apply for ‘fee remission’. This applies to those who can demonstrate that through submitted proof of their financial situation, they are entitled to either a full or partial reduction. Given most claims are from people who have just lost their jobs, I’m sure many will try this, and be eligible.

    Prior to the fees system being introduced there are proposed changes to the Employment Tribunal rules in April 2013. The reforms will bring in stronger case management processes, a new sifting stage to ascertain the legalities of the claim in the first instance, and changes to the claim forms (ET1 & ET3) themselves. With the fees introduction, and the proposed simplification of the Employment Tribunal rules I hope the difficult and time consuming Employment Tribunal process can be eased.

    This brings me nicely onto another change – to the planned changes to ‘compromise agreements’. For those who don’t know, these are legally binding documents that settle all and every appropriate claim between an employee and usually ex employee in exchange for some cash – ‘settlement’. By introducing a statutory code of practice, the Government is hoping to simplify the process and have renamed the compromise agreement a ‘settlement agreement’ in their Enterprise and Regulatory Reform Bill 2012-13. The Government is aiming for the Code of Practice to be introduced this summer. The idea is that disputes can be settled BEFORE a formal dispute arises. There is legal protection from it being referred to in subsequent proceedings if the offer fails, and the employee may reject the offer with no fear that that will be used against them during any subsequent process (except in discrimination or automatic dismissal circumstances).

    Personally, I welcome the change. How often do you find yourself in a situation when actually the best thing for all concerned is a parting of the ways – except you daren’t do that given the potential repercussions? The Code of Practice will include (non-compulsory) template letters, include best practice guidance on the when, the how and include a model settlement agreement. It remains to be seen how the lawyers of the UK will view them…

    One thing the Code won’t do however is set a price or tariff of how much should be charged for negotiation of the final financial settlement. This aspect is still a matter for public consultation so watch this space.

    Next there are discussions ongoing about introducing an early ACAS conciliation BEFORE a claim is lodged to tribunal. Currently ACAS must get involved after a claim is lodged. This would require the employee to contact ACAS to request it and then, if both parties agree, ACAS would conciliate for one month (which can be extended by mutual agreement for another two weeks) before any claim can go to tribunal. If the offer of early conciliation is refused then the employee can go straight to tribunal.

    Which brings me to the final part – capping potential unfair dismissal compensatory awards in tribunal to the maximum of one year’s salary, or to the current maximum compensatory cap of £74,200, depending on which is the lower. Given the latest Ministry of Justice employment tribunal statistics showed that the average compensation payout for unfair dismissal was just £4,560 and only 2% of unfair dismissal awards exceeded £50,000, I’m not sure why this is being brought in, but I welcome any attempts to bring some sanity onto a fraught process as an employer. At least now the risks and potential liabilities may be easier to understand and calculate should this change actually come to pass.

    No dates have been confirmed as to when these changes may happen, but is believed this summer 2013.

    So, do you think these changes would positively impact disputes within your business? Tell us your thoughts by following us on twitter @3domSolutions.

  • Ensuring Value: Strategic Post‑Transaction Planning

    Ensuring Value: Strategic Post‑Transaction Planning

    Previous articles in this series have focused on measures to create and “lock-in” the value of a business in the course of the sale process: through incentivising the team, pre-transaction due diligence and planning, tax aware structuring of the deal and negotiation of the “earn-out”.

    Keeping the Cash Flow—Not Just the Cashed‑Out Cash

    When you finally hand over your company, the first thing that nags at you is how much of that sweet, sweet payment can actually hang in your pocket. In other words, the tax you’ll pay on that windfall.

    And there’s a little secret sauce that can turn a monster 28 % capital gains tax headache into a much lighter 10 % entrepreneur’s relief bite. That reward is only ever in reach if you, or your fellow shareholders, have the right share‑in‑strength: at least 5 % of the company at the point of sale (or over the whole previous year), or if you’re pulling out with shares earned from Enterprise Management Incentives (EMI).

    So, let’s break down the bits you can line up to shave down that tax:

    1. Earn‑Outs: The Tax‑Friendly Vault

    • Think of an earn‑out as a promise: “If I meet certain targets, you’ll pay me extra.”
    • With some smart structuring, that extra could be rolled into your entrepreneur’s relief calculation instead of getting slapped with a full 28 % capital gains tax roll.
    • Otherwise you’re looking at a slap‑dash where it’s taxed as ordinary income—what? That’s the next level of breathing.

    2. Reinvesting the Cash (Into Equity, not House Paint)

    • Keep the money in play by swapping some of your cash for shares in the buyer’s business. This is a deferred gain techy trick.
    • Serial entrepreneurs can hop into a brand‑new venture or tackle an existing one. A pinch of Enterprise Investment Scheme (EIS) money might even let you dodge the tax while you’re still alive.
    • But remember, “tax‑deferred” is a fancy way of saying “tax‑later.” The cash‑flow advantage is real, but you may pay more later if you’re too greedy to bank the entrepreneur’s relief.

    3. The Estate: Future Over Current

    • When you sell, you take out the cash and leave behind a potentially “tax‑favoured” asset—shares in a trading company.
    • Those shares can vanish from the estate under business property relief, brushing off a hefty 40 % inheritance tax (IHT).
    • However, if you sell the shares (or even just lock‑in the agreement to sell), the estate gets suddenly re‑assessed at 40 % on death. Suddenly, you’re caught between two painful corners.

    4. Will‑Crafting: The “Don’t Drop It” Mantra

    • Even if you thought you’d swipe sales as a one‑off, the estate’s re‑composition demands a new, tax‑smart will. Intestacy laws don’t care about your money schedule; they’re a different beast.
    • Give before you die. You can transfer those “favourable” shares to family members or a trust without triggering a 20 % IHT tax on the cash that comes with a sale. But be careful—the moment you hand over the cash, you might trigger immediate IHT.
    • Re‑think it in analysis. In many cases, a pre‑sale transfer of the shares keeps the tax sweet; a cash transfer might sour it.

    Bottom line: selling isn’t a single flash event. Each step—planning, execution, post‑exit—requires a bit of polish. With the right tax brews, you can keep the majority of your bucks, keep your estate clean, and yet keep the bureaucracy manageable. The trick is to treat each phase like a stage in a play, making every note count.

  • Make your marketing work harder for 2017

    Make your marketing work harder for 2017

     

    Wondering what 2017 has in store? Political developments aside, the following three points will be key for digital marketing success:

    Mobile is here

    To echo Google, ‘Mobile is here’. In fact, 2016 saw one of Google’s biggest changes to AdWords – with the search engine giant dropping the right hand side ads on desktop to make the search experience consistent across all devices.

    During 2017 Google will continue to expand on its ‘mobile-first world’ strategy, introducing changes to both search and display ads.

    What can you do?

    If you’re website still isn’t mobile optimised, and you haven’t included device targeting within your digital advertising strategy, start TODAY!

    Video Video Video

    When was the last time you flicked through a social media feed without seeing video content? Can’t remember? Neither can I. The truth is video content is here to stay, with users now calling on this type of media in all times of need – whether looking for advice when buying a particular product or to find out more about a brand or business. 

    What can you do? 

    Utilise video to think of new and innovative ways in which you can engage with your target audience. Personal Trainer? Develop a step by step fitness and diet plan for Dry January. Recruiter? We all know January is one of the most popular times for individuals to search for a new job. Utilise this trend and engage potential candidates with top tips videos, from re-wording C.Vs to aceing an interview! Video can work for all industry sectors, just make sure it is working for you.

    Voice Search

    With more of us talking to our mobiles through Cortana, Siri or Google, together with the recent launches of Google Home and Amazon Alexa – optimising content to support voice search and voice delivery will grow heavily in 2017.

    What can you do?

    Think about your target audiences when writing your content and ensure the information is both valuable and engaging, providing answers to ‘typical’ and relevant questions, whilst including phrases site visitors are likley to use in speech. Remember, the majority of people will be using voice search on mobile devices, so ensure your site is optimised!

  • Ramadan fasting advice for employees & employers to follow

    Ramadan fasting advice for employees & employers to follow

    As we approach the Islamic holy month of Ramadan healthy fasting and workplace routines are critical for employees and also for employers to understand so that staff performance can be assessed fairly.

    Ahead of the holy month of Ramadan, International SOS is raising health and travel awareness among organisations around the world. This year, Ramadan is expected to start around May 16 or 17 and end around mid-June, depending on the Islamic lunar calendar. Taking into account longer daylight hours and warmer weather, medical experts at International SOS have collated essential health tips for fasting employees.
    Medical Director Dr. Issam Badaoui said: “Each year, we remind organisations and fasting individuals that there are simple steps they can take to ensure they have a healthy, productive month. Practically, the advice we offer should be applied throughout the year, as part of a balanced, active lifestyle, and the good news is we are noticing a growing interest in both nutrition and exercise.
    At International SOS, we are keen to champion wellness and ultimately contribute to the prevention of avoidable, lifestyle-related noncommunicable diseases such as type 2 diabetes – and what better time to encourage the adoption of sustainable, wholesome habits than during the holy month of Ramadan.”
    International SOS’s top five tips for employees observing the fast this Ramadan are:
    Do not skimp on rest and sleep – Ramadan is a time of increased prayer and gatherings of family and friends. Though it may be tempting to stay up late for Suhour and only sleep after Imsak, you should still aim to get at least 8 hours of sleep during every 24-hour period, even if this is accumulated over several separate periods of rest. A well-rested body and mind will make it easier for you to concentrate at work and have more energy throughout the day.
    Stagger your hydration – Thirst can be one of the most challenging symptoms of fasting, leading us to chug plenty of water and liquids as soon as we break our fast and then just before Imsak. However, rehydration should be a cumulative process. The best way to rehydrate fasting bodies and maintain this hydration for longer is to pace your liquid intake by consuming at least 2 litres of water – one or two glasses at a time – between Iftar and Imsak. It also helps to cut down on caffeinated drinks at night, and to top up your liquid intake with soups, fruits and vegetables rich in water, such as cucumbers and watermelon.
    Beware excess salt and sugar – After a full day of fasting, avoid satisfying cravings by filling up on sweets and sugary beverages such as soda and energy drinks, which lead to an unhealthy spike in glucose levels. Instead, opt for the natural sugars found in fruits, and consume complex carbohydrates such as rice, bread and wholegrains alongside vegetables, which will keep you fuller for longer.
    As for salt intake, it is worth keeping in mind that having moderately savoury foods with water can help you retain some hydration for longer. However, consuming too much salt will have an adverse effect and contribute to thirst and dehydration during the day, so go easy on salty snacks such as popcorn and salted nuts at night.
    Do more in the morning – Where possible, schedule more difficult tasks requiring greater concentration or physical effort in the morning, when you will have more energy. International SOS encourages businesses each year to schedule important meetings during the first half of the day, when fasting employees will have more energy and will be better able to retain new information.
    Don’t stop exercising – Though you may feel more tired and understandably less active while fasting, skipping regular exercise for a full month is unhealthy, particularly as most of your food intake will be consumed at night. Moderate exercise is advisable and will also help you feel less sluggish. Just remember to wait a couple of hours after Iftar before going to the gym or simply for a brisk walk. If you still prefer to schedule workouts while fasting, avoid being in the sun for a long time, take frequent breaks, and stop if you feel faint, light-headed or extremely thirsty.
    In addition, individuals suffering from chronic illnesses should consult their doctors on how to manage regular medication and to ensure it is safe for them to fast.

  • Can Do Better!

    Can Do Better!

    As 2023 draws to a close and we stand on the threshold of 2024, it’s a natural time for reflection on both our achievements and unfulfilled aspirations.

    The transformative impact of the post-COVID work landscape is evident as a substantial portion of the workforce continues to navigate a hybrid work model.
    The shift towards this new normal underscores the evolving dynamics of professional life, where adaptability is key.
    In this evolving professional landscape, there is a growing recognition among managers of the significance of Emotional Intelligence (EQ) in tandem with traditional Intelligence Quotient (IQ) skills. The acknowledgment of this dual importance suggests a positive shift towards a more empathetic and holistic approach to leadership. If this perspective gains wider acceptance and employees are genuinely appreciated for their contributions, it could mark a significant departure from mere glimpses of progress to a sustained positive change.
    An encouraging trend to note is the diminishing stigma around acknowledging and addressing stress in the workplace. Progress is evident when efforts to cultivate a healthy workplace culture become commonplace, signifying a collective step in the right direction.

    A Commitment to Wellbeing

    I find it heartening to observe that Health and Safety (H&S) professionals are now taking a comprehensive approach by considering the well-being of the entire individual across both personal and professional spheres. Having had the privilege of addressing various H&S audiences over the past year, I see a commitment to promoting a holistic understanding of employee health.

    Personal Responsibility

    Acknowledging stress as an inherent aspect of our lives, it’s imperative for individuals to assume personal responsibility for their well-being and develop effective stress management strategies. Recognising that there is no one-size-fits-all solution, each person must identify what works best for them and actively incorporate those practices into their lives.

    Continuous Growth

    While the concept of self-improvement may sound straightforward, the reality often involves ongoing efforts and a commitment to continuous growth. As we approach the close of 2023, it prompts introspection – how many of us reading this can honestly say, “I did that, but I can do better”?
    Let’s embrace honesty in our self-assessment. We all have the capacity to improve. As we eagerly anticipate the advent of 2024, it becomes an opportunity to envision and strive for a version of ourselves that embodies continuous improvement.
    Here’s to the promise of “doing better” and the exciting journey that lies ahead in the coming year.

  • Mastering Professional Conduct: The Ultimate Playbook for Handling Disciplinary Actions and Terminations

    Mastering Professional Conduct: The Ultimate Playbook for Handling Disciplinary Actions and Terminations

    Keeping the Workplace in Check – A Friendly Guide to Discipline and Dismissal

    Let’s face it: dealing with a rowdy employee or, worse, parting ways with someone on staff can feel like walking a tightrope. Once you set clear standards, the real task is to enforce them fairly and smoothly. A misstep here can turn a minor gripe into a costly legal battle.

    1⃣ The Discipline Dossier

    Early action beats late paranoia. Catching a performance hiccup or a misbehaviour slip right away stops it from snowballing, and it reassures the rest of the team that you’re on top of things.

    Do’s – Make It Rock Solid

    • Know Your Playbook: Every employee should be briefed on the disciplinary procedure as soon as they start—ideally within the first two months. Slip it into your staff handbook too.
    • Tailor the Tactics: Different incidents require different responses. Separate performance issues from misconduct and pick the appropriate action.
    • Bring a Buddy: Let the employee be accompanied to any meeting by a co‑worker or union rep – it keeps things fair.

    Don’ts – The “Avoid the Pit” Moves

    • Don’t Let It Drift: Ignoring a problem doesn’t make it vanish; it just turns into a bigger headache.
    • Skip the Bypass: Sail past the Acas Code of Practice for disciplinary and grievance procedures, and you risk a 25 % bump in settlement fees if things spiral into a tribunal.

    2⃣ Dismissals: The “Fair” Way

    When you must let someone go, fairness is your North Star. A solid reason—whether performance, conduct, illegality, or redundancy—keeps you safe.

    Do’s – Keep the Process Legal and Humane

    • Leave Room for Reason: If the employee has under two years of service, you can skip a full disciplinary cycle, but double‑check with a legal pro to stay compliant.
    • Notice Matters: Provide notice as per contract or statutory guidelines. Your employees deserve that courtesy.
    • Full Pay‑Out: Make sure the payout includes wages up to the end‑date, unused holidays, notice pay in lieu, and any contractual benefits.
    • No “First‑In‑Last‑Out” Shuffle: Redundancies can’t just be handed in order of tenure.

    Don’ts – Avoid the Legal Minefield

    • No Forced References: You’re not legally obligated to provide a reference. If you do, keep it factual and evidence‑backed.
    • Respect Requests for Written Reasons: An employee with two continuous years has the right to receive written reasons within 14 days—hand that over, don’t refuse.

    Final Thoughts

    Disciplinary and dismissal decisions aren’t just paperwork—they’re big‑picture moves that impact morale, law, and your bottom line. Having shiny, foolproof procedures from day one saves headaches later. If you feel unsure, don’t hesitate to consult a specialist.

    For personalized support, the Forum of Private Business offers a dedicated legal advice line to help you navigate all employment and HR dilemmas. Reach out to your trusted HR advisors and keep your workplace running smoothly!

  • Precisely, What is the point of you? What do you do, exactly?

    Precisely, What is the point of you? What do you do, exactly?

    If you don’t intimately understand your major ‘doing self’ along with minor ‘doing selves’ you can come across like marbles scattered across the floor

    One of the true experts in harnessing personal image for business success is former BBC Dragon James Caan CBE. A sharp-suited, no nonsense operator.
    I spent 7 years representing his PR and worked with Caan again recently on one of his projects.
    There’s a clear dividing line right at the summit of Caan’s media persona, which he instinctively knows how to curate and deliver.
    He has Hamilton Bradshaw, the private equity and investment company as a corporate brand – which he is the CEO of. That’s one side of the dividing line.
    But then he also has The Office of James Caan CBE staffed up and totally separate. And its this division that handles appearances, endorsements, and speaking engagements.
    He injects his personal profile across a plethora of businesses – not just Hamilton Bradshaw at the very top, but a whole host of investments.
    Below is the short biography and description of James Caan published on the website of The World Economic Forum:
    ‘James Caan is a Serial Entrepreneur. He is CEO of Hamilton Bradshaw Group, a private equity firm that focuses on buyouts and development capital and special situations, including turnarounds. He is CEO of ‘Recruitment Entrepreneur’ a seed capital investment company, and Investor at Spacious’.
    Arguably the ‘James Caan CBE’ personal brand is the ultimate definition of the serial entrepreneur having stakeholdings in everything from dog treadmill, Fit Fur Life, on Dragon’s Den through to recruitment companies.
    But you can’t get anywhere in the media jungle by simply taking a ‘scattered marbles across the floor’ approach with 100 different companies who you somehow personify and endorse.
    It’s not a dog treadmill, but would be a dog’s dinner.
    What is Caan ultimately known for doing? What does he actually do, in simple speak?
    You must adopt the academic structure of an American University, in fleshing out your ‘doing selves’.
    In these universities, students Major in one particular subject.
    You must do this no matter how much you hate being ‘pinned down’ or ‘restricted’ and ‘defined’.
    Then you can have a myriad of Minor subjects. Lots of other subjects can make up your portfolio.
    Caan instinctively subdivides all of his interests into hubs and applies communications emphasis and weighting to the different areas.
    At the top he’s the ‘People’s Dragon’ and TV Entrepreneur, forever defined by the status his BBC Dragons’ Den stint between 2007 and 2010. ‘The Chairman of the Board’ is his catch-all persona. His publicity pictures are often shot at a Board room table with him looking like he’s approachable but seriously means business.
    When I organised for Caan’s electronic book rights to be given to Reach Plc to offer them as a giveaway to their readers in November 2020, the value from James was millions for their readers who love him as ‘The People’s Dragon’. He did a Facebook interview with Fleet Street Fox for the Mirror. But all the Reach Plc national newspapers ran the promotion from the Daily Record, the Daily Star to the Daily Express. All the Reach Plc regionals from the Birmingham Post, to the Manchester Evening News also ran the promotion, some on their front page. The joint reach of Reach Plc is 45,000,000 eye balls. This is very hearts and minds sell and was linked to Caan helping people out during the crisis of Lockdown with Caan positioned as the ‘People’s Dragon’.
    I helped drive and define his role as the Chairman of the UK Government’s Start Up Loans scheme in May 2012 when David Cameron appointed him to the role. Again this tapped into him being ‘The People’s Dragon’.
    It’s a very ‘catch-all’ ‘emotional’ sell.
    This might represent roughly 50% of Caan’s communications output.
    Its interesting how many high-profile personalities aspire to the definition of being seen first and foremost as a serial entrepreneur – but ultiomately they can’t.
    Rapper Kanye West is very much defined as a rapper first and entrepreneur second. His business Yeezy, was valued at US$3 Billion by Bank of America in 2019. Infact the bulk of his US$1.8 Billion fortune comes from this sneaker brand. Yet, nonetheless, Kanye West is still defined as first and foremost, a rapper.
    TV mogul Simon Cowell is not just a TV boss, which is his Major but also commonly listed as an entrepreneur. JK Rowling is also considered an entrepreneur by many entrepreneurial Top 10 or Top 50 lists. But people would clearly describe her as first and foremost an author. That’s her Major.
    Its decision time, in terms of your bold approach at glory.
    What are you going to Major in?
    Is ‘Serial entrepreneur’ becoming the masthead of your boat to power forward into the oceans?
    In terms of his suite of Minors, leaks break it right down in terms of James Caan.
    Caan’s very much a Property entrepreneur, respected by property journalists specifically in this vertical. Property Week did a big feature on him when I represented Mailbox REIT. They know he’s got credibility in the property sector as he has a vast property portfolio and wanted to hear his views.
    This might represent 10% of his communications output.
    But he’s particularly big on being ‘The Recruitment Entrepreneur’ also. So much so he’s even created sub-brand called ‘The Recruitment Entrepeneneur’, to harness and power forward his image into at least 30 different recruitment agencies which he has a financial interest in.
    He’s well respected by recruitment sector journalists.
    He’s got to be careful the tail doesn’t wag the dog in this recruitment sector vertical because of the sheer enormous back story he has in this having founded both Alexander Mann and Humana International, today with joint turnovers of over US$1 Billion between them.
    It would be particularly easy for Caan to become ‘lead’ by Recruitment.
    Certainly, lots of his media requests automatically come in for Caan to talk about workplace satisfaction, the Furlough scheme during Lockdown, the four-day working week. Journalists often see him as ‘Mr Recruitment’.
    But that’s not what he wants to ultimately define him. So a careful balance has to be maintained.
    This would represent up to 20% of his communications output.
    The Asian ethic minorities champion is something I helped developed as a high profile Pakistani national living in Britain. He was Chairman of the British Muslim Association. He invested in a Sharia fund. He encourages young people from Asian backgrounds to excel in business.
    This would be a 10% focus.
    The Philanthropist is the fifth strand to his communications matrix. When the Pakistan Floods struck in 2010, it was natural for me to help James speak to Britons about digging deep financially for his home country which was in crisis. He flew with ITV to Pakistan. He paid to build the Abdul Kashid Khan Campus, via the James Caan Foundation, for 400 underprivileged young people in a rural village in Pakistan just outside Lahore.
    For a time, he essentially became the Pakistani Bob Geldof as I had him across BBC Breakfast, Good Morning Britain and everywhere else calling out for Brits to help out in Pakistan’s hour of need.
    I also steered him towards becoming Chairman of The Big Issue for a time, the magazine which helps the homeless, which underlined his Philanthropic credentials well and truly.
    This philanthropic aspect would be about 10% of his focus and communications output.
    So, that’s 1 Major and 4 Minors that make up James Caan’s communications mix.
    The sixth hub is less glamorous and one that is not emphasised whatsoever, although interestingly, it was picked up on by the World Economic Forum in them touching on him as specialising in ‘turnarounds’.
    That’s essentially the acquisition of distressed assets. Caan often invests in companies that have gone bust and literally phoenixes them from the ashes. But this is not so glamorous and therefore Caan has consciously chosen to not focus on this aspect of his business dealings in the media whatsoever.
    So the weighting here is 0%.
    With this all worked out, you then need to weigh it all up in terms of the emphasis you place on them in terms of the quantity of content you create around each of the ‘themes’ and the effort you place on getting traction in the media against each of them.
    Once you’ve defined what you, be careful not to step outside the grid.
    One of the biggest blowups I’ve ever seen in my time as PR was the time in 2010 that I happened to be representing, for a time, the PR for both former Dragons’ Den star Duncan Bannatyne and James Caan simultaneously, but handled very separately.
    The competitiveness amongst the Dragons’ was very fierce, and even though Bannatyne was ok with it on the surface, the fact Caan hired his PR, Richard Hillgrove, probably didn’t go down too well.
    Bannatyne finally had a meltdown when Caan ‘got totally on Bannatyne’s turf’, from Bannatyne’s perspective, in terms of him owning the health club space.
    Caan acquired Nuyuu, a health club, which he sold to Energie group in 2010.
    Banntyne’s main business was and still is Bannatyne Fitness.
    This off-brand ‘hostile act’ by Caan was enough for Bannatyne to refuse to talk to Caan ever again, quite literally, and he started sending dossiers to national newspapers to try to destroy Caan.
    The last series of Dragons’ Den they were on together, Bannatyne refused to look at Caan or talk to him even once.
    All their previous investments together – including ChocBox – were all thrown into chaos, as Bannatyne caused there to always be two separate Board meetings – one with Bannatyne present, and another one with Caan present. It got ridiculous.
    Bannatyne took umbrage to Caan stepping off his verticals and into his health club space.
    So define what you do and don’t deviate.
    At all times, every aspect can be tweaked and updated as we gather more data and feedback.

  • Mark Wright, 2014 winner of The Apprentice shares invaluable quick wins to survive covid-19

    Mark Wright, 2014 winner of The Apprentice shares invaluable quick wins to survive covid-19

    Chatting to Mark Wright is as real and upfront as the advice given to him by his mentor Lord Sugar. Speaking to Business Matters Magazine for our inaugural podcast, he describes the corona crisis as the ‘hardest experience of his life and career to date.’

    Mark Wright, co-founder and managing director of Climb Online spent thirty minutes discussing ways to navigate through the crisis. To hear his full experience and follow his full advice please subscribe to the free podcast and end the week with renewed fighting spirit ready to push your business forwards next week.

    So how have you found this so far?

    It’s been an absolute rollercoaster, a lesson in management, in business, in cash flow, in structuring and an overall masterclass for business in a crisis. I know I’m not alone in that at all and I think that every single business owner will have a very similar story to me.
    Lord Sugar said to me that in the sixty years that he’s been in business he’s never seen anything as significant or business changing across every single industry as this. He said very solemnly that it will be the biggest crisis and recession that he will have seen during his lifetime and career and that’s pretty frightening to hear from someone with such a vast experience. That said, he’s now fully up to speed with Zoom and Whatsapp so from 6:30am he’s on our case – full days, no slowing down.

    What advice has he given to you?

    Lord Sugar puts everything in very simple terms and the main advice that I’ve got from him is to do the same. Keep things simple and follow the numbers. If you do this you’ll gauge really early on in your business and sector which customers are able to trade and who are still spending and these are the ones that you need to go after really, really quickly. Lord Sugar was on the case with this straight away during the lockdown and we were able to identify these people and remodel our product to ensure that we could provide a meaningful service to those customers.

    So you reacted really quickly.

    Yes. Absolutely, along with that advice was the need for pace – how quickly you make the decisions and how quickly you move to effect them. I think that’s where he made me and all of the other Apprentice contestants really level up. We made a lot of decisions about finance, staff, cutting costs and changing products before a lot of businesses had really realised that there was a covid problem. That’s where having an exceptional mentor comes into play.Mark Wright Business Matters podcast 2020

    Have those decisions paid off?

    I think our entire customer base was completely shaken up initially; the first three weeks were dire, but after that businesses realised that they still needed a brand presence, now more than ever. We sold more deals in the last seven days than we ever had as a record in the company with people listing new ecommerce website stores and people asking us to boost those stores out to their existing customer base as well as finding new customers for them. I think that no matter what the market is, business can never be held back – people will always find a new way of operating and that’s what we’re starting to see now.

    Let’s drill down a bit to assist our readers. What can UK SME’s do for an easy quick win?

    Yes, all businesses must have a web presence. We’re always going to need physical shops, all  consumers deserve an experience when they go shopping so I don’t think this is the end of offices or the high st, I think they’ll always have a presence but coming back to online you must have a website. If you are starting from scratch, start with the free social media channels while your site is being built. Having a Facebook account, google listing for your business are areas where you can list free of charge and also sell your products on to get started.Creating an app or a website for your product or service is such an easy way to talk to loads of local and international customers and it’s not as expensive as you think. Yes if you’re going to go all the way and really boost your products out there it can get quite expensive but you will get the reward. If you just want to stay local, sometimes just having a Facebook page or a small app built can be executed quickly, very cost effectively and get you trading sales which rival your physical store.

    When you say fairly cost effectively, what would an average initial offering be?

    You can build a very good website, a 10-15 page WordPress site for £1000 for a high standard now and yes that is crazy! I remember the days when websites were £20-30k for the same offering and the same for an app. There’s a lot of app builders out there who can build a simple app for £500-600 and set you up with a really good click and pay app for buying clothing, booking appointments – whatever it is your business does. The monthly upkeep is far cheaper than a physical store and the rewards far outweigh the costs once you get the results.
    For companies that already have a web presence but they’re not ranking highly yet, what quick wins would you direct them to focus on?The absolute quickest win right now is free video content. List your business with a YouTube channel, an Instagram and Facebook account and start creating high quality content that demonstrates what your product/service does.  By the end of this year, 70%+  of what we consume on the internet will be video content so if you’re starting a website or moving online, you must think: video first. Also, 75% of traffic is on a mobile so you need to be very savvy about how you’re displaying things.

    This could be overwhelming to some people – if so, where would you suggest to start?

    I would implore any business owner to ask themselves: what are the frequently asked questions in my business and answer them through video content. Sharing that via the social media channels will enable them to analyse the results and engagement levels.The businesses that are being successful during this lockdown have hosted webinars and tutorials online and been busy producing video content. The businesses that are struggling are the ones who have sat there and done nothing, so it’s just a different thought process and mentality, but one which is all coming back to content creation and getting that out there on the right channels. During this lockdown I’ve seen so many tik tok videos, instagram videos, people are creating more video content than ever so you need to research the right channel for you and then become part of that movement.

    Mark continues to deliver advice and his thoughts on pushing forwards – hear his podcast now and subscribe so you don’t miss next week’s edition.

  • Are You a Life Initiator or Just Part of the Herd?

    Are You a Life Initiator or Just Part of the Herd?

    A further one in five people – ‘disorganisers’ with an aversion to being- admit to never organising work meetings or social get togethers, whilst 55 per cent of respondents organise some meetings but are generally happy to herded by others.

    The more senior the person, the more likely they are to be an initiator. These people tend to be busier than others, have more appointments per week and more contacts to manage. They also are more likely to use tools to help get meetings scheduled more efficiently.

    Both initiators and other respondents are most annoyed by unresponsive people when they are trying to organise a group meeting – people that don’t respond was found to be more annoying than the difficulty of finding a suitable time or even no-shows and last minute cancellations.

    “Scheduling meetings can be a real source of stress, so don’t let one person always take the strain,” said Tilman Eberle, from Doodle, who commissioned the survey  “Don’t be afraid to get help either – the portion of initiators amongst Doodle users is almost twice that as amongst general internet users.”

  • 8 principles to keep your new relationship healthy and happiest

    8 principles to keep your new relationship healthy and happiest

    Everyone wants to know the rules to keep their relationship enduring.

    Following are the key behavior patterns to make a relationship healthy.
    We as a whole realize that relationships take work and there are a few key practices that emerge to help couples figure out how to have a sound relationship. Be that as it may, even the best relationship guidance may not cover these focuses.
    In spite of the fact that endeavors are not constantly flawless, solid couples have a submitted outlook as they proceed to develop and change as the years pass by. They perceive that “sufficient” is well… sufficient and that there is no such thing as an ideal relationship.
    Along these lines, here are the different ways couples can progress in the direction of a more advantageous and more joyful relationship.

    Be interested

    Couples are interested around each other essentially and interest will stay as long as both of you are as one. They make inquiries. They stay open to attempting new things. Even If you have to get into relationship through mail order brides, you need to be interested and curious in your relationship.
    Keep in mind the start? Keep in mind when we were eager to do new things together and were interested and intrigued about the other individual, their life, interests? That hasn’t changed. We are hard-wired for curiosity and search that out. Is it accurate to say that you are doing things that make the curiosity in the relationship?

    Be open

    For the talk, that is. Couples examine, offer, content, and oppose this idea. They talk about things that are critical to them. Indeed, even the troublesome subjects.
    Powerful relational abilities are essential to having a discussion that doesn’t wind up round in nature (however some dependably will) yet are increasingly disposed to have a goal regardless of whether its to settle on a truce with each other. They both can utilize their voice.
    Alert for those couples who state they never battle. There is no such thing! This implies is that somebody is conceding very regularly and isn’t being straightforward or honest about how they feel.

    Unplug from innovation

    They strive to remain associated and here and there that incorporates disengaging from things so they can reconnect once more. They perceive that it isn’t constantly important to be associated with the outside world.
    One-on-one time is essential. There are numerous advantages to unplugging. In addition, when did the television, advanced cell, or PC turn out to could really compare to your relationship? These equitable sounds were plain senseless to me.

    Maintain space

    They make time together and time separated. Both are indispensable. Also, important. An excess of time together can make an individual vibe that they are losing their character, their independence.
    Keep on being the individual your accomplice or life partner experienced passionate feelings for. They perceive their disparities and grasp their similitudes, not flawlessly by they do. Couples are in an inquiry to observe time to be a couple, yet keep up their feeling of self, their individual self.
    Moreover, time-separated influences you to love the time together and makes a “missing you” feeling that upgrades closeness.

    Develop outside interests

    How couples arrange this differs. In any case, singular interests keep the curiosity alive and make space between couples that is expected to stay inquisitive around each other.
    Neither one of the persons is undermined by their accomplice’s advantages with family and companions that don’t generally incorporate them. They perceive this is a piece of their identity. Essential!

    Try not to hold things

    Let’s be honest — we as a whole have it. Some more than others, others not exactly a few. Some have a lightweight suitcase (this is great) while others tote a 4 or 6 piece set of gear (not very great).
    On the off chance that you are toting the 4 or 6 pieces, I emphatically propose you get some assistance with your battles. Every individual figure out how to deal with their own “stuff.” That’s your essential occupation throughout everyday life.
    You don’t depend on your accomplice to deal with your issues. You don’t hold your accomplice prisoner to past connections and don’t bring every one of the ills of past connections to their present relationship.

    Be one and done

    They realize that a slight or waver does not characterize the individual they are (except if this is a progressing issue). We are for the most part unsteady and commit errors. We state and do imbecilic things. Individuals figure out what to look like at the circumstance in its specific circumstance, not as a solitary mistake that the individual will be characterized by.

    Become together

    Solid couples proceed to develop and advance. They put the exertion into being a superior individual. They convey their best self to the table.

  • Know your contractor – all you need to know about IR35 and Off-payroll rules

    Know your contractor – all you need to know about IR35 and Off-payroll rules

    IR35, intermediaries’ legislation, off-payroll rules, agency rules.  So much jargon! And so many ways in which a contractor/consultant can engage with your business.

    With the change to the way in which contractors who work with you will be taxed almost upon us (and the corresponding obligation on business regarding payroll) it is worth taking 10 minutes to wrap your head around which regime applies and what your obligations may be when you are looking for talent to support your business.

    IR35 and Off-payroll Rules

    The contractor is providing their services to you through their own company or partnership.

    IR35 and the off-payroll rules form part of the intermediaries’ legislation.  It applies where a contractor engages with your organisation through an intermediary.  The intermediary must be owned or controlled by the contractor and is typically a limited company (personal services company) or a partnership.  When making the determination as to whether the intermediaries’ legislation applies, the question is always: “would the person who is supplying the services be considered to be an employee of the business were it not for the fact they are doing so through the intermediary?”  Until April 2021, the intermediary is obliged to ask and answer the question and, where required to do so, deduct and pay over the necessary income tax and NICs to HMRC (This is IR35 in its usual form).  With effect from 6 April 2021 the off-payroll rules shifts that obligation to ask the question to your business and, if the answer to the question is “yes” then your business must deduct income tax and NICs from the VAT exclusive amount of the fees and account to HMRC for the amount so deducted as well as employer’s NICs (and possibly apprenticeship levy).
    There are some exemptions to who will be affected by the change, the most important of which is the small company exemption.  If you are a small company you will have an annual turnover of less than £10.2m, a balance sheet total of less than £5.1m and/or fewer than 50 employees (you need two of these).  If you fall into this category then the intermediary through which your contractor provides their services retains the obligation to ask the question.  This is indeed good news for small businesses saving them the burden of compliance.  Be mindful though, if you are fortunate to be able to claim this exemption, that you assess annually whether the exemption still applies.  If the exemption no longer applies because your business has exceeded the metrics of the test, then in the off-payroll rules are applicable from the start of the tax year which follows the year in which your businesses ceased qualifying for the exemption.

    Agency Rules

    The contractor is supplied to you through an agency and there is no personal services company or partnership involved

    For the purposes of tax, where an agency supplies a contractor to your business and that contractor is subject to supervision, direction and control by any person, then the contractor is taxed as the employee of the agency.  The agency has the obligation to assess whether any party is able to supervise, control or give direction to the contractor.  For example, you contract with an agency for the supply of an IT consultant for 3 months to support your help desk.  That person works under the day-to-day control of the head of IT in your business and timesheets are supplied to the agency.  In these circumstances, the agency must deduct income tax and NICs and the agency will have to account for employer NICs.
    What if the agency supplies a contractor who has their own personal services company?  Off-payroll rules will apply because the contractor is working through an intermediary.  So, unless you can claim the small company exemption, you will need to make an assessment regarding the tax status of the individual and operate payroll if required.

    How to work out what action you need to take?

    The key question is: “does the contractor provide their services through their own company or partnership?”  If they do, you know you are dealing with the off-payroll rules.  Your next step is to consider whether there is an exemption available to you.  Failing an exemption, you will need to comply with the off-payroll rules.  Knowing an understanding the various regimes in play when hiring contractors will enable you to make your business ready to secure contracting talent quickly and when you need it most.

  • Providing Business Clarity: How updated Guidance from the ICO on Age Assurance for the Children’s Code will Improve Online Child Safety

    Providing Business Clarity: How updated Guidance from the ICO on Age Assurance for the Children’s Code will Improve Online Child Safety

    Businesses have historically lacked clarity from regulators regarding the compliant methods of age assurance available to them.

    Are Brands Playing Safe or Playing It Slow?

    Picture this: some companies are wing‑ing the whole “bullseye” strategy for keeping kids safe on their sites, spending countless hours, budgets, and coffee to find the best ways to lock down that little age‑gate. Others, on the other hand, are tapping their foot, hoping regulators will drop the full handbook on them like a mic‑drop moment—no action, just waiting.

    Why the New C‑Band for the UK Is a Game‑Changer

    We’re talking about the Information Commissioner’s Opinion on age assurance—which, thanks to a fresh update, finally gives brands a handy playbook. It’s no longer a cryptic puzzle; it breaks down into a risk‑based, standards‑driven approach. Companies now know the exact steps to put in place, without having to mash the same algorithm over and over.

    Beyond the Playground: GDPR and the Bigger Picture

    Because the ICO is a big‑guy in the data‑security world, this opinion is a boon for businesses wanting to keep their GDPR compliance on point. Think of it as a two‑in‑one cheat sheet that covers both UK GDPR rules and the broader regulatory landscape.

    Coordinated Play With the Online Safety Act 2023
    • Consistent age‑verification requirements mirror the milestones of the Online Safety Act 2023.
    • Brands and regulators now sidestep backup‑questions, focusing on the common goal: protecting the little ones.
    • The new opinion shows a united front—think of it as a family quilt rather than a patchwork.
    What’s Next?

    “We’re no longer just playing a game with different rules. We’re in it together, and that means fewer headaches, clearer expectations, and—most importantly—safeguarding curiosity at a child’s fingertips.”

    A Timely Announcement

    How to Keep Kids Safe in a Digital Jungle

    Picture this: three-quarters of parents are now nervously eyes‑wide at the digital world, wary that their little ones might stumble into too‑adult content online. Add to that the fact that smartphones have turned many kids into the biggest culprits of sexual abuse cases—yes, the very kids who should be protected.

    What Business Owners Need to Know

    • Age check isn’t optional. If you’re running a service, you’ve got to really understand who’s using it.
    • Regulations are tightening. Ofcom and the ICO are stepping up, making sure companies don’t just go with the flow.
    • Don’t play hide‑and‑seek with compliance. The sooner you adopt age‑assurance tools, the smoother the path to meeting the law.

    Why This Matters

    Every time a child dodges a “not‑for‑kids” page or cross‑feeds content, it’s like a tiny warning sign flashing on a giant billboard. Businesses that ignore these cues might find themselves blindsided in the future, facing both sanctions and a huge dent in public trust.

    Getting On Board Quickly

    The ICO’s guidance is the golden map to navigate this minefield. Think of it as a playbook that, if read and followed, speeds you ahead of the competition—while also keeping the kiddos safe.

    Bottom Line

    Guarding digital spaces isn’t just a legal tick‑box; it’s a responsibility and a business opportunity. Think of age‑assurance tools as the shield that protects your brand and the heartbeat of safety for future generations.

    Fit For Purpose Solutions

    Making Age Verification Easy and Friendly

    Businesses gravitate toward solutions that feel like a breeze for their users. That’s why the idea of using something as everyday as an email address to estimate age is a win‑win. Most folks already have an email and are happy to tap into it for a quick age check—plus it hooks nicely with tech that uses facial or voice analysis.

    On the other hand, hard‑identifier methods like scanning an ID can backfire. They might unintentionally sideline people who don’t have the right paperwork—credit histories, passports, you name it—creating an invisible barrier. That’s a recipe for almost‑unintentional discrimination.

    • Strategy tip: Give customers a menu of age‑checking options.
    • Option 1: Email address verification—simple, familiar.
    • Option 2: Biometrics (face or voice)—high tech, but optional.
    • Option 3: Optional ID scan—for those who want extra assurance.

    When you let users pick the method that fits their comfort level and your service’s needs, you keep the experience smooth, inclusive, and friendly.

    A View To The Future

    ICO’s Fresh Take on Age Verification

    The UK’s Information Commissioner’s Office (ICO) is finally putting the “progressive” hat on the topic of age checks. Instead of hammering users with hoops, they’re turning to low‑effort tricks like pulling in an email address, which slashes friction and keeps platforms practical and profitable.

    Why the ICO’s Long‑Term Commitment Matters

    • Standard‑setting squad: The ICO is twinning up with the International Organisation for Standardisation (ISO) and IEEE, signalling that age‑assurance tech isn’t a one‑off buzzword but a solid, ongoing pledge.
    • Industry‑wide “thumb‑suckers”: Business leaders will get breath‑ease knowing the regulations are in a steady, well‑charted course.

    Picking a Partner That Cares

    When scouting for an age‑verification partner, don’t just look for tech skill—search for a team that’s genuinely fired up about creating a safer internet. These folks should:

    • Roll out the tools you need without any hiccups.
    • Show passion for safeguarding the digital playground.
    • Keep the conversation lively and the updates on‑point.
    The Kids Are In, We Must Stay Ahead

    New‑gen teens are finding ways into age‑restricted content faster than ever before—think of it as a recipe for chaos. Regulators, and the businesses they touch, can no longer buckle in and wait for disaster. Instead:

    • Implement robust legislation that cuts off the easy‑access loophole.
    • Set up real‑timely tools and systems that flag suspicious activity.
    • Act fast—because in the online world, staying still is the same as stepping into a minefield.

    Bottom line: the ICO’s chew on convenience paired with a long‑term, standards‑driven approach gives the industry a roadmap—and a sense of confidence—that they’re all in this together to protect the next generation online.

  • My take on Lord Neuberger’s warning of the brutal consequences of legal aid cuts

    My take on Lord Neuberger’s warning of the brutal consequences of legal aid cuts

    Legal Aid Cuts: A Recipe for Chaos and Cake‑Crumbs

    Heads up: The Supreme Court President, Lord Neuberger has spoken and nursed his concerns about a legal purge that could have everyone “taking the law into their own hands.” Picture people angry, bewildered, and then trying to juggle legal briefs like it’s a circus act. And if you’re turning to a BBC headline for the drama, you’ve already read the short version: a £350m cut by 2015, and the big “we’re going to have higher court costs.”

    Why the Smoldering Risk Accumulates

    Truth be told, the reforms will leave hundreds of thousands of families stranded in a legal wilderness, stressed and, frankly, traumatized. They won’t know which way to turn, let alone who to ask for help. The fine print:

    • Children missing school because parents can’t afford legal counsel.
    • More depression-induced absences at work and a burger‑sticking spike in NHS strain.
    • Unresolved kids’ issues… jackpot for crime!

    I formed my legal career on the premise that the system should serve everyone, especially the vulnerable. Legal aid was the safety net. Now, when the net shrinks, families break apart like a flimsy spiderweb.

    Unequal Ground Zero: The Role of Early Legal Advice

    Think marital lawyers as the first responders. They can sort out disputes before they explode into courtrooms. But when legal aid budgets bite, that first line gets a DIY wrench and nobody is left with a sturdy hammer.

    As Lord Neuberger says, self‑representation will surge. That means:

    • Jury‑free courts are bleeding from overload.
    • Judges now juggle case after case, losing sleep and sanity.
    • Inexperienced litigants wrestling wicca‑like paperwork create resignations, delays, & frustration.
    • Judges dig deeper into finances to avoid “unfairness”—but oh boy, it takes time.

    The inevitable outcome? Parties grow attached, intolerant, and polarised. The drama reaches a climax where the family process is now a high‑stakes, low‑skill circus.

    The Question on Everyone’s Lips

    Why did the Government fail to foresee the real financial, emotional and social cost? Should the cut be a win? Or just another “false economy” for good? I’d say it’s a disaster waiting to happen—an unwrapped bundle of chaos. We’re looking at a society where justice becomes a luxury, and lesser folks can’t afford to talk to their lawyers.

    What do you think? Drop your views in the comments or drop us an email below. Let’s spill the judicial tea and keep the conversation rolling!

  • Warning to companies to meet PAYE deadlines

    Warning to companies to meet PAYE deadlines

    There is not just one but two HMRC deadlines associated with payroll submissions. Companies missing either face automatic penalties or interest charges.

    According to local experts at Rawlinsons Payroll and HR, HMRC applies time limits very strictly and failure to comply results in automatic penalties.

    The first deadline is April 19. All outstanding PAYE for employees must be paid by that date otherwise interest charges start being incurred.

    A month later – May 19 – is the deadline for submitting P35 forms. These are a record of the end of year payroll totals for all company’s employees and directors combined. Missing this deadline will result in an automatic penalty.

    “These are very important dates for those in charge of payroll in any business to be aware of,” said Sarah Coulson, payroll manager at Rawlinsons Payroll and HR. “The forms must now be filed online and, while they aren’t hard to do, they can be time consuming. It’s important firms start planning now to ensure the information will be ready when it’s needed.”

  • How companies can avoid the ‘product death cycle’

    How companies can avoid the ‘product death cycle’

    In 2014, David J Bland introduced a thought-provoking concept via Twitter: the Product Death Cycle. It’s become a huge problem that emerges when, despite taking a customer-centric approach and building the features that customers request, products still struggle to hit the mark and companies fail to make revenue goals.

    In fact, according to Harvard Business School professor Clayton Christensen, of the over  30,000 new products introduced globally every year, 95% fail. Beyond this, even those that are considered successful still frequently come up short when it comes to meeting the KPIs and metrics that matter.
    What can companies do to escape the Product Death Cycle?

    Use AI to Gather and Analyse Customer Feedback

    Every day, the sheer amount of customer feedback data companies receive increases in volume, and if companies are not already using AI to gather and analyse it intelligently, they are missing a trick.
    AI may be making the headlines due to ethical concerns and its potential impact on the future of work. Still, the reality is that it has several very practical business applications that can’t be overlooked: it can tackle large volumes of data and summarise results faster than any human.
    Gathering feedback across surveys, product feature feedback, reviews, customer service feedback and the many, many other types of customer data and insights can be a momentous task: why not set AI to the task of gathering it and preparing it for analysis?
    There’s also a lot of insight that can be gained from a little bit of AI. Many companies are using AI-based tools to conduct sentiment analysis to identify common themes in customer feedback. Others are applying Natural Language Processing to dive down into the nuances of language in customer feedback to identify how product features make customers feel. Using Machine Learning, companies are building and compounding the knowledge they get from AI, creating tools that can act on the intelligence.
    The end goal of using AI in collecting and analysing customer feedback is to make better, more data-driven, and informed product design decisions.

    Identify The Right Problems and Feedback for Your Customers and Your Business

    Over the past decade, many customer research teams have gotten on the back foot by not necessarily considering what a business needs to grow and by being overly focused on what customers are saying they need. The reality is that companies need to make a very important mindset shift and view customer feedback through a very pragmatic lens. To survive and grow as a business, it’s essential to find a better middle ground between ‘the customer is always right’ and the growth model of the business – it also has to be one that best serves both the business and the customer.
    Letting end-users inadvertently design products is a very easy trap to fall into. While customer feedback is crucial, the task of product design and decision-making should remain with the experts. Remember, users might not be aware of the full potential of a product or the many ways it can address their pain points.
    Beyond this, one core group of users may not be reflective of what a broader market needs. They may already be so accustomed to using a product that their feedback could end up narrowing the product’s roadmap or vision. It’s essential that companies can view customer feedback amid the bigger picture and broader audience for their use cases.

    Build a Revenue-focused Product Roadmap

    A product can hit many KPIs, but if it’s not successful from a revenue point of view, it’s not successful full-stop. A revenue-focused roadmap is one where every feature or planned update for the product is directly aligned with the company’s bottom line, aligning product development with the financial roadmap of the company. It necessitates that all pending product features are assessed against the expected revenue impact, and prioritized according to their potential to increase sales.
    This type of approach to roadmap design can help companies avoid the product death cycle, as well as the common pitfall of investing in features that appear popular or impressive but do not contribute to revenue and positive business outcomes.
    To help assess potential product updates, companies must evaluate features according to several criteria, including their perceived value, how much each feature can help meet business KPIs, the impact on customer satisfaction, and lastly, the time and costs surrounding its development.

    Cross-Team Collaboration to Avoid the Product Death Cycle

    Last, but certainly not least – companies must ensure their teams have open communication and collaborative workflows between different departments to avoid the Product Death Cycle. It’s essential that product teams, marketing, sales, and all collaborate to discuss, identify, and agree on revenue-generating features. This approach encourages companies to collectively think beyond just the technical and functional aspects of products, and ensure features are aligned with the broader business context and long-term financial goals.
    These are just a few of the ways that companies can work proactively to ensure products hit the mark the first time. By ensuring customer feedback is collected and analysed in an agile, sustainable way, and by focusing on both revenue-generating features and what’s best for customers collectively, companies can avoid the Product Death Cycle and make better, more successful products.

  • Top Tips for successful recruitment

    Top Tips for successful recruitment

    How hard is it these days to get the right candidate for the available job you have? There are so many ways to attract interest, and even then when you have their attention you fail to shortlist the right ones or treat them dreadfully in interview!

    It is for this reason we regularly get asked for help with recruitment. The simplest rule of thumb in my opinion is to try and put yourself in the applicants shoes throughout the recruitment process – develop some empathy for the process and you will find it goes smoother. Failing that try the following instead:

    Advertisements

    Advertisements are your shop front. They need to attract the perfect candidate and entice them to want to apply for your job. They should, without going over the top, sell the job and company. Make your advertisement about the applicant not about you. An advert which is just a list of what you want the person to be like, and be able to do, just isn’t very appealing.
    Be clear with what you want and why. You must have some pre requisites of who and what the ideal candidate must be and have. This gives you grounds to reject applicants you feel are unsuitable; just make sure they are legal grounds! However ensure you understand why you need them; justify them against the job role.
    Keep it legal. Make sure your advertisement does not discriminate on the basis of any ‘protected characteristics’ – such as age, race, sex, disability, pregnancy and maternity, religion or belief, either directly ‘must be over 25’ or indirectly ‘recent graduate’ unless the requirement can be legally justified.
    Make it simple to apply. A detailed application form in this fast electronic age will put people off applying. Whilst you do not want people to just apply for the sake of it you also do not want to put barriers in their way. Instead ask for an up to date CV and cover letter detailing why they are interested so they have to put some effort in and then apply on line for jobs.
    Manage their expectations. Tell them when they can expect to hear and how, then stick to it. It makes you look professional.

    Shortlisting

    Avoid the assumptions. Whether you are shortlisting from agency CVs or your own advert don’t make assumptions about someone’s circumstances, motivation for applying or ambitions for the future, we are all different. For example we were recruiting for a physically challenging role within a warehouse and had the application from a 59 year old chap. Turns out he had been unemployed for some 6 months, and spent them down the gym. He told us he feared previous companies had rejected him as soon as they saw his age.
    Look for reasons to see people. A well written, considered letter, an accurate CV, relevant transferrable skills go a long way, even if they don’t perfectly match your criteria.
    Be consistent. Shortlist against the set criteria you used when creating your advertisement.       It was relevant then and remains relevant now! And stick to it; that will help avoid discrimination claims.
    Put the ball in their court. It is very easy to apply on line for jobs these days and whilst you don’t want to put people off you also want to be able to get rid of timewasters so check out how serious people are. If you receive a large response, which is possible, then put in a telephone interview stage or a further assessment but make them ring you.
    Be quick and always reply. It makes you look better than your competitors. Even if someone isn’t successful in obtaining employment they could be, or know, a prospective customer. Also the best people will go quickly so if you intend to run an advert make sure you have time to deal with the response.

    Follow these tips and create a more professional and successful recruitment process.

  • Empowering Your SME to Launch a Thriving CSR Initiative

    Empowering Your SME to Launch a Thriving CSR Initiative

    In 2023, sustainable toilet paper brand, Who Gives a Crap, struck the CSR jackpot when launching its first global brand campaign.

    Who Gives a Crap: Turning Poops into Positivity

    Mission & Why We’re Not Just About Roll

    With a bold goal to “uncrap the world”, Who Gives a Crap stepped into the scene armed with eco‑friendly toilet paper made entirely from recycled bamboo fibers. They turned the idea of toilet paper into a playful, unforgettable brand that doesn’t just talk about sustainability – it laughs about it.

    Funny Slogans & Puns

    • “Our Future Rests Upon Your Cheeks.”
    • “The World’s Better for Your Behind.”
    • “Join the Roll Revolution.”

    More Than Just Clean Sheets

    Beyond light‑hearted branding, the company has a serious heart. They pledge 50 % of every profit to building toilets and improving sanitation in developing countries. Since launching in 2013, that commitment has translated into:

    • Astonishingly raised AUD 13,378,250 (≈ £7,049,999) for those in need.
    • Reduced the number of people without a toilet from 2.4 billion in 2012 to 2 billion today.
    • Helped the “bums of the world” finally sit down with dignity.

    Why CSR is the Digital Gold Standard

    In a world saturated with noise, the smartest brands are those that act responsibly while they market. Who Gives a Crap’s blend of social purpose and clever, pun‑laden ads grabbed attention, shot up brand reputation, and proved that you can earn consumer love by doing good.

    So next time you grab a roll, remember you’re not just making the paper wipe – you’re helping the planet, supporting communities, and keeping the jokes in circulation.

    What is CSR and Why is it Important for Building Brand Reputation?

    Why CSR Isn’t Just a Buzzword – It’s the New Year‑End Party for Your Brand

    Corporate Social Responsibility (CSR) means a company goes beyond the bottom line and actually cares about the world. Think green initiatives, employee perks, and community clinks. When a brand publishes its CSR adventures, it’s shouting from the rooftops: “We’re here to make a difference!”

    Size matters? Not really. Whether you’re a local coffee shop or a Fortune‑500 titan, the social muscle you hold is powerful. It’s not just about hitting the corporate mission statement— it’s about rallying your crew and earning the trust of your customers.

    Numbers That Won’t Let You Down

    • 76% of companies say CSR slashes brand reputation risk.
    • 83% of employees would quit if they see weak CSR practices.
    • 54% of consumers look at a company’s CSR before buying.

    The New Generation’s Expectations

    Climate change fears, politics, and a growing desire for authenticity have turned today’s shoppers into “social connoisseurs.” Millennials and Gen Z aren’t just buying a product—they’re buying a movement. Their checklist looks like this:

    • 72% want brands to positively impact society.
    • 64% expect companies to use their resources for good.
    • 48% want morale–boosting initiatives.
    • 49% desire brands that unite people for shared goals.
    Becoming Ethical Has Become the New Trend

    So, if you’re not a global giant with a blockbuster charity budget, don’t sweat. CSR is about the impact you create, not the money you spend. Small, thoughtful actions can stir big waves— and your audience will love it.

    How to Build a Strong CSR Campaign as an SME

    Outline Your Company Values

    Let’s Pin Down What Matters Most

    Start by pinning down the core values that your company truly champions. Think of it like making a cheat sheet for your squad—what’s the playbook that keeps everyone moving in sync? Once you’ve got that nailed, you can pick the CSR flavor that feels right: clean air and renewable vibes, skill‑boosting for the next generation, generous charity handouts, or planting roots deep in the local community.

    Why Start With Values?

    • Clarity at the Core – Knowing what truly matters cuts through the noise.
    • Guides Your CSR Style – Whether you’re #EcoWarrior or #SkillGuru, the foundation keeps you on track.
    • Builds Authentic Trust – Stakeholders love a company that stands for something genuine.

    Top CSR Picks to Match Your Values

    1. Environmental Sustainability – Think greener, cleaner, planet‑friendly.
    2. Skills Development – Foster talent, micromanage growth.
    3. Charitable Giving – Donate where you feel passion and purpose.
    4. Local Community Investment – Strengthen the neighborhoods you call home.
    Make It Feel Like Your Own

    Remember: CSR isn’t a one‑size‑fits‑all blanket. Swirl your company’s personality into each initiative, keep the tone light (yes, humor is welcome), and let the emotional voice shine. That’s how brands move hearts and smooth the path to real, lasting impact.

    Get Insight from Stakeholders

    Get to Know Your Folks – It’s All About the Pulse!

    Want to make your CSR strategy sing? Start by chatting with the people who matter most: customers, crew, and the community. Ask the real questions they’d love to answer:

    • What matters most? Run quick polls or surveys to find out which social topics hit home for them.
    • What do they think of your brand? Get their honest view on the connections they’ve built with your business.
    • What’s their knowledge about your campaigns? Discover how well they grasp what you’re actually doing.

    Armed with that intel, you’ll spot the gaps and spotlight the parts of your CSR plan that need a boost. That way, you’re always on the right side of their hearts and minds—no guessing games, just good old human connection.

    Look at the Local Community

    Why Going Local Makes Big Fun

    Building a hometown crew is the secret sauce for turning one‑time buyers into raving fans. Sure, global giants can brag about their giant warehouses and shiny logos, but there’s nothing like crushing the same streets, the same coffee shops, & the same local quirks. When you axe the cookie‑cutter marketing and tune into the heartbeat of your neighborhood, the results are pure gold.

    Know the Pulse of Your Neighborhood

    • Survey the Ground: Drop a quick phone call or a survey at the corner store; find out what people are hungry for—literally or figuratively.
    • What’s the Street Legacy? Is the town known for bluegrass? BBQ? A quirky annual festival? Leverage that vibe.
    • Spot Fresh Projects: New construction, community gardens, pop‑up art events—align your plans with what’s happening now.

    Putting the “Community” Back in Community

    When you wrap your services around the local culture—whether it’s sponsoring a high‑school game or dropping a “free coffee for volunteers” a week—people start calling you a good neighbor. That’s the kind of connection that makes customers not just buying, but hanging out and sharing stories.

    Proven Perks of a Loyal Local Army
    • Lower marketing spend—people find you organically.
    • Word of mouth that’s louder than a city radio.
    • Higher lifetime value—you’re their go‑to, because you’re in the same first‑name space.

    In short, when you pivot to your local scene, you’re not just selling a product—you’re sharing a piece of your city’s soul. And guess what? That’s a badge of honor on every customer’s lips.

    Use Rinse and Repeat Strategies

    Re‑Driving the Wheel? Let’s Keep It Simple!

    Some Businesses Already Nail It

    Think of corporate social responsibility (CSR) like a recipe. Many CEOs have already cooked up a winning dish, and you can grab the leftovers instead of starting from scratch.

    How to Copy, Not Duplicate

    • Scope the Scene: Scan what peers in your industry are doing – fast‑paced, low‑cost, and actually effective.
    • Find the Proven Playbooks: Look for strategies that consistently yield positive outcomes (think of them as the “golden recipe” of CSR).
    • Adapt to Your Flavor: Take the core idea and sprinkle it with your company’s unique vibe. The result: a customized approach that still rides on solid, successful legs.
    • Save Your Time & Resources: By leaning on established best practices, you cut down on trial‑and‑error and instead focus on what matters most – making a real difference.

    Bottom Line

    Why reinvent the wheel when you can use a well‑tested one? Adopt proven CSR tactics, tailor them to your business, and watch your efforts hit the mark—all while staying resource‑efficient and feeling good about the impact you’re making.

    Be Authentic

    Make Your Brand Stand Out

    Why “Serious” Isn’t the Only Way to Do Good

    Take a cue from Who Gives a Crap—they nailed the art of fun CSR without overdoing the solemnity.
    When you lean into what makes your brand uniquely you, the message feels fresh, authentic, and, dare we say, downright relatable.

    Key Takeaways

    • Be honest. Customers can spot a false front from a mile away.
    • Keep it simple. A clear message beats a complex manifesto any day.
    • Show personality. Let your brand’s character shine through the cause.
    • Plant your brand’s soil. Tie the campaign to your core values so it feels like home.

    Bottom line: a CSR campaign doesn’t need to be a sob story to make waves. Amplify what sets you apart, stay true to your vibe, and you’ll find folks cheering along.

    Be Clear and Transparent

    Hooked on Communication: The Roller‑Coaster Plan for Your CSR Vision

    Imagine your team in a theme park – the ride is thrilling, but if you’re not shouting the same safety warnings, you’re all going to look bewildered when you hit that drop.
    The same thing goes for your company’s CSR mission. You’ve got the big picture, but only the squirrel that knows the loops will know what to do.

    1. Map the Route: Lay Out the Story

    • Define Your Go‑to‑Point: What’s the exact goal? Is it “reduce carbon by 25 %,” or “grow community partnerships to 15 random businesses?” Nail it down and keep it front‑and‑center.
    • Plot the Sparks: What “fun facts” do you want the world to see? Those moments that show you’re actually walking the talk.
    • Keep the Punchlines Private: Anything still in the oven (100‑degree 15‑minute stew?) stays internal until you’re ready to serve.

    Why It Matters

    When everyone is on the same page, the brand’s pulse feels steady, not jittery. Clear communication signals that you really mean it about social responsibility, and people take notice.

    Feel the Pulse with These Quick Wins
    • Weekly newsletters with a “Why this matters” snippet.
    • Monthly digital “dance-offs” where teams show off new CSR projects in a fun, informal video.
    • Instant feedback loops – a simple form that lets anyone shout out or ask questions right away.
    Final Thought

    Think of your communications plan like a GPS that constantly recalculates: it keeps you heading to the same destination, no matter how many detours pop up. Appear transparent, keep the mission in focus, and voilà – you’ve got a brand that feels human, real, and truly committed to making a difference.

    Protect Your Reputation

    CSR at the Ready: Why You’re Never a One-Minute Hero

    Corporate Social Responsibility isn’t just a fancy buzzword—it’s a live‑streamed saga. If the plot twists the wrong way, your brand’s reputation can take a nosedive faster than your coffee on a Tuesday morning.

    Don’t Drop the Crisis in the Back Seat

    • Plan ahead. Treat it like the script your brand will read aloud when the lights go out.
    • Have a fire drill ready. Practice the “oops” response so you don’t scramble like a cat chasing a laser pointer.

    Why Outsourcing Wins the Battle

    When a crisis pops, time becomes the villain. Professional PR agencies are like seasoned pros with a toolbox full of instant fixes. Let them handle the drama while you keep your cool above the chaos.

    Remember: a well‑wired crisis plan is the secret sauce that turns a potential disaster into a brand story worth bragging about.

  • Find the people that are right for your business

    Find the people that are right for your business

    In his latest article, John Ritchie, Chief Executive Officer at Ellipse emphasises why this is particularly the case for SMEs and why, even though finding the ‘right’ people isn’t easy, you can’t afford to recruit anyone who doesn’t pull their weight.

    Before you can even start searching, you need to consider what your aims are for your business. What is the extent of your ambitions? Even if you have only just set up your business, what is your exit strategy? What is needed to take your business from where it is now to where you want it to be in five years’ time?

    If you can answer these questions, you will know if you need to find someone who will ultimately succeed you, or someone with the skills and experience you lack that are needed to help the business develop – or perhaps someone with the potential to become one or the other.

    Once you have identified a particular set of skills or experience that your ideal recruit might have, the obvious people to look for might seem to be those who have been in a similar role at another company. My own experience is that however logical this might seem, it doesn’t necessarily follow that such a person will deliver what your own business needs.

    They may have a brilliant track record at a big, well-known company, but that doesn’t mean they will be able to repeat the trick for yours. They might have benefited from having a great team around them. They could simply have been lucky in that the circumstances in which they operated at the time might have made it hard to fail. Above all, they may simply be the sort of people who thrive in large corporations but find it hard to succeed working for smaller companies, particularly if they lack the entrepreneurial outlook that those working in small outfits need to have.

    I have friends in business who have been looking to grow their companies and brought in people who seem to be the right types to take their companies up to the next level. All too soon, they bitterly regretted it as their company got bogged down in the sort of big company processes that undermine the agility which gives many small businesses their edge.

    For me, attitude is more important than skills or experience. People can develop skills and gain experience. Although attitudes can change, they tend to only slowly, if at all. If someone takes the view that their role is to do X and they can’t be expected to do Y, they are less useful to me than someone who might not know all the ropes but is willing to learn and not afraid to make a few mistakes along the way. I would rather take on someone inexperienced but with these attributes:

    • bright, so they will learn quickly
    • passionate, so they will work hard to get results
    • willing to help others, so that as they develop they will in turn develop the people around them
    • optimistic realism, so that they will try to find ways in which things can be done rather than reasons why they can’t

    When it comes to finding such people, beware relying on interviews alone. It could be that your interviewees seem to have the attributes you are after but when it comes to business it turns out that their greatest talent is in being good at interviews! Use strategies that will give you a real insight into how useful – or not – they might be.

    Why not set them a problem to solve before you meet up with them and tell them you’ll expect them to give a presentation of their solution? If numeracy or literacy is vital in the role you are looking to fill, set a task that will demonstrate whether or not they have sufficient abilities in these areas. Ideally, ask someone whose judgement you trust to interview them as well.

    While ‘The Apprentice’ may ultimately be a bit of a circus for the cameras, the idea of setting tasks to assess ability is sound, and the episode in every series where Lord Sugar asks some of his business associates to grill the remaining candidates always reveals a wealth of interesting new information.

    Psychometric and other personality tests are worth the small investment when compared to the potential cost and aggravation of a wrong hire – like so many services, they can now be accessed online at a cost that makes them accessible for all businesses. Try a few different providers’ tests out on yourself, ask other people you know well to do likewise, and pick the one that delivers the most accurate and insightful results. If the tests reflect true pictures of people you know well, you can trust them to deliver the same for job applicants.

    In short, don’t rely on one method or another to screen recruits – aim for a mix that gives you objective as well as subjective information.

    However good your recruitment process is, you can still sometimes end up with taking someone on who just isn’t right for your business. When this is the case, don’t delay and let it damage your business – say goodbye to them. And this naturally means that you need to set up contracts that give you and your recruits the opportunity to change your minds if things just don’t work out. At my own company, we have taken on some excellent people – and offloaded some who didn’t fit in – by adopting a ‘temp to permanent’ model as our standard one for new recruits.

  • What happens when the ‘Harlem Shake’ causes a stir with employers?

    What happens when the ‘Harlem Shake’ causes a stir with employers?

    You may have heard of the latest global internet dance sensation, ‘the Harlem Shake’.

    Perhaps you’ve even participated in one of these 30 second dance videos which are proving hugely popular on the social media site YouTube However Jemma Pugh, Solicitor, and Susan Evans, Partner, at Lester Aldridge LLP explain what happens when employers get all shaken up by their staff’s antics.
    Keen to be a part of this craze, students from Oxford University’s St Hilda’s College recently made their own ‘Harlem Shake’ video.  At 11.30pm, a group of around 30 students went to the library to perform the stunt.  The video, which apparently took just 7 minutes to make, has been viewed over 5,000 times since it was posted on YouTube. The students can be seen dancing on the library chairs and tables in fancy dress.
    Was this all a bit of harmless fun? Well, not for Calypso Nash, a Classics graduate and the librarian on shift at the time.  It has been widely reported that she has now been dismissed for not preventing the ‘Harlem Shake’ from taking place.  The students have said that the librarian was not involved in organising the prank, nor did she take part.  They say that Ms Nash could not have stopped it and have called for her to be reinstated.
    The College has not released a statement nor made any comment on this dismissal as yet.  Therefore, we are unaware of the full story at the moment.  However, it is possible that the College considers that Ms Nash’s actions (or lack thereof) amounted to gross misconduct.
    It’s probably worth reminding ourselves of the law on what is and isn’t a fair dismissal.  Misconduct is, of course, one of the five potentially fair reasons for dismissal under s98 Employment Rights Act 1996.  ‘Gross misconduct’ is misconduct which is so serious it justifies dismissal without notice and without a previous warning.  Whether misconduct is ‘gross’ will most often be a question of fact and depend largely on the particular circumstances and the type of work being carried out.  Examples of gross misconduct should be set out in an employer’s disciplinary policy and normally include theft, violence and serious negligence – the ‘Harlem Shake’ is not usually listed as a specific offence.
    It’s possible that the College considers that Ms Nash has committed a serious breach of health and safety regulations by allowing the students to stand on the chairs and tables, or perhaps it assumed that she orchestrated the dance.  Either way, for this dismissal to be fair, a reasonable investigation should have been carried out to ascertain the facts of the matter before acting.
    An employer must ensure that they follow a fair procedure when dismissing an employee in order to protect themselves against claims of unfair dismissal.  Generally, an employee is entitled to make a claim of unfair dismissal against their employer if they were employed for at least one year ending with the date of dismissal (this has been increased to two years for those whose employment commenced on or after 6 April 2012).
    Assuming this was the librarian’s first offence, it is possible for an employer to dismiss fairly following one incident of gross misconduct but, once again, they should carry out a reasonable investigation of the issues first and ideally have a disciplinary hearing or meeting with the employee, in line with the ACAS code of practice .
    The employee should then be informed of the decision in writing, and given the right to appeal the decision.  Unless an employer is satisfied that the employee’s conduct amounts to gross misconduct, they should issue a series of warnings prior to dismissal.
    Perhaps most importantly, the decision to dismiss must fall within the band of reasonable responses available to a reasonable employer in those circumstances; if a claim is made by an employee, an Employment Tribunal will not substitute its own view of what the outcome should have been but will instead decide whether or not the employer acted reasonably.
    In this case, assuming that a fair procedure had been followed, it all turns on whether the College’s decision to dismiss was within the “band of reasonable responses” open to an employer.  What do you think? Was it reasonable to dismiss the librarian?

  • HMRC launches crypto crackdown with new data-sharing rules for platforms and traders

    HMRC launches crypto crackdown with new data-sharing rules for platforms and traders

    Millions of UK cryptocurrency holders will soon be required to disclose their personal details to digital asset platforms, as HM Revenue & Customs (HMRC) rolls out a sweeping new crackdown on tax avoidance in the sector.

    From 1 January 2026, crypto exchanges and marketplaces will be obliged to collect and report information on users and transactions to HMRC as part of a coordinated global effort to improve tax transparency and combat non-compliance in the digital economy.
    The rules will apply to both individuals and businesses engaged in buying and selling cryptoassets, and mark the latest expansion of HMRC’s digital surveillance powers following the introduction of the so-called “side hustle tax” on online sellers using platforms such as Airbnb, Vinted and Etsy.
    Recent data from the Financial Conduct Authority suggests that around 12 per cent of UK adults – more than six million people – now hold some form of cryptocurrency.
    Under the new regime, individuals will need to supply their name, date of birth, home address, country of residence, and – if based in the UK – their National Insurance number or Unique Taxpayer Reference (UTR). Overseas investors will need to provide their tax identification number and the issuing country.
    Businesses trading in crypto must submit their legal name, registered address, and relevant company registration or tax identification details depending on their location.
    Platforms will also be required to report the value, type, and nature of each transaction, along with the number of crypto units involved. Exchanges that fail to comply face fines of up to £300 per user for submitting inaccurate or incomplete reports.
    Seb Maley, CEO of tax insurance specialist Qdos, said the move signals a new phase in HMRC’s pursuit of tax revenue from digital sectors.
    “HMRC is casting its net far and wide as it looks to crack down on suspected tax avoidance and non-compliance among cryptocurrency holders,” Maley said. “By collecting the personal information of those buying and selling crypto – along with the values being exchanged – HMRC will know how much tax should be paid on these assets.”
    He added that the data-sharing requirement will significantly bolster HMRC’s ability to cross-reference taxpayer records with third-party information. “In simple terms, if the income a taxpayer declares on their self-assessment doesn’t match what these platforms report, HMRC has the data it needs to open a tax investigation.”
    The new measures reflect HMRC’s participation in a broader global initiative led by the OECD, known as the Crypto-Asset Reporting Framework (CARF), which aims to close tax loopholes in fast-growing digital markets by ensuring consistent reporting standards across borders.
    “These rules are another sign of how HMRC is working with tax authorities globally to align on how to police compliance – particularly in fast-growing, digital industries, such as crypto and the gig economy,” Maley said.
    The clampdown comes amid a wider shift in regulatory attitudes toward cryptocurrencies, with both the UK and EU progressing legislation to bring digital assets under stricter financial oversight. In the UK, the government has pledged to make the country a “global crypto hub,” while also ensuring proper tax and consumer protections are in place.
    Industry observers say the rules could impose an additional administrative burden on platforms but will ultimately bring more legitimacy to the crypto sector by aligning it with traditional financial compliance expectations.

  • How to keep on the right redundancy road

    How to keep on the right redundancy road

    The 20‑Employee Rule: A Play‑by‑Play for Redundancy

    Long ago the Trade Union Labour Relations (Consolidation) Act 1992—commonly known as TULRA—threw a big red flag over any plans to scrap more than 20 jobs from the same place. If a business slashed two dozen or more roles, it had to sit down with the whole workforce (or the trade union / employee reps) and talk it out. Skipping that step handed the unlucky people a 12‑week pay ball.

    Fast forward to today, and a fresh tribunal ruling has turned that rule on its head. When a shop brings a bunch of staff to the brink of redundancy, it doesn’t matter if they’re spread across a whole city or tucked into a single shop. The word “at one establishment” is now ignored, so the company must consult collectively before any cuts.

    Why the change?

    • TULRA aimed to mirror an EU Directive that didn’t mention “one establishment”, so UK employees got a less generous deal than their continental cousins.
    • With the tribunal’s new reading, the protection is now on equal footing.

    Checklist for the Redundancy Roller‑Coaster

    • 100+ people out? Call the recognised union or employee reps for at least 45 days before the changes hit.
    • 21–99 people? Make sure you get their input for a minimum of 30 days ahead.
    • Below 20? Talk to each person on their own. Let them bring a union rep or colleague if they want.
    • Tell the gov? Fill out the HR1 form whenever more than 20 staff are affected (just print it out, no link needed!).
    • Try another route first. Make a game plan: can you keep the workforce in another role? Can you cut fewer jobs? Or maybe shift some responsibilities?
    • Get the facts to the reps.
      • What’s the business reason for the cuts?
      • How many, and who?
      • Any bias checks? (No sexism, racism, age, disability, religion or sexual‑orientation filtering.)
      • Which training or redeployment options are on the table?
      • How will you calculate extra pay beyond statutory redundancy?
    • Share the details. Either hand them over during a meeting or mail them (or fax, if you’re old‑school). For union reps, send a copy to their head office.
    • Remember four weeks. Each employee gets a trial period to test any new role.

    When you tick all these boxes, you’re not just doing the law—you’re showing you care enough to do it right.

    Feeling the pressure? Need a hand?

    Our team at Three‑DOM Solutions is ready to help you steer through the maze of redundancy regulations. Drop us a line or find us on Twitter. We’ll give you the inside scoop and keep your business—and your staff—safe.

  • 700,000 disabled people want to work: How can businesses help and benefit at the same time?

    700,000 disabled people want to work: How can businesses help and benefit at the same time?

    There are around 700,000 disabled people in the UK who want to work but are not in employment, according to the Department for Work and Pensions. Disabled people also leave jobs at twice the rate of non-disabled colleagues.

    There is a persistent “disability employment gap”, which is the difference in employment rates between disabled and non-disabled people. Right now, the gap stands at 28%.
    A recent government review revealed that the gap is widest for men, older people aged 50 to 64, people with no qualifications, and those living in social housing. Regionally, it is most marked in Northern Ireland, Scotland, Wales, and the north of England.
    Disabled people are also more likely to be in part-time or lower-skilled roles, and more likely to be “under-employed”, looking for more hours or a different job.

    Why this matters to employers

    The figures show a large pool of people who want to work and who could bring valuable skills. Widening recruitment practices to encourage candidates with disabilities is not only the right thing to do, but also beneficial for business. It opens up access to high-quality applicants, improves staff retention, and supports a more diverse workforce.

    Inquiry now open

    The House of Commons Work and Pensions Committee has launched an inquiry into employment support for disabled people and how to improve their job prospects. It wants to hear directly from businesses, people with disabilities, and experts about what works and what doesn’t. Submissions are open until 29 September 2025.
    Questions the Committee is asking include:

    Why has progress in closing the disability employment gap slowed?
    What barriers stop disabled people from working or working more?
    What support works best for people with different disabilities?
    How effective are current schemes, such as Access to Work?
    How successful has the Disability Confident scheme been in improving employer practices?

    After reviewing the evidence, the Committee will make recommendations to the government.

    Support available for employers

    Access to Work is a grant to help cover the cost of adjustments, enabling someone to start or stay in work if they have a physical or mental health condition or disability. It can pay for:

    Specialist equipment or assistive software
    Support workers
    Travel costs if public transport can’t be used
    Communication support at job interviews, such as a BSL interpreter
    Mental health support plans and one-to-one sessions with a mental health professional

    Full details on eligibility and the application process are available on the government website. Importantly, the grant goes to the employee, not the employer, so the cost does not fall on your business. Find out more about the Access to Work scheme here.

    Disability Confident

    Disability Confident is a voluntary scheme that helps employers challenge assumptions and improve their recruitment practices, as well as increase their understanding of disability. It has three levels of membership and is designed to show a clear commitment to inclusive hiring. For businesses, joining can bring reputational benefits, widen the candidate pool, and demonstrate to customers that your business values fairness.

    Pay gap vs. employment gap

    It is worth noting that the disability employment gap (who gets into work) is different from the disability pay gap (what people earn once in work). The government has recently consulted on whether large employers should be required to publish data on disability and ethnicity pay gaps. That consultation closed in June 2025, with proposals still to be announced. You can read more about that in my previous article here.

    What can employers do now

    Review recruitment practices to ensure job advertisements and processes are inclusive and equitable.
    Consider Access to Work. It can help remove the cost barrier to hiring staff with disabilities.
    Consider signing up to Disability Confident to demonstrate commitment.
    Keep an eye on the Committee inquiry, as the findings may shape future policy.

  • Why Do Businesses Need to Think About Strategy?

    Why Do Businesses Need to Think About Strategy?

    A business that has been in existence for some time or was simply set up to compete in a market by copying others can continue to function without much need for Strategy if the management team and investors are content with this approach.

    They tend to be very operational and spend their time working on systems and customer relationships. Not all businesses see the need to be thinking of Strategy all the time.

    Strategy is most often reviewed when a business is undergoing a change in the circumstances around it, such as a merger or acquisition or investing in new plant or machinery. Excellent well run businesses do two things:

    1. They review Strategy on a regular basis to ensure it fits with all external and internal factors.
    2. They ensure that the current Strategy or strategic direction is embodied into the culture of their businesses.

    Without a clear strategic direction it is impossible to effectively manage, change or develop a business. Any decisions made by the management team will be arbitrary without a clear Strategy, no matter how much rigor is applied to analysis. Employee motivation is often closely linked to the ability of the management team to create a competent Strategy and communicate it throughout the organisation frequently.

    Winning strategies are often those designed and developed by the people that really know their business, its markets and competitors. A clear strategic direction can be understood at all levels in an organisation, from the boardroom to the shop-floor, if simple to use tools are used.

    In any organisation where the Strategy and future direction of the business is clearly communicated and understood the employees and unions are both more engaged in the business and more supportive of the tactical decisions or steps taken by the management team to deliver the Strategy.

    A lot of industrial relations disputes result from a lack of openness by the management team and suspicion by the workers of the motives of the managers. Staff buy-in and constant communication of the Strategy and tactical plans to deliver the Strategy are critical to its success. The key task is to simplify the Strategy so that it can be clearly communicated and understood, not to make it so complex that only a select few understand it.

    To find out more about business competitiveness from PDQ Strategy call Stuart or visit www.pdqstrategy.co.uk

  • Indecent Proposals

    Indecent Proposals

    This is a subject that I have written about before, but it cropped up again during a conversation with someone I spoke to recently for the first time in a while.

    The person concerned runs a B2B field sales team (circa 100 people) and wanted to engage a company that could help them improve the quality (and conversion rate) of their sales team’s proposals.
    They had meetings with 3 organisations, all professing to be proposal writing experts. Scope presented, potential suppliers fully briefed, response dates agreed, they waited for the proposals to arrive, here’s what happened,

    2 arrived later than the agreed response date
    1 did not include a firm price
    1 offered 3 different options, but no recommended solution
    1 did not include an Executive Summary
    2 had more content about themselves than about the customers requirement.

    With a shrug of disappointment, they decided that their own team’s sales proposals were “decent,” not great but actually better than those received from “the experts” and they abandoned the project.
    So with this in mind, here are a few pointers from me on writing a good sales proposal, these tips won’t ensure you win every bid, but they will ensure it’s not your actual proposal that lets you down.

    It’s all about them

    A proposal needs to be focused on your customer and whatever it is they are going to gain by giving you their money. Focus on what they will get, make it all about them and how (specifically) their world will improve by awarding your their business..
    Leave the stuff about you, your company and what you are good at until the end. If they think you understand their issues and challenges and you can deliver what you say you can, they’ll get around to reading about you, if they don’t they won’t.

    An Executive Summary is an Executive Summary

    The Executive Summary of your proposal should be exactly that, an Executive Summary, an overview of the key points of the proposal, nothing more and nothing less.
    Make sure you write the Executive Summary with the buyer’s communication preference in mind (see point 4). If you use boiler plate it will stand out a mile and you should not be surprised if you don’t make it past the first hurdle.
    On a personal note, I always state the price in the Executive Summary (as well as the Investment section of the proposal). The only reasonanyone buries the price in the middle of their proposal is if it embarrasses them and they don’t think they are really worth the amount they are asking for.

    Be specific

    It’s not up to your customer to work out which of a plethora of products or services that you “could” offer is the right one for them, it’s up to you to tell them.
    If you’ve taken the time to qualify the opportunity correctly, understand the strategic and operational drivers creating the need and the decision makers resonating focus, it should be easy to do this. If you haven’t you will struggle to create a winning proposition.

    Communication tendencies and preferences

    Everyone you sell to will have their own personal communication preferences.
    Some people love to be immersed in the detail and need to know everything about the solution you are proposing, some are only interested in the end result and the benefits. Some people will be concerned about operational risk, some will be concerned about how what you are proposing will impact their people.
    The manner in which your proposal is constructed needs to take into account who it is intended for and how the information within it is communicated. If you get this wrong your proposal might not only fail, it might not even be read.
    (Take a look at some of my posts and videos on Everything Disc to understand this better).

    How much? (coincidentally where I live in Yorkshire the 2 most often spoken words)!

    Tell them exactly how much it is going to cost the customer to buy what you are recommending to them.
    If you can’t do this then (a) they will struggle to approve or gain approval for the funds they need to place an order with you, and (b) they will think you don’t know what they need and they’ll be right (refer to point 3).
    It’s not a proposal if it doesn’t include a price and if you don’t include a price someone can’t place an order with you.

    Deliver on-time

    Once you have agreed the delivery time for the proposal, make sure you meet it.
    If you don’t deliver the proposal on time it will make your customer (a) doubtful as to whether or not you can deliver what they are buying on time and (b) think you have better things to do than meet your commitment to them.

    Make it better than decent

    Why Bidding Should Never Be a “Take‑It‑For‑Granted” Game

    Ever felt like you’re playing a guessing game when you offer to take on a client’s project? It’s actually every bit simpler—there are always plenty of organisations itching to make a business move. So if you’re aiming for the gold, make your proposal stand out from the crowd (and not just be “decent”).

    Pro Tips to Turn Your Pitch into a Winning Streak

    • Show you’ve done your homework: People love a well‑researched, tailored approach. Think of it as giving them a secret handshake.
    • Speak their language: Drop the corporate jargon and speak in a tone that feels human, friendly, and fully you.
    • Include small wins: Highlight a minor, relatable victory you’ve already achieved for a similar client.
    • Humor goes a long way: A light chuckle can break the ice and make the reader smile. Just keep it relevant.
    • Why they care: Make it crystal clear what advantage they’ll gain, not just some fancy idea.

    In short, keep it human, heartfelt, and oddly funny—that’s the secret sauce that turns a “just another pitch” into a winner.

  • Can You Ever Be ‘Too Expensive?’

    Can You Ever Be ‘Too Expensive?’

    Now I know this particular speaker pretty well, and I know that he’s good value for money, but what was most interesting was one of the responses to his post. The person who commented wrote ‘You can’t be too expensive. And you’re value for money. They must have cash flow issues!’

    Now whilst I would agree the speaker concerned IS most certainly value for money, there are 4 quick things we can learn from the other person’s comment:

    Sales Tip Number 1 – People’s Beliefs ARE Reality – To THEM

    The problem I see here is that I think you CAN be too expensive. One of my favourite sayings when it comes to sales and pricing in particular is that ‘people’s beliefs ARE reality – to them’.

    What I mean by that in this example is that if someone says ‘that’s too expensive’ it may be that in the moment they DO consider you too expensive – as long as it’s not a negotiation tactic to bring your price down of course.

    Now of course there will be some context behind them saying that. They might think it’s too expensive compared to their budget. They might think it’s too expensive compared to what they’ve paid in the past. They might think it’s too expensive compared to what they were expecting to pay.

    However, unless you deal with the fact that right now, they consider you too expensive – it’s unlikely you’re going to be able to win this deal, and bring them on board as a customer. Fail to change their belief and therefore THEIR reality, and you’ll fail to pick up their business.

    Sales Tip Number 2 – It’s Not Their Fault – It’s Yours

    If someone says to you that you’re ‘too expensive’, make sure you don’t dismiss them and the sales opportunity too quickly. As an ex-sales director, I often used to hear my team come back from new business appointments with excuses like ‘they weren’t ready to buy’, ‘they didn’t have the budget‘, and ‘our price was too rich for them’.

    My response was usually something like ‘Ahh, so you failed to deal with their price concern then?’

    My belief is that the majority of the time, a price concern or price objection is normally the salesperson’s fault, not the prospect’s.

    – It might be that…. the prospect doesn’t see enough value in your offering to think it worthwhile paying the price you asked for – YOUR FAULT for not positioning your value to them correctly!

    – It might be that…. the prospect doesn’t have the budget to pay the price you want – YOUR FAULT for not finding that out, or speaking to the person who can make a NEW budget!

    – It might be that…. the prospect has bought a similar product/service in the past and not paid anything like the price you want to charge them now – YOUR FAULT for not finding out their buying history and positioning correctly against it!

    – It might be that…. the prospect won’t get enough value from your offering, in order to generate enough ROI to justify the purchase – YOUR FAULT for not qualifying the Sales Opportunity well enough in the first place!

    How many of the above are you and your team guilty of right now? Stop putting the ‘blame’ for price concerns on the client, and see what you and your team could do to handle them better.

    Sales Tip Number 3 – Find Out – Or Set – Their Expectations

    One of the biggest reasons people get price objections, is that the price they want to charge isn’t what the prospect was expecting to pay.

    This often occurs when the salesperson fails to find out, manage, or on some occasions – set – the price expectations of the prospect.

    In the old days, Sales Managers used to lecture their reps ‘make sure you get the customer’s budget BEFORE talking about price’.

    Whilst back then that was pretty solid sales advice, these days people don’t always have budgets. They don’t always have cash available right now. But they ALWAYS have price expectations – and if you don’t find out what they are, re-set them if necessary – or even set them in some circumstances – then you’re always going to struggle with objections to your price.

    How well do you and your team set prospects’ price expectations currently?

    Sales Tip Number 4 – Qualify Harder Early In The Process

    Another reason I find that salespeople come up against price objections is that often they’re sat in front of or speaking to the wrong people! People that may not have the money to be able to pay the price the salesperson wants to charge, or have the authority and ability to find extra money if necessary.

    This is usually caused by a failure to qualify well enough or hard enough earlier in the process. Then often results in the salesperson spending lots of their precious time dealing with people that aren’t able to buy what they offer at the price they want to charge.

    Often this leads to the salesperson becoming frustrated, having to walk away from deals, or heavily discounting just to win the business – none of which are good outcomes for the salesperson.

    Follow the tips above and watch your performance and that of your sales team soar!  I look forward to hearing about your future success….

  • Say 'no' to resolutions and 'yes' to blueprinting your business. Here’s why …

    Say 'no' to resolutions and 'yes' to blueprinting your business. Here’s why …

    Resolutions are often unrealistic, pressure filled promises that if broken, can make you feel like a failure. That is the last thing your business needs.

    What are you going to do if you break them in January for whatever reason? Wait a whole year to begin again? Resolutions are unrealistic, especially in terms of business, because often they’re emotionally led and not a concrete plan. I’ve no time for them. I’m more of a blueprint woman.

    Would you ever say wildly: I’m going to do XYZ and that be it?

    No of course not. You’d formulate a plan. And that’s what the start of the new year needs. For this article’s sake I’m calling it blueprinting, you can market it to your team as a strategy session. Do it now, or at your company’s year end, as long as you make sure you do it though – that’s the vital thing.
    But a company blueprint, well now you’re talking the language of success. Whilst a blueprint may involve a week or indeed the entirety of January to compose, an all encompassing script of where you want your company to be with milestones to achieve in order to realise your goals is utterly essential. It’s there to be adhered to where possible, altered when needed, but always worked towards. Everyone in the company can identify with it because it’s clearly laid out and communicated in a matter of fact way and they can see how their role within the company benefits it.
    A clear vision of leadership has to be apparent within the company structure to be able to action this, however it’s worth its weight in gold when focusing teams initially and throughout the year. 

    Time for the C-levels to lead and inspire

    Creation of the blueprint requires the decision makers of the company to come together, strategise, debate and analyse the company goals. Within this time any data from past campaigns or years of trade need to be considered and of course the budget to implement the goals needs to be realistic.
    If they are not present at the strategising session, line managers then need to have a separate meeting with the decision makers to brief them fully on the planned intentions of the business. Questions can be asked and key team members chosen to implement the plan. 
    Throughout the course of the year, the blueprint can be referred back to when asking questions of the business and ensuring that decisions are aligned with the goals. Successes within each sector of the business can then be ticked off when they’re achieved. 
    This level of clarity is far greater than any resolution. Resolutions are statements but the real reason that many of them don’t come into fruition is that they’re not backed up with a solid plan of action.

    Instead of resolutions, is a mantra enough?

    Whilst potentially giving inspiration for a second, an employee dealing with a complex decision needs more focus than a sentence; they need a reason, an outcome to work towards. So instead of insisting that your staff members’ simply follow a mantra when making their decisions which can be lost in the every day business of being in business, a blueprint reaffirms the reasons behind their decision making process and why they need to action their role in order to ensure that the overall company is performing. It creates accountability and opens up the opportunity for them to fine tune their processes of work to enable them to add specific value to the respective company’s bottom line. Ergo leaders have a cleaner and clearer means of tracking attitudes and flagging up issues within their teams, if their communication methods are in place of course.

    What about resolutions in terms of measuring your own performance?

    Now this is the element where I do think that resolutions, in terms of personal growth have their place. In a business sense, asking each team member to create resolutions about their performance can be focusing and pertinent to each person. All that is needed is two hours to focus in on the task which needs to then be reviewed with the line manager. Ideas for personal staffing resolutions could include any, or more, of the following: 

    Being more punctual
    Communicating well with all team members
    Meeting deadlines and being early for them if at all possible
    Speaking up more in meetings
    Focusing on training for new or more deeply developed skillsets Supporting local businesses when stock or services are needed Supporting local charities
    Contacting customers to check-in on a more regular basis
    Making more eco-friendly choices within the business

    The list can go on, however, you get the gist. All of these aspects will ensure that each individual team member performs to a higher personal standard reflecting in both their pride and the success of the business rising.
    Create your company blueprint for 2022 and place it on the wall. List a mantra next to it that reflects the level of hard work and success you wish your team to have and have a prosperous and focused new year.

  • Compensation and the ‘law of everything’: why data protection isn’t the new PPI

    Compensation and the ‘law of everything’: why data protection isn’t the new PPI

    Data protection is seldom out of the headlines these days. Whether its massive data breaches involving multinational companies, members of the royal family suing national newspapers.

    Even the legality of your Ring doorbell provides a data protection angle to many news stories.
    Maybe this isn’t so surprising. The modern world increasingly runs on the fuel of personal information. From our weekly shop, to our music and television consumption, personalisation is at the heart of our increasingly connected society. There are huge benefits from this trend, both for us as consumers and for the companies who collect our information. But there are also risks, particularly where companies misuse our data or allow it to fall into the wrong hands.
    Data protection law is intended to give us as individuals rights over how our data is used, and to impose obligations on organisations that process that data. As the trends towards increased data collection and personalisation grow, some commentators have warned that soon all information will be personal, and therefore data protection will evolve into a ‘law of everything’, applying in all sorts of unintended situations. Given the complexities of data protection law, this would be unworkable and ultimately not give the protection that the law is intended to provide.
    One of the key rights within data protection law is to give individuals the right to claim compensation for damage or distress caused by any breach of the legislation. This is obviously an important protection for individuals. But if data protection applies to (almost) everything, then individuals may use this right to sue whenever anything goes wrong, even if it is only tangentially related to data protection. Claimants, and some legal advisors, have sought to take advantage of this, leading to an apparent increase in legal claims citing data protection.
    Fortunately, that trend may be checked by a series of significant court judgments in recent weeks. The most high profile was that of Lloyd v Google, which was heard in the UK’s Supreme Court. Google successfully argued that a proposed class action claim on behalf of up to 4 million iPhone users should not be continued. The judgment reiterated that compensation was only payable where an individual could show that they had suffered material damage or distress as a result of a breach of data protection law. It was not enough that there was a mere loss of control of personal data. This is likely to deter some of the more spurious claims, and the emphasis on individual consequences also makes the prospect of large-scale representative actions much less likely.
    In Rolfe v Veale Wasbrough Vizards LLP, the defendant firm of solicitors had sent an email containing personal information about the claimants to the wrong address in error. The issue was discovered quickly and the information deleted. The claimants nevertheless sued for damages. The case was dismissed and the claimants ordered to pay costs, with the judge commenting that, “In the modern world it is not appropriate for a party to claim … for breaches of this sort which are, frankly, trivial”.
    Johnson v Eastlight Community Homes is another recent High Court case involving similar facts. In this case, the defendant housing association sent an email containing personal information of the claimant to another person. Again, the issue was discovered and the information deleted. The claimant sought damages and other remedies, alleging distress caused by her personal information, including her address, being disclosed. The claim was issued in the High Court and the claimant’s solicitors confirmed that they had already incurred costs of £15,000, which they expected to rise to over £50,000. However, the value of the claim was stated to be no more than £3,000. The judge was highly critical of the claimant for bringing what appears to be a relatively trivial case before the High Court, stating “… the real point in this case is whether the Claimant’s entitlement is to purely nominal or instead extremely low damages. It is never going to be much more, a point that surely was [or ought to have been] obvious to the Claimant and her advisors from the outset.” The judge ordered the case to be transferred to the County Court. The significance of this decision is that legal costs cannot usually be recovered in the County Court. Future potential claimants and law firms are likely to be reluctant to take on claims where costs are not recoverable.
    Taken together, these cases show that the courts are unwilling to adopt a strict compensatory regime for data protection claims. Instead, they are putting the onus on claimants to demonstrate the specific damage or distress caused in each case, which can often be difficult in data protection cases. And they are prepared to dismiss cases where there is no obvious damage caused.
    All of this should be good news. As data protection law continues to expand, breaches are inevitable. It is absolutely right that, where breaches cause damage or distress, those individuals have the right to claim compensation. However, not all breaches will cause damage and, in any case, the law is not intended to allow individuals (or, more pertinently, litigation funders and claimant solicitors) to profit from every breach. As Lord Leggatt puts it in Lloyd v Google, the object of this compensatory principle is “… putting the claimant – as an individual – in the same position, as best money can do it, as if the wrong had not occurred.”

  • Glass half full business thinking

    Glass half full business thinking

    There is no doubt that over optimism can be harmful if too distant from reality. Take for instance physical health warnings. If we ignore them believing everything will be fine, we are in danger of making things worse. The same goes for business. If we consistently fall short of our sales targets resulting in poor cash flow it won’t be long before banks shut us down.

    Naivety in business is foolish, but it is also counterproductive to adopt a doom and gloom pessimistic attitude that demotivates both the workforce and customers.

    On the other hand, to appropriately acknowledge what is really going on and learning from mistakes is both rational and positive. This is when believing the glass is half full is truly valuable.

    Realistic optimism however, needs to begin with employee engagement. When staff benefit from leaders who tell the truth about the business, trust their people to do a good job and give them the support they need all wrapped up in positive, energetic drive from the top, employees will be completely on board with moving the business forward.

    Clarity and focus internally clears the way for clarity and focus on customers. This can only come from an optimistic outlook based on solid foundations of cooperation, cohesion and FUN! Full employee engagement leads to happy customers and increased sales.

    Once positive momentum begins and business is going well it is important not to allow enthusiasm to morph into over extending or over estimating projections and plans. To maintain realistic optimism regular meetings are needed to monitor if anything is going wrong and nip it in the bud before damage is done and, of course, to celebrate successes.

    The glass half full in business is both powerful and effective, but it needs a conscious and persistent reality check to be truly successful.
    www.drlyndashaw.com

  • Business Development: Dark Art or Business Essential?

    Business Development: Dark Art or Business Essential?

    Often misunderstood as a “dark art,” business development is actually the strategic powerhouse driving organisational growth.

    At its core, business development is about seizing opportunities, forging key relationships, and boosting revenue through partnerships, market expansion, and innovative offerings. From networking to strategic planning, it’s all about turning insights and connections into tangible results for long-term success.
    When done right, business development feels effortless, as if new projects and clients appear out of nowhere – when in fact, they’re the product of months or even years of effort.
    Like it or not, business development is crucial. It’s what keeps the lights on and your team employed. The sooner it’s embraced and understood, the better.

    “That’s Not My Job!”

    So, who is responsible for business development?
    If you asked your entire organisation, how many hands would go up? Typically, only those with “business development” or “client relations” in their titles – those who schmooze clients with a company credit card.
    In reality, EVERYONE is responsible for business development. Every team member represents your brand and waves its flag daily.
    Not everyone is a master networker, nor do they need to be. Sometimes it’s the technical expert who does such great work that clients keep coming back. Smart businesses play to these strengths: sending out the networkers to hunt for new opportunities while supporting the specialists in maintaining strong client relationships.
    Success hinges on your entire team knowing what excellence looks like, understanding your brand, the work you want to win, and their role in helping you thrive.

    Out with the Old, In with the New

    Business development doesn’t always have to focus on the “new.” Nurturing existing clients and collaborators often delivers a quicker return on investment (ROI). They already know you and your business, but do they know the full extent of your capabilities? And do you understand the full range of opportunities they could offer?
    It’s easy to assume that clients who hire you for one project understand everything you can do. In reality, that’s rarely the case. It’s up to your team to keep communication lines open, understand your clients’ needs, and explore how your organisation can support them further. Take every opportunity to share updates on your broader services, cross-sell other divisions, or simply signal that you’re ready for the next project.

    “But My Best Contacts Are More Like Friends Now!”

    People buy from people they like and trust – this is a fact. If I enjoy working with you, I’ll likely find ways to continue. However, when a working relationship turns into a genuine friendship, it can feel awkward to ask for the next project.
    Or maybe you keep getting the same type of work from this friend but are overlooked for the larger, high-profile projects.
    In this case, it’s time for a change. Be brave and address the elephant in the room. If you want a piece of the pie, you need to position your organisation as a contender. Too often, we hear, “Oh, we didn’t know they could handle XYZ!”  They didn’t know—so it’s your job to tell them!

    Sourcing and Converting New Clients

    Start by identifying the clients who are doing the work you want to do. Then, understand what these organisations need and how your team can meet those needs. These organisations likely have existing relationships, so you need to figure out why they should engage with you. This is the “so what” of business development.
    Next, think about how you’ll connect with them. Researching these organisations gives you a head start on discovering what interests them or keeps them up at night. Are they attending or sponsoring any events you could join? Are their key people active on social media? Do you share mutual connections? There are many ways to connect, and it’s not a one-size-fits-all approach. Understanding the unique value you bring to prospective clients is crucial.

    “I’ve Connected with Some Interesting People – Now What?”

    After making contact with target clients, don’t just sit back and wait. Swift and relevant follow-up is key. Schedule the coffee meeting you discussed or arrange the project walkaround you promised. Building a trusted, long-term relationship is all about actively listening to what the other person needs and delivering on your promises. Nail these two aspects, and you’ll be ahead in the business development game.

    “It’s the Summer Holidays – Is There Any Point in Worrying About Business Development Now?”

    August is traditionally a “feet-up” time for many—a chance to take a well-deserved break. But it’s also the last bit of downtime before the ramp-up to the festive season and can provide an ideal opportunity to pause, reflect on the year so far, plan for Q4, and start thinking about next year’s objectives. And yes, you can sip a piña colada while doing it.

    In Summary

    Business development is a team sport that takes time, practice, and patience. There’s no one-size-fits-all approach; success comes when everyone pulls together to share intelligence, surround opportunities, and hunt as a pack.
    To do this effectively, everyone needs to understand the end game – who you’re targeting and for what type of work. It’s also crucial that each team member feels comfortable with their business development style, whether it’s pursuing new leads or strengthening existing bonds.
    Organisations that integrate this mindset into daily activities will see business development transform from a dark art into a shining success – one where the whole team is empowered to play their part.

  • Could your hobbies help your business?

    Could your hobbies help your business?

    Could your hobbies help your business? I believe they can.

    For example if you find that your mind tends to wander and you lack focus and concentration then taking up a hobby could help. Choose one that you enjoy and helps you to train your mind to focus and concentrate for several hours. By developing concentration and focus you can really benefit your business, for instance if you ever get involved with lengthy negotiations.

    As a personal example, whilst playing the cello, I’m frequently playing with others for 4 hours or more with only one break – and concentrating hard as I’m often going through music for the first time. Or in Toastmasters International meetings, I may be called upon to review a two hour meeting and need to have been paying attention throughout. What hobbies do you have – or could you have – that could be used to develop your concentration?

    If your business is wearing you out and you collapse at the end of the day – could a hobby help to build your physical stamina?

    Some of the most challenging situations I’ve found can be meetings abroad. You’ve probably had to get up at the crack of dawn (or arrived late the night before after a long day), and are either having to speak in a foreign language, or at least working with others who are – and whose English may not be 100% – meaning you’ve got to work harder to understand them. I’d assert that if you’ve got good physical stamina, you stand a better chance of performing in these types of situation. So are you up for activities such as triathlons, long hikes, or dancing to boost your stamina?

    Think about the hobbies you have and how they may be able to help you in your business – and if you don’t have any, then now is the time to start. You’ll enjoy yourself, they will help you to relax and at the same time you can build new beneficial business skills.

  • High Court overturns ruling in landmark judgement, clearing way for thousands of motor finance claims

    High Court overturns ruling in landmark judgement, clearing way for thousands of motor finance claims

    Barings Law, a leading Manchester-based firm, has won a pivotal High Court appeal that could allow thousands of consumers to obtain swifter justice in motor finance commission claims.

    The judgment, handed down today, permits more than 5,000 claimants to move forward as part of eight omnibus actions rather than filing separate individual cases.
    This major ruling, in the case Stuart Angel and Others v Black Horse Limited and Others, overturns a previous court decision which would have forced every claimant to bring their claim individually—causing likely delays, higher costs, and inconsistent outcomes. By keeping the omnibus cases together in Birmingham, the process should become more efficient and may prompt major motor finance companies such as Black Horse, BMW Financial Services, and Volkswagen Financial Services to consider early settlements.
    The origins of the motor finance commission scandal date back to a 2019 investigation by the Financial Conduct Authority (FCA), which found that many car dealers and brokers were inflating interest rates on finance agreements in order to increase commissions. These practices often involved inadequate disclosure to consumers, sparking thousands of complaints and claims.
    Craig Cooper, Managing Director at Barings Law, described the ruling as a “major breakthrough” for consumer rights. “This is a huge moment for the thousands of people who have been misled and overcharged by finance companies. Instead of facing costly and time-consuming individual cases, claimants can now pursue justice as part of omnibus actions, making access to justice fairer and more efficient for everyone involved,” he said.
    The firm initially issued the eight omnibus actions in November 2022, but Birmingham County Court subsequently ruled that the claims could not continue on a group basis and should instead proceed as individual actions—a decision that would have significantly increased both time and cost for those seeking redress. Barings Law appealed, and Mr. Justice Ritchie has now overturned that decision, clearing the way for the claims to remain part of the group proceedings.
    Cooper highlighted the broader significance of this ruling for consumers, noting that it establishes a clear and financially viable route for those who have traditionally encountered barriers to compensation. “For too long, people have faced hurdles in receiving the restitution they deserve. This ruling offers a viable path to justice and sends a strong message to motor finance companies that they will be held accountable for their actions,” he added.
    As the first High Court precedent that addresses the use of omnibus claim forms in motor finance commission claims, the ruling is expected to have far-reaching implications for the industry. By allowing group actions to proceed, legal costs can be contained, making it more realistic for consumers to challenge and seek compensation from finance providers. Barings Law anticipates that the decision will encourage other law firms to pursue group actions in cases where unfair practices have taken place.
    The firm will continue to advocate on behalf of the thousands of claimants involved, seeking to ensure that everyone affected by these alleged finance misrepresentations receives fair compensation. A further court date will be scheduled in the near future to determine next steps.
    “As a firm, we are driven by the belief that justice should be accessible to all, and this ruling supports that principle,” said Cooper. “It proves that in an ever-accelerating world, the legal system must adapt to offer consumers a fair, affordable, and prompt way to stand up for their rights. Today’s victory isn’t just about one case; it’s about challenging powerful institutions and securing the justice that people deserve.”

  • Providing credibility to your numbers

    Providing credibility to your numbers

    Who and what data you trust in business is important and increasingly audits are being used to provide confirmation of the facts – whether to shareholders, potential investors or banks.

    An audit is a statutory requirement for many businesses and is often performed on a voluntary basis by firms who do not otherwise have a legal requirement to have one undertaken.
    The purpose of a statutory audit to form an independent opinion on the financial statements of the audited entity on whether the financial statements show a true and fair view and have been properly prepared in accordance with accounting standards.
    There has been some speculation that audit thresholds may increase which in my opinion will be a shame as many smaller firms do (and could) benefit from them. Audits have more value than being just a tick box exercise and that’s an important message.
    Currently you don’t need an audit if your business meets two of these three criteria:

    Turnover of up to £10.2m
    Net assets of £5.1m
    50 or fewer employees

    You do need an audit regardless of the above if your business operates in a regulated area where audits are mandatory, such as insurance or banking or if your shareholders (with at least 10% of a holding in the business) make a request for an audit. There are also specific rules for groups and subsidiary companies.

    So, for businesses outside of these criteria, why bother with an audit?

    The key point is that an audit provides reassurance and a credibility to your numbers. Management accounts whilst telling a certain story are not verified, and if in the future you will be looking for investors, to sell your business or to obtain significant bank lending then an audit can play a crucial role.
    It may also highlight areas where your business might be missing out, such on lucrative tax reliefs as well as other tax benefits, or where your systems and processes could benefit from tightening up.

    Who do you pick to carry out an audit?

    Auditors need to be independent, and they are there to verify a set of financial statements which set out the performance of the business and give assurance that the numbers and the narrative are materially correct.
    Like anything you pay for what you get, and the real value from an audit which many firms miss is to instruct a well-rounded firm who will look at your business holistically, may spot opportunities and who should tell you what tax reliefs you might be missing out on. They will also provide a management letter which gives advice on operational efficiencies – what is or isn’t being done well. Investors find this letter a useful document as it summarises for them what might be needed, what policies and procedures especially, to help steer a business onto a more productive and profitable path. It also provides confirmation that the right processes and procedures are in place for that business as it can benchmark against similar firms.
    Just a couple of examples of audit success that I have seen recently is firstly where a business had not claimed tens of thousands of pounds in R&D credits as they hadn’t thought they qualified and significant tax rebates were subsequently claimed for them.
    Also, where a group of businesses had not been structured for optimal tax efficiencies and a simple reorganisation produced significant tax savings for them. I could go on as there are so many other examples I have seen over the years, and the key point is that auditors who are professional, well-rounded businesspeople are able to spot opportunities that businesses can benefit from.
    Of course, auditors are there to look for other things which may hide behind the numbers and with the risk of business fraud being at an all-time high, knowing you have the robust systems in place to identify risk and prevent it as well as cash and payment controls could mean the difference between success or failure.
    Audit could be your eyes and ears on the ground where it is impossible to have oversight of all your operations so I would urge business owners to think about how it could help them on their business journey, rather than think of it as something burdensome that needs to be done once key thresholds are met.

  • Why is nobody already selling my idea?

    Why is nobody already selling my idea?

    Starting a business often begins with a spark of inspiration. There are some of us who naturally find new opportunities in everything we see, we think, “What if there was a solution to this problem?” or “How could this be easier for people?” This curiosity then leads us to innovative ideas and potential business ventures.

    A lot of the time when we have new ideas, our natural first step is jumping on Google to see whether there’s already a business out there providing the consumers with the product or service. We want to see whether it’s worth further investment before taking any steps forward. The initial Google search then leads to questions like what to do if there is a business out there, or if there isn’t, what your next step should be. What if someone had previously failed at it? Does that mean you give it up too?
    When you’re trying something new it’s quite common to have intrusive thoughts and I think we all know what that feels like. They can distract you and hugely impact the decisions you make, it’s important not to let them prevent you from moving forward.
    So, what if your idea is something that isn’t already a product and never has been?
    If you find yourself with a brand-new idea it can be both exciting and daunting. You could ask questions like, “Why is nobody selling my idea already? Is there a reason? Will anyone understand it?”
    If the product isn’t already on the market, it could simply be that no one had the idea for it, or more likely it could be that someone did and they saw the same problem that you’re seeing, but they didn’t do anything about it. Some people have the idea but never act on it and leave the opportunity out there for someone else.
    Your first step is going to be conducting thorough market research. Even if you can’t find a direct competitor, there may be indirect competitors or similar products on the market. You want to look at what solution they are providing their customers with. Market research is going to help you understand the potential demand and gaps in the market that your idea can fill.
    Sharing your ideas can be daunting, especially when thinking about whether anyone is going to understand what you’re talking about. You want to share with people who support you, but know that they might not tell you if they think the idea is going to fail.
    Something you do need to remember is that you don’t want to give your idea away if it’s not been protected, either by a non-disclosure agreement being signed, trademarking, patenting or copyrighting your idea, designs and names. If initially, these things haven’t been done, try and give a rough outline of the idea but nothing too detailed.
    You’ll need to research and find a similar product to yours so you can find an estimated price point to determine whether people would pay that amount for this product. You’d also want to know what a similar product is selling for in another country if you wanted to take your idea global.
    No matter what the idea is, bringing a non-existent product to market is a challenging but rewarding journey and you should persevere with it.
    But what if your idea has already existed and previously failed, what do you do next?
    If someone already tried your idea and it failed, it doesn’t necessarily mean your idea is doomed from the start. If you find out your idea had previously failed, you need to do your research and find out what caused the idea to fail.
    Conducting market research is going to be the starting point for you. You want to be thorough with this to find out why the idea failed, what the market was like when they launched the idea, what their marketing strategies were, and whether the product simply didn’t get the momentum it needed to launch.  Once you’ve got this research you can use it to see how you could avoid the same mistakes and improve your approach.
    Whether the idea is new or not you need to perform your own market research to validate the demand for your product or service, making sure the idea is useful and fulfils a purpose. An easy way of getting market research is going to be for you to engage directly with your potential customers through surveys, interviews, or focus groups.
    Focus groups can be particularly useful for gathering detailed feedback and suggestions as these groups will be filled with strangers, asking family or friends for their opinions sounds like a good idea although, they usually won’t be completely honest with you which is what you need.
    You need to use your research to define demographics, preferences, and buying behaviours to tailor your product and marketing strategies effectively. Once you know who you’re selling to you need to make sure your idea is clear and easily understandable, ensure your idea addresses a specific pain point or problem that potential customers are facing. The more pressing the problem, the higher the demand will be for your solution.
    By validating your idea, protecting it, developing a solid business plan, and staying focused and resilient, you can turn your innovative concept into a successful business venture. Richard Branson said, “There is no greater thing you can with your life and your work than follow your passions.” If you have passion for what you’re doing, it will help drive you and your ideas.

  • Customer Service: Use your own bad experiences to sharpen your game

    Customer Service: Use your own bad experiences to sharpen your game

    Outlooks from organisations such as the FSB: “business prospects for the year ahead are looking bleak”, to the CBI: “bumpy times ahead for businesses in Britain”, may well indicate that 2011’s going to be another tough year. Whatever your take on the matter, it makes sense to look at ways you can differentiate your business and improve your chances. Looking after the customers you’ve worked so hard to win over is one crucial area with plenty of potential.

    For any of you that might feel a bit discouraged at another exhortation to raise the bar yet again, I have some good news – the standards out there aren’t that high. Instead of doing the usual examination of best practice, let me give you some examples I’ve observed recently of things NOT to do if you want great customer service, to stimulate improvements:

    The product or service isn’t fit for purpose. I’d purchased a pair of Salomon walking boots that were definitely not made for walking! The soles completely fell apart after only 3 years’ moderate use. “Normal wear and tear” was how Salomon’s service department described them. Yet I’d bought them as walking boots – not bedroom slippers! Action: Check what your customers really want – this may have changed from when you originally designed your product or service.

    The people or processes aren’t up to scratch. I wanted to transfer money from one of my NatWest accounts to a third party and used their telephone banking system, carefully giving the instructions on account number and amount. I then found that they have taken the money from a different account, causing it to go overdrawn, triggering a raft of correspondence about unarranged borrowing and fees etc. Bad enough that someone should make a mistake, but apparently having no check to prevent taking more out from an account than is available seems bizarre to me. Action: Work with your people to think through any point where things could go wrong for customers – and what to do to avoid it happening.

    Customers can’t contact you easily. When I trawled the Salomon website looking for a “contact us” type page, I was amazed to find absolutely no way of getting in touch with them. It was only by seeking help from outdoor shops such as Snow+Rock that I managed to track down the one sales rep come service man – who was then only interested in trying to sell me another pair of boots rather than deal with my complaint. Action: Seek out feedback from your customers before they even think of complaining and nip any problems in the bud.

    The call centre experience is truly awful. I’m sure you’ve got your own nightmares of seemingly endless and confusing lists of options to navigate through before you even get to the call centre. When trying to resolve my problem with NatWest, I was told I was being passed to the person who had investigated the original problem. After 7 minutes of waiting the call dropped into thin air and I was back to square one. When I called back I was told “You need to speak to the Lending Department”, who were of course unavailable. Action: Test out your own service lines and listen in to calls regularly to understand what’s really going on.

    Over promise, under deliver.  One my first call to NatWest I was promised everything would be sorted out no problem. On the second time, that my Relationship Manager would be in touch. Neither happened. Action: Make it your policy to always do what you say you’ll do, and to ensue that your business processes can deliver. If you can’t, at least let people know!

    We’re experiencing customer service – good and bad – all the time and it’s very easy to criticise poor performance. Rather than get angry or distracted by the problem cases, use them to generate tests for your own business. How does your business avoid that kind of issue? If not, how could you? Small steps of improvement day after day will give you the competitive edge and increase the robustness of your business to weather whatever may happen in 2011.

  • Employment law crib sheet

    Employment law crib sheet

    As the summer holiday season draws to a close, the inevitable back-to-school feeling grips even the biggest kids among us as we prepare to get back to work and buckle down to business.

    As small businesses owners start to get back up to speed after what is traditionally a quiet time for most businesses, one important area to catch up on is the planned changes to employment rules and regulations, many of which comes in at the start of October. This might tend to be at the bottom of your priorities, but failing to get up to speed with any changes could prove costly.

    Below is a guide to the key changes that you should be aware of in the next few weeks and what should be on your radar for the coming months.

    Summary of the key regulation changes for the second half of 2014

    National minimum wage changes (October 2014)

    From 1st October, the national minimum wage rates go up.

    The new rates are:

    • Aged 21 and over – increase from £6.31 to £6.50 per hour
    • Aged 18 to 20 – increase from £5.03 to £5.13 per hour
    • Aged 16 to 17 – increase from £3.72 to £3.79 per hour
    • Apprenticeship rate – increase from £2.68 to £2.73 per hour.

    Remember that the government has raised the penalties for non-payment with a £20,000 penalty in place for businesses that don’t pay the correct rates and the embarrassment of being publicly named and shamed!

    Shared parental leave and antenatal appointments from October

    The big change coming in from October is the right to shared parental leave following the birth of a child on or after 1st April 2015. From October, fathers will also have the right to take unpaid leave to attend two antenatal appointments.

    Commission during holiday
    One potential law change that has been making its way in through the European Court of Justice (ECJ) means that you will have to include average commission payments in an employee’s holiday pay.

    This case involved an employee whose salary was part basic and part commission but his holiday leave entitlement was calculated only on his basic salary.

    The ECJ found that not including commission when calculating holiday pay could deter the employee from actually taking annual leave, which goes against the objective of the Working Time Directive.

    This is now back with the Employment Tribunal to determine how the Working Time Regulations should be determined following this decision. Whilst the final outcome is still in the balance it does seem likely that employees who earn additional amounts through overtime and commission will have to have their holiday pay averaged out.

    Employers may therefore review their annual leave arrangements to ensure that commission or other relevant variable payments are factored into holiday pay calculations. You may also want to look at existing pay structures, contracts and commission policies to consider if these need reviewing in light of recent developments.

    Sickness and absence – advice service

    The government announced the launch a new Health and Work Service with the aim of getting employees on long-term sickness back to their jobs. This followed the recommendations of a task force assigned to look at ways to tackle the issue. The agency will launch in autumn but will be fully operational by April 2015.

    Another recommendation that the government has introduced from this year is the scrapping of the Percentage Threshold Scheme. This was quietly removed from April this year and previously allowed employers to claim back a percentage of SSP for employees on long term sick leave. The deadline for any PTS claims for the 2013/14 financial year is 1st April 2016.

    Things to keep on your radar

    • Pensions
    You may be sick of hearing about it, but the pensions auto enrolment wagon just keeps rolling on, with less than 12-months to go for businesses with 30-49 employees. So if you’ve not already, you need to find out your staging date and what to do next.

    • Flexible working
    During the summer, changes came in that mean all employees now have the right to make flexible working requests. If you are not up to speed already it is worth making sure that you know how to handle such requests and in what timescales.

    • Food labelling regulations

    If you run a business that prepares and serves food, you need to be aware of new allergen labelling laws coming in from December.

    Remember that it is a good idea to seek advice ahead of taking any action. As well as providing regular updates, the Forum’s business advice team can give advice on all employment-related issues. For further information visit www.fpb.org or call 0845 130 1722.

    Image: Employment via Shutterstock

  • Screening the Sick: Navigating the Tightrope of Compassion and Compliance

    Screening the Sick: Navigating the Tightrope of Compassion and Compliance

    As businesses re-open following the COVID-19 lockdown, how employers go about ensuring a safe system of work will present some unique challenges.

    Keeping Your Workplace Safe—With a Dash of Humor

    Ever noticed how the office café is now a thermometer hub? Employers are rolling out temperature checks and testing protocols faster than you can say “Happy Reconnaissance” to pare down the coronavirus spread.

    Why the Fever Pangs?

    • Health & Safety First – A clear line of defense in the fight against COVID.
    • Legal Check‑lists – Many workplaces now treat screening like a regulatory cake with a very strict recipe.
    • Workforce Confidence – A quick scan can give those social‑distancing tired employees a little peace of mind.

    Privacy: The Secret Sauce

    But when you’re hand‑cuffing a staff member with a thermometer, you’re also dealing with data protection… who’s keeping the numbers? That’s a tough split: keep the health on lock, yet go hands‑free with privacy.

    • ​Store only what you must – No “next-gen AI” tracking on your bedsheets.
    • ​Anonymizing data – The future of safe testing is shaking off personal details, like a laundromat after a spin cycle.
    • ​Transparent policies – Make sure every employee knows what information is collected and why it’s helpful.
    Taking the Balanced Walk

    Picture a tightrope walker—one weber of data over the safety bridge. Employers must decide: Do we clamp down on testing or allow the data to waltz freely? The solution? A mindful blend that satisfies both health and the digital “privacy” side of the job. In a nutshell, keep the virus at bay while giving everyone the freedom to say, “No worries—my data is safe, thanks!”

    The benefits of temperature checking staff

    Keeping the Fever Out – One Temperature Check at a Time

    High spunk? It might just be a COVID‑19 warning sign.
    Sure, a sudden spike in body temperature can feel like a personal heatwave, but it also serves as a red flag that could keep the virus from spreading in your workplace. By regularly checking temperatures, employers get a front‑line defense that lets them act quickly when someone’s reading climbs.

    How a Simple Scan Helps Your Team Stay Safe

    • Reduce fuss and confusion. A quick thermometer scan catches the early “micromelodies” before a workplace turns into a party for the coronavirus.
    • Smart gatekeeping. While someone’s temperature is high, staff can be diverted to a quarantine area or given a weekend to chill at home.
    • Built‑in solidarity. Everyone gets a chance to check in—no more guilt or hoarding of excuses.

    Because Home is Great, but Some Jobs Are Not

    Remote work is the superhero of the new normal, but not everyone has the luxury to stay in. For those who must still be in the office, temperature screening becomes the best friend that keeps everybody cooler (both literally and figuratively).

    In Summary: One Cool Check a Day Keeps the Virus Away

    Let’s face it—no one likes the feeling of “chyron” on a cold day. A quick temperature check is a giggle‑worthy yet potent tool. It ensures everyone stays safe, keeps those pesky contagions out, and guarantees that the office vibe stays as chill as a Friday afternoon.

    Your duties as an employer

    Safety in the workplace

    Keeping Your Workplace Safe in the COVID-19 Era

    As a business owner, you’ve got a dual duty: one comes from the law, the other from good old common sense. Both say the same thing – you must protect your team while they’re on the clock.

    What the law actually requires

    • Below the headlines, statutory rules obligate you to keep the workplace free from major risks – especially health issues.
    • Common‑law principles echo that, urging you to do what’s reasonable to avoid spreading sickness.

    “What’s reasonable?” in a pandemic

    With COVID-19 still on the radar, many companies have adopted a bunch of extra practices that might stick around long after the wave passes. The simplest of these is a temperature check. While the courts don’t mandate it, it’s a powerful confidence booster for both staff and visitors.

    Why temperature checks matter

    • They’re quick and low‑cost.
    • They give you and everyone else a tangible sense of safety.
    • They can reduce the risk of anyone sneaking—knowingly or not—into the workplace with the illness.

    Now, it’s not a legal requirement, but it works almost as if it were. By doing it, you’re saying, “We care about your health, and we’re taking concrete steps to keep the risk low.” That’s the kind of reassurance that keeps people coming back. Remember: safety and sanity are two sides of the same coin.

    Fever screening, data protection, and privacy

    Keeping Your Workplace Safe (and Your Data Legal)

    When you’re making sure everyone stays safe at work, you’ve got another job—treating personal data with the care it deserves. Think of it as a second duty of care: the data one.

    Why Health Information Is Sensitive

    Under the law, details about an employee’s health are flagged as a “special category of personal data.” This means employers can only touch it in very specific ways. If you slip up, the Information Commissioner’s Office (ICO) can slap hefty fines, and employees could even sue, not to mention potential damage to your reputation.

    Getting Employees Informed Right‑Away

    • Tell people about the infection risk as soon as you know it.
    • Don’t scream the name of a sick coworker unless it’s absolutely essential.
    • Only share what you truly need.

    Some folks have health conditions that make COVID‑19 a real threat. For them, forcing them to show up could be discrimination or even an unfair dismissal. Make sure you treat these situations with the care they deserve.

    Start with a Good Risk Assessment

    Ask the people affected: “What’s the best way forward?” Working together with them can prevent many headaches.

    Policy‑Time: Keep It Tight, Not Tangled

    • Only collect data that matters.
    • Store it only for as long as you need.
    • Secure it—no data should be left open to anyone except the right people.
    • Get explicit consent from employees, anyone doing screenings, and even visitors or customers.
    • Make privacy info clear and available at every step.

    The CIPD says employees can turn down tests without fear of losing pay or being punished. If you’re going to push for a test, make it clear it’s optional.

    Bottom Line

    Look after the health of your staff, and remember you’re also responsible for safeguarding their personal data. Keep everything transparent, minimal, and consensual. You’ll avoid fines, lawsuits, and keep your company’s reputation safe—plus, your employees will feel respected and secure.

    Simple screening solutions

    Say Goodbye to “Mysterious” Temperature Checks

    Who ever thought a quick glance at your body heat could feel like an interrogation? Digital fever‑screening has finally put those hazy doubts to rest.

    Why the Buzz Around Digital Screening?

    Businesses are finally realizing that keeping the workplace safe doesn’t have to be boring. The latest tech blends easy‑to‑use mechanics with high‑level sophistication, sharply cutting down on risk and keeping everyone comfy.

    From Guns to Cameras: The Tech Toolbox

    • Thermal guns: quick, handheld heat‑mappers you’ll find on every corner of a mall.
    • Infrared cameras: the star performers of the scene—long‑range, crowd‑friendly, and super precise.

    Some gadgets can feel like a “spy” invasion, but not all of them truly measure accurately or stay non‑intrusive. That’s where the investment wave stepped in.

    Smarter Technologies & FeverCam – A Win‑Win

    Meet FeverCam: a sleek infrared solution that instantly flags anyone wearing a toxic heat signature. In a snap, the data funnels straight to a neat central dashboard, alerting the relevant folks—no more guessing games.

    • Large units: perfect for sweeping crowd scans.
    • Mini‑modes: let people do their own quick scan and even double‑check if their mask stays in place.

    Guarding Privacy Like a Boss

    Because every data point is “personal” and the headline is privacy, FeverCam & similar tech make sure all readings funnel securely to a personalised dashboard. Only the people you trust can peek into that data—think of it as a digital safe, GDPR‑approved and ready for business owners to use responsibly.

    Final Takeaway

    Smart screening solutions have been tailored to keep privacy intact, while ensuring that the data captured is both necessary and spot‑on—all the while letting labs and companies keep their workplaces safe and sound.

    What measures can be implemented alongside screening technology?

    Keeping Your Workplace Safe in the COVID‑19 Era

    According to the World Health Organization, screening alone isn’t enough. You need a whole toolbox of tactics to keep the virus at bay while you and your colleagues keep doing the work that matters.

    What’s In the Toolbox?

    • Identify the Joints of Risk – Get the crew together, map out where people touch, who crosses paths, and where the cracks are in your office safety. After that, put a plan in place to patch those holes.
    • Work from Home When Possible – If your job can be done off‑site, don’t force people to march through the door. Remote work keeps the team safe and the office floor a little less crowded.
    • Self‑Screening (Before Boarding) – For those who can’t stay home, encourage a quick self‑check before they arrive. A simple “do I feel a bit off?” question can save the office from a costly interruption.
    • Keep the 2‑M (or More) Distance – Even if the rules relax later, keeping a decent buffer is a good habit. Redesign desks, stagger shifts, route traffic so people naturally stay apart. Don’t let the hallway become a bottleneck – a single curb might help!
    • Fight the Invisible Foes – COVID‑19 can linger on surfaces for hours, even days. Scheduling regular fogging, deep cleans, or automated UV light culls helps kill any germs hiding behind keyboards or desks.

    For a deeper dive, you can check out the Government’s own guidance on safe working practices during the pandemic.

  • Pause to Evaluate: Is it a Cost or a Smart Investment?

    Pause to Evaluate: Is it a Cost or a Smart Investment?

    Focus is a fascinating and powerful thing when paired with the regular discipline of conscious reflection or review, it becomes a super-power for individuals and a potent performance-enhancer for teams.

    Simply put, focus means that we see more of what we choose to pay attention to, and less of what we don’t.
    I’ve been working ‘on-site’ with several different teams, attending some of their meetings and live-coaching them. I’ve also been asking lots of leaders about the last meeting they attended.
    Doing this work and focusing on running great meetings myself has led me to notice an interesting, yet not entirely surprising, pattern.
    So, what’s the pattern?
    Most people think that their meetings are ok but could be a lot better.
    Perhaps the agenda wasn’t well defined, and it wasn’t shared in advance. Perhaps there was too much on the agenda and not enough time. Perhaps the team regularly veered off topic, a few people dominated the discussion, next steps weren’t all clear etc, etc.
    The most significant thing that I’ve noticed though, is that nobody, even in senior leadership teams, tends to do much about it. Nobody actually takes accountability for making it better.
    Perhaps that’s not surprising either. There is always so much to get done which means once we’re out of the room, we are understandably focused on the next task or meeting at hand.
    But that means we continue to operate sub-optimally. We continue to waste unnecessary time and effort.

    Pausing to review

    The alternative is to assign the last five minutes of your meeting for a review and debrief.
    This is to review the process of the meeting. Not the content or output.
    It’s about asking questions such as:

    Was the agenda and timing realistic?
    Did we stay on topic?
    What worked well?
    What must we focus on and do better next time we meet?

    It’s a simple tactic that delivers a significant return on the time invested.
    It’s also easier said than done. Embedding this as a new team protocol takes focus, effort and discipline.
    But that’s exactly what is required to become a High-Performing Team. And as Jim Rohn once said:
    “We must all suffer one of two things: the pain of discipline or the pain of regret and disappointment.”
    #LeadOn

  • Building a management team – why people are the key to success

    Building a management team – why people are the key to success

    “A company is people.” That statement is one of many made by Richard Branson during his career that has placed employees front and centre.

    He, like many serial entrepreneurs, believes that people are the greatest asset of any business and, in order to scale and execute an ambitious growth strategy, you need to create a strong and loyal workforce that buys into that vision.
    Given the success he has had in amassing a multi-billion-pound fortune, it’s hard to argue with his approach. The truth is people are hugely important when it comes to achieving business success. What’s more, with a war on talent being played out across a multitude of sectors, finding the right people to navigate that growth journey is an increasingly important task.
    At the helm of any fast-growth business is a management team. Their job is not only to realise the company’s growth ambitions, but to instil confidence and drive in each and every employee.
    Building a strong management team, both for the present and the future, is vital to the success of any aspiring business, particularly if you want to ensure “a company is people”. But how do you go about creating a high performing management team?

    Identify the key qualities needed in your team

    It’s important to understand each element of growth and identify the key qualities needed to achieve success. Look around the management team and assess who can bring their skills and experiences to each element, be that international expansion, identifying, making and integrating acquisitions, or targeting larger customers and order values.
    It’s extremely common to have gaps in skill sets and experiences. As such, a diverse group, with a wide range of skills that can all come together to deliver the plan, makes for a strong management team.

    Get the recruitment process right

    Before commencing any interview process, summarise what is great about working in your company. What is your employee value proposition? Why should anyone join your company? High calibre candidates who could have the most impact in your business are likely to have a number of options available to them, so you’ll need to convey an appealing proposition to secure their services. This is particularly so for smaller, emerging brands that may not be able to offer some of the benefits of more established companies. However, while they may have less scale, what they can offer is the chance to have a wider involvement and impact across the business, the potential for increased responsibility and flexibility, and the chance to work in a dynamic  company with the potential for real growth.

    Keep an eye on the future

    The biggest mistake businesses make is recruiting for today, rather than recruiting for the future. When looking for senior leaders, consider what the business is going to look like in two to three years’ time. There is little point in recruiting someone who is perfect for the business as it is today, but will not be able to deliver a similar impact when the business has grown, is larger, offers extended product ranges, or sells to different customers.
    Recruiting someone who has done the scale up journey, and who can contribute both now and through the next few years will be a real advantage. Yes, it will be slightly more expensive, but you won’t have the cost and time implications of re-recruiting in 12 months or less, and you’ll have a valuable senior colleague throughout the next phase of growth.

    Move with the times

    Leadership continues to evolve – driven by the demands and desires of a changing workforce, new technologies, and economic and political change. Leaders must then have the ability to lead through those challenges and uncertainty, while drawing on the skills, knowledge and abilities in their team, by creating an environment of innovation and collaboration.
    Increasingly, employees are also looking for workplaces and leaders who are mission-based and purpose-driven. A successful management team must have the skills to flex and react to the changing demands of employees and be true to the vision and values set out by the business.
    As people are the bedrock of success for just about every company, a strong management team (without exception) must have strong people skills and an ability to inspire and lead. Investing time and commitment is therefore invaluable to ensure everyone’s leadership and coaching skills are fit for purpose and that there is a consistent understanding and appreciation of what behaviours are expected and what high performance looks like.

  • Angela Podmore Reveals Winning Tactics to Market Your Business During a Recession

    Angela Podmore Reveals Winning Tactics to Market Your Business During a Recession

    With the UK officially in recession, the current financial state of the UK raises many poignant questions surrounding marketing. Is it appropriate to keep marketing at this time? How can business owners ensure their money is well spent and what lessons can we learn from the last recession?

    Recession-Ready Business: Angela Podmore’s Playbook

    In a world where cash flows thin and sales drop like a bad joke, Angela Podmore—founder and CEO of Kinetic Communications—has found the sweet spot for keeping the pipeline humming without feeling like a desperate charity case.

    Why Sensitivity Matters

    • Trust wins gold. Customers notice when you’re pushing a hard sell instead of listening.
    • Empathy sells. Showing you understand the market’s hiccups makes your pitch feel more like a lifeline than a sales pitch.
    • Economies are tricky. Throwing a hard‑nocing hard at a tightening market feels less helpful—almost

    Angela’s Three‑Step Strategy

    1. Uncover the real forecast. Ask: “What’s actually causing your revenue dip?” Dig into the data where it counts.
    2. Offer partnership, not pitch. Build win‑win collaborations that feel joint effort instead of a sales transaction.
    3. Show flexibility. Dust off payment terms and trial periods so the customer feels the support.

    Quick Takeaways

    • The pandemic taught that flexibility + empathy = customer loyalty.
    • Even when cash is tight, a personal touch can be your best die‑hard advantage.
    • Spin challenges into fresh opportunities via open conversations.

    Bottom line? A recession is an excuse for a hard sell only if you let it. With Angela’s recipe, you keep the pipeline full, strengthen relationships, and build a business that can survive the storm.

    How important is marketing at this time?

    Riding the Recession Roller Coaster: How to Keep Your Business Rolling

    The Market’s Down‑Dirt Dilemma

    When the economy takes a nosedive, every business feels the squeeze—think of it like a crowded elevator in a power outage. Less demand means more competition for every dollar of attention. The lesson? Gird your marketing boots tighter. The drop isn’t a gentle slope; it’s a steep cliff, so your marketing engine needs to spin faster than ever.

    Word‑of‑Mouth vs. Online Buzz

    Small firms often bank on glowing recommendations and in‑person meet‑ups. In a virtual‑only world, those silver linings start to look like fog—hard to see and even harder to navigate. Face‑to‑face vibes are still the gold standard when it comes to trust, but we’ve learned the trick: boost your digital presence until it’s almost as powerful as a hug from a good friend.

    Quick Wins for Your Digital Pulse

    • Community chats: Start a lively thread on LinkedIn or Discord. Answer questions with humor and real insight.
    • Short, snappy videos: Post a one‑minute “how‑do‑we‑do‑it” clip that shows your process, not just your product.
    • Live Q&A sessions: Weekly 15‑minute Zoom drops—people love candid, live answers.
    • Storytelling on socials: Share customer success stories, unfiltered. Authenticity sells.
    • SEO sugar‑coated: “Good Karma” titles and keyword‑friendly meta descriptions that actually enter the conversation.

    Why It Matters More Now

    Before the recession, an online footprint was just a nice-to-have—a “nice for Google.” Today, it’s a lifesaver. It’s the bridge that keeps your brand singing when people can’t physically meet you. The brighter you shine online, the less the recession can dim your light.

    Wrap‑Up: Keep That Momentum Going

    Remember, the recession test is not a one‑time event; it’s a marathon. Your strategy today—case the modest touches and the big marketing overhead—will be the fuel that drives you down the valley and onto the next golden peak. Keep cycling, keep connecting, and above all, keep being real. Good luck out there—your customers will thank you for it!

    How do you know if you’re spending your money well?

    Why Spending Wisely Matters in a Downturn

    When the economy is on a roller‑coaster, every dollar counts. If you’re about to drop a hefty chunk into marketing, stop and think: is it really going to pay off?

    Test Your Color Before You Paint

    Picture this: you’re about to cover a wall with a brand‑new hue, but you haven’t tested the shade yet. You wouldn’t jump straight into a full‑blown project, would you?

    So why would you invest a big marketing budget and then wait to see what actually works? Test first, learn, then commit. That’s the smart way to know exactly how the end result will look.

    What’s the Point of Testing?

    • Know What Hits – Find out which tactics actually reach your audience.
    • Spot What Misses – Identify channels that fall flat and ditch them—no more wasted spend.
    • Grip the ROI – Be certain you’re getting the best return on every marketing dollar.

    Small Businesses and the Missing Piece

    Most SMEs haven’t nailed a clear sales process. Without one, you’re flying blind, missing vital clues about how leads evolve into customers and ultimately into brand advocates.

    • Tracking simple actions like “Contact Me” form fills.
    • Monitoring when a proposal or quote goes out.
    • Seeing if a free site survey turns into a win.

    These tiny actions are the breadcrumbs that help you see who’s actually eating, who’s saving, and who’s branding your products forever.

    Analytics You Can’t Afford to Ignore

    Good news: a lot of data tools won’t cost you a dime. Google Analytics, for example, is free. You can:

    • See where your website visitors are coming from.
    • Track conversions—the real sales moves.
    • Identify which sources are spinning out the best leads.

    But one alarming truth? Almost no SMEs set up a conversion goal in Google Analytics. When you add that goal, you’ll find where every “click” turns into an actual sale.

    Bottom Line: Test, Measure, Repeat

    Remember that wall‑painting analogy: test first, measure accurately, then amplify. Treat your marketing like a trial run before the big splash. Build processes, keep your tools handy, and let data guide you. Your budget and brand will thank you.

    What lessons did we learn from the 2008 recession that can help us now?

    Surviving the Post‑Pandemic Recession: A Playbook for Leaders

    Remember the Great Depression? Businesses pivoted then too, but this time the internet has turned the game into a whole new level. So strap in—it’s time to navigate the economic wave like a pro surfer instead of a scatter‑brain sailor.

    Key Rules of Engagement

    • Watch Your Cash Like a Parrot Watches its Food. You might lose a few bucks each month, but calling the bank into a full‑time listener is a one‑time crash. Keep a rolling reserve.
    • Play Real‑Time Google Maps on Your Market Position. Do a quick status check every sprint. Are you still in the spotlight, or has someone snuck past you?
    • Chart a Grand Destination—Your Marketing Destination. Set a bold, overarching goal. Decide how you’ll measure it—clicks, leads, or the sheer number of coffee mugs your banner earns.
    • Budget Wisely: Small “Bullets” Before the Big “Cannonballs”. Borrow a page from Jim Collins’s “Good to Great” playbook—distribute funds into tight, focused pockets. Then, once a strategy shines, upgrade the ammo.
    • Leverage Momentum. Spot a hot trend? Pump the throttle, re‑allocate resources, and give the campaign a real rocket‑boost.
    • Test, Measure, Repeat. Every thought experiment should tell a story—victory, loss, or somewhere in between. Keep slicing, learning, and re‑filling.
    • Know When to Cut Corners. Sharp trimming is fine—but don’t stifle the engine that keeps your marketing machine running. Stay lean but not lifeless.
    • Keep the Optimism Humming. Recession chatter is just hype about a rogue wave in an otherwise sea of opportunity. Ride it with kinetic, unstoppable strategies.

    Creative Destruction: The Secret Sauce

    When one company falls, another stands up—leaner, meaner, and with a whole lot more swagger. It’s not just survival; it’s about turning the chaos into your personal innovation incubation center.

    So, grab your digital toolkit, set the vision, keep an eye on the finance radar, and turn every crisis into a launchpad. The recession may haunt the headlines, but it’s a playground for the daring. Let’s make the most of this adventure!

    How can you sensitively market your business amid a recession?

    Be the Friend Everyone Needs When Life’s Shifting

    When we talk about the pandemic’s ripple effects, it’s easy to slip into a “here’s another great product” pitch. But the real wins are coming from listening and helping—so let’s swap the sales cart for a carousel of care.

    First Rule: Don’t Push COVID Like a Hard‑Sell Campaign

    • Empathize. Acknowledge the hurdles many still face—lost jobs, disrupted routines, chronic worry.
    • Offer Value. Instead of bragging, share content that solves specific problems through text, images, videos, infographics, or live webinars.
    • Run the Virtuous Circle. When customers get real help, word spreads fast, and your online presence becomes a magnet for good vibes.

    Second Rule: Channel Your Expertise to People Who Need It

    Picture your ideal new business lead. Does your message light up their world? If not, get back to the drawing board.

    • Ask yourself: “What will they think, feel, and believe after my content?”
    • Then tweak your storytelling until it clicks exactly with that audience.

    Marketing Isn’t About Getting Attention—It’s About Getting Respect

    Sure, we’re all in the same global story right now, but flaunting that fact for a click‑bait headline will backfire. The trick? Be useful, not just loud.

    Show the real ways your company can settle their worries, ease their pain points, or brighten their day. Marketing that genuinely helps—poof!—you build lasting loyalty.

    Where do you begin marketing in a recession?

    Where Are You Now? And Where Do You Want To Go

    Step 1: Audit Your Assets—The Reality Check

    It’s time to put on the detective hat and take a hard look at what you’ve got. Inventory, revenue streams, marketing channels, and your secret sauce—all of it needs a quick audit so you know exactly where you stand.

    1. List Everything: Write down every asset, from the office space to your brand reputation.
    2. Rate the Current Status: Is it a hot commodity or a dusty relic? Be brutally honest.
    3. Highlight Gaps: Spot the missing pieces in your puzzle—those are the areas you need to sharpen.

    Step 2: Define Your Destination

    Plot out the future you want. Picture it vividly: the revenue numbers, the brand vibe, the team culture. “What if” isn’t just a thought—it’s the blueprint for action.

    What Should Your Future Look Like?

    • Higher profit margins
    • Expanded customer base
    • Products that resonate with today’s market buzz
    • Team that’s on the same page—no weird coffee makers.

    Step 3: Build the Bridge—Your Action Checklist

    Now that you know where you stand and where you want to be, craft a simple, step‑by‑step plan. Think of it as a roadmap.

    1. Move capital from low‑yield spots to high‑impact investments.
    2. Re‑engineer your product line to fit current trends.
    3. Deploy the most effective marketing tools to get your voice heard.
    4. Set regular checkpoints—if you’re not halfway by month three, adjust your gears.

    Stick With What You Know

    Don’t throw yourself into the unknown without a safety net. Big risks come with hefty penalties if they flop. Play it smart: use risk management like a parachute—always ready, but only when you need it.

    Why You Should Keep Your Core Intact

    • Leverage existing strengths to ride the wave.
    • Use the knowledge you’ve built over time as your advantage.
    • Never let fear of the unfamiliar derail the engine.

    Sharpen Your Offer—Reboot in a Recession

    There’s never a better time than a downturn to revamp. Think of the recession as a “reset” button that lets you fine‑tune what’s actually selling.

    “Why 2023 is the perfect time to overhaul your product line?”

    Because shoppers are talking to brands—so make sure your brand speaks back with the right tone.

    How to Reboot Your Business

    • Create a fresh value proposition that sticks like glitter.
    • Introduce new features that solve real customer pain points.
    • Re‑launch marketing campaigns that feel fresh, not recycled.
    • Ensure your team is ready for the “new normal” through training.

    The Big Reveal: Your Ideal Marketing Toolbox

    Once you’ve mapped the path and cut the risks, the perfect marketing tools will naturally line up. No guessing: your future goals dictate which channels will get you the quickest route to impact.

    Tooling Choices—By Goal

    • Grow Revenue: Social media ads + lead‑gen funnels.
    • Expand Reach: Influencer partnerships + content marketing.
    • Boost Engagement: Email automation + customer experience platforms.

    And remember—success is a marathon, not a sprint. Keep your pace steady, your humor alive, and watch that future come to life.

    What are the three, key steps for marketing in a recession?

    Refresh Your Marketing Mojo

    Step 1: Nail Your Brand DNA

    Think of your brand as a funky DNA strand that everyone pays attention to. Make sure it’s fresh, clear, and unforgettable—like your brand’s cheat sheet. If you can’t explain your vision, mission, and values in a sentence that ends with a smile, you’re missing a beat.

    Step 2: Map the Playbook

    • Clear Goals – Gotta set objectives or you’ll drift like a lost submarine.
    • Audience Personas – Picture your ideal customers. Knowing who you’re talking to is the only way you can track progress.

    Step 3: Execute the Plan

    Don’t just brag about having a plan—walk the walk. Run the activities like a well‑orchestrated dance.

    Step 4: Tweak, Measure, Repeat

    Keep tweaking until you hit your “sweet spot.” That’s the flow of quality leads that practically jump into your funnel.

    Quick Takeaway

    Plan. Test. Measure. Hone. If you follow this loop, your marketing will feel more like a fine‑tuned guitar than a rusty toolbox.

  • Are you killing your business? Mistake Four

    Are you killing your business? Mistake Four

    MISTAKE 4: You’re Solving Business Puzzles All By Yourself

    Hey there, entrepreneur! If you’re running a tiny shop, a one‑person startup, or a humble team, you probably don’t have a fancy board or a mysterious non‑executive director ready to swap ideas. That’s okay—just be aware that the lack of an external sounding board can leave you stuck in a mental echo chamber. No one seems to “get it,” your friends act clueless, and your advisors might just be spinning their own wheels. The result? You’re on your own, and that can hurt big time.

    Why Bouncing Ideas Matters

    • Fresh Perspectives – When you speak it out loud, you might spot blind spots or unearth hidden opportunities.
    • Reassurance Boosts – Hearing others back your plans can give you the confidence you need to push forward.
    • Mixed Feedback Signals – A balanced mix of praise and criticism often flags areas that need a deeper dive.

    My Personal Playbook

    I’ve always been the kind of person who looks at the bright side. That optimism was my secret sauce when I bounced back after a factory fire or tight cash‑flow crunches. But let me tell you—a wall‑flower approach can also lead to gut‑frenching mistakes. Five years ago, I got swept up by a promising company—think “passionate startup,” yours truly. I dove headfirst, and oh boy, that tide turned fast. The business ended up winding down, and that was a hard lesson.

    Since then, I’ve built a personal “checker” squad. I bring my rosy plans to folks who are naturally skeptical—those who will spot the problem before I do.

    How It Helps You and Your Business

    • It forces you to listen even when the data seems scary.
    • It lets you talk to people whose values aren’t just a copy of yours.
    • It strengthens your product, strategy, and your gut instinct.

    In short? Team up. Toss your smore‑bright ideas into the cold air, and let the feedback freeze them into something stronger. Trust me; no one likes solving puzzles alone—especially when the prize is a thriving business.

  • Michelle Mone Reveals Proven Secrets to Building a Successful Business

    Michelle Mone Reveals Proven Secrets to Building a Successful Business

    Running your own business can be a million different things: exhilarating, daunting, demanding, liberating, stressful and rewarding.

    Getting Your Business Off the Ground

    Dreaming of opening a buzzing boutique or becoming the next Richard Branson? The trick is to nail down the fundamentals first—then your whole entrepreneurial rollercoaster will ride a lot smoother.

    Plan Like a Pro

    • Set weekly targets: Slice your monthly sales goal into bite‑size, actionable steps.
    • Know your sales numbers: How many customers must you meet each week to hit those targets?
    • Spot your hot leads: Keep a radar on potential clients—are sales up or down compared to last week?
    • Track it all: At Ultimo, we hang a giant wall with every KPI. It keeps the team focused and pumped every single week.

    Get Your Network Games On

    In the early days, the secret sauce is networking. I’ve fumbled through thousands of events, one goal in mind: promote my business. Whether it was pop‑up retail shows, lingerie trade fairs, or a cheeky showroom tour—each event carved a path for Ultimo. Of course, don’t freak out if the hits aren’t instant; remember you’re playing a long‑term game. Some contacts won’t bite until years later.

    Marketing on a Shoestring—Get Smart, Not Wasteful

    • Targeted, clever campaigns: Don’t splash your money on generic ads.
    • Fun stunts: Think of a stunt that grabs media attention—maybe a Flamingo‑faced mannequin at a pop‑up.
    • Mini‑email sends: Quick, punchy e‑shots with copy that sells the vibe.
    • Keep your message crystal‑clear: Consistency and staying “on brand” are non‑negotiable.

    Listen to Your Customers—And Their Feedback

    Dig into online reviews, launch surveys, or host a focus group. Your mission: understand what your customers truly want—NOT just what you think they do. Keep that conversation open; it keeps your vision grounded and fuels growth.

    Enjoy the Ride

    Running your own business is the chance to re‑create a brand‑new life for yourself. Who wouldn’t love that? Treat it as a hobby you’re proud of—have fun, celebrate wins, and keep the curiosity alive.

  • Shocking Revelations: Pregnancy and Maternity Discrimination Exposed

    Groundbreaking Study Exposes Hidden Pregnancy and Motherhood Bias

    In an ever-evolving business landscape, the welfare of employees continues to be at the forefront of responsible leadership.

    Pregnant Workers Face a Rough Ride — What the Stats Tell Us

    In a recent pulse‑check that gathered over 24,000 parents, the movement Pregnant Then Screwed uncovered a stark picture of what it’s like to navigate work while carrying a baby. If you’re a business owner or HR pro, the numbers aren’t just statistics; they’re a call to action.

    What the Numbers Reveal

    • 52% of moms had to battle some kind of bias during pregnancy, while on maternity leave, or when they tried to get back into the office.
    • 20% of those women decided to quit after encountering a negative or downright discriminatory situation.
    • 64% of expectant mothers got snarky comments about how they looked.
    • 10% were bullied or harassed in the workplace for being pregnant or returning to work.
    • 7% ended up losing their jobs through various jarring reasons.

    The Bottom Line for Employers

    These figures are a reminder that maternity discrimination isn’t just a moral or ethical snobbery— it’s a legal minefield. If you’re still cruising with outdated policies or haven’t addressed potential biases, the risk of lawsuits or high staff turnover is real.

    Here’s a quick rundown on what you can do:

    • Review your anti‑discrimination policy to ensure it covers pregnancy and maternity leave.
    • Train teams on respectful language about body changes.
    • Implement flexible work arrangements to smooth the transition back to work.
    • Set clear channels for reporting harassment, and follow them up swiftly.
    Wrap Up

    Being on the front lines of your workplace’s inclusivity doesn’t just protect your brand—it safeguards future talent. If you’re rethinking policies, remember the story behind these numbers: lives, families, and careers hinge on the treatment you provide. Treat pregnancy not as a pitfall but as a chance to shine brighter.

    The Business Risk

    Why Skipping Motherhood Laws Might Just Blow Your Budget

    Those numbers paint a pretty bold picture: big business headaches are lurking around every corner. In the UK, the rules protecting pregnant workers and new moms are not only tight—they’re laser‑sharp. If you let them slip through the cracks, you’re looking at a trio of troublemakers:

    • Employment Tribunal claims that can chew up a chunk of your reserves.
    • Reputation damage that zaps the brand trust you’ve fought so hard to build.
    • The loss of top talent and the valuable skills they bring to the table.

    Bottom line? Stay on the legal track, or you’ll find the risks literally piling up faster than a baby’s diaper stack.

    What You Need to Know – Key Rights and Protections

    What Your Rights Are When It Comes to Pregnancy and Maternity Leave

    It turns out that the law isn’t just “nice to have” for expectant mothers – it’s hard‑wired into our work lives. From the day you start counting your weeks of maternity leave to the moment you’re back at a job that’s as good as the one you left, the details are pretty clear.

    1. 52 Weeks of Statutory Leave – No Matter How Long You’ve Been There

    • Statutory maternity leave: You can take up to 52 weeks. How long you’ve worked for the employer doesn’t matter.
    • Return to work: You’re guaranteed either the exact same role or one that’s basically the same (and pays the same).

    2. Get That Pay While You’re Pregnant

    • Depending on how long you’ve been working and how much you earn, you might qualify for statutory maternity pay or the maternity allowance from the government.

    3. Health and Safety – Not Just a Phrases

    Pregnancy or breastfeeding isn’t just a flag on your employee file; it’s a full‑blown health and safety requirement. Employers have to keep your work environment safe – that’s part of the law.

    4. Redundancies Won’t Take You Down

    When you’re on maternity, adoption, or shared parental leave, you’ve got the priority for a suitable replacement if a position gets vacated. This means you’re not sitting out the lunch break while someone else gets stepped down.

    5. Equality Act 2010 – No “Nice to Ask” Questions

    Under the Equality Act, pregnancy and maternity are “protected characteristics.” That means:

    • No discrimination, harassment, or victimisation is allowed.
    • A sex‑bias question like “When do you plan to have kids?” is a No‑Go.
    • Religion or “willingness to put a baby to bed at midnight?” is not fair. Even applicants go through this polished safety net.
    • You don’t need a long history of service to claim discrimination – and the compensation can be unlimited (plus a separate injury‑to‑feelings award).

    6. Employment Rights Act 1996 – “This Is Automatic, Not Optional”

    Any dismissal linked to pregnancy or childbirth is automatically unfair. There’s no “two years of service” requirement. If your job is taken away because of your expanded family or due to pregnant‑related needs, you’re covered.

    What’s Coming Up?

    As the legal landscape evolves, plenty of new rights are on the horizon:

    • ~ Employment Relations (Flexible Working) Act 2023 ~ – Expected to roll out in summer 2024. You’ll be able to request flexible working twice a year instead of just once. Employers must consult and decide within two months (down from three).
      Additionally, it’s projected that you’ll get a day‑one right to request flexibility if you’ve had 26 weeks of continuous employment.
    • ~ Protection from Redundancy (Pregnancy and Family Leave) Act 2023 ~ – Plans to extend redundancy protection for mothers who return from one year of maternity leave. This could mean six extra months of safety, though the precise dates are still under the “in development” umbrella.

    Keep your eyes peeled and your paperwork ready – the law is getting a lot friendlier just for you.

    Transforming Challenges into Opportunities

    Why Supporting Pregnant Colleagues Is A Win‑Win

    Got news that the newest studies are raising eyebrows? No panic—this is a golden chance for every boss who’s clever enough to see beyond the statistics.

    What’s at stake?

    • Talent retention: Employees who feel backed stay longer.
    • Skills shortage: With fewer people chasing the same roles, keeping your crew becomes a competitive edge.
    • Market buzz: Your firm looks modern, compassionate, and ready for the future.

    So, what can you do?

    1. Offer flexible schedules and remote‑work options once the baby arrives.
    2. Set up a clear, hassle‑free return‑to‑work program.
    3. Give tangible benefits—like extra paid leave or on‑site childcare.
    Why it works

    When you back a mom‑to‑be, you’re not just playing a feel‑good game. You’re shaving off turnover costs, boosting morale, and making your organization a top‑pick for talent.

    The Bottom Line

    In a world where skills are scarce and job hunting is fierce, treating maternity leave as a strategic advantage sends a loud—and sincere—message: Your people matter.

  • Becoming king of the media jungle means starting at the bottom and working your way up by winning title fight after title fight

    Becoming king of the media jungle means starting at the bottom and working your way up by winning title fight after title fight

    When you first enter the business personality media jungle occupied by the likes of Lord Alan Sugar from The Apprentice or the panelists from The Dragons’ Den, you will probably feel a lot like a wide-eyed schoolchild on his or her first day at secondary school.

    Your business might be starting to turn over a healthy amount, but meanwhile, you have another objective, cranking up the car of your media persona and venturing onto the open motorway, perhaps without a satnav and not much fuel.
    At the very start when you enter the media playground, it can be rather daunting to say the least. There’s nowhere to turn. Nowhere to hide.
    Like the line from the film Alien, ‘In space, no one can hear you scream’.

    From the very outset of your journey into online business blogs through to national network television and breakfast radio, no one knows your name, no one’s playing with you at break time and at worse, you might even get bullied by some of the bigger kids and told to go away.

    Slowly but steadily you build up a bit of confidence in terms of adopting a few survival strategies but generally keep your head down and rather quickly work out the pecking order.

    The world of business celebrities, like any other category of celebrity, has the same sort of mythic hierarchy as the dinosaurs brought back from the dead in the Jurassic Park film franchise.

    In Jurassic World, ‘The Hybrid’, was a man-made concoction, a sort of ‘Super Dinosaur’ and King of all the beasts.

    ‘The Hybrid’ in terms of homegrown television business personalities is definitely the one and only Lord Alan Sugar. In the film franchise, ‘The Hybrid’ was far more deadly than even the Tyrannosaurus Rex introduced in the first Jurassic Park.

    Sugar may be just 5 foot 7 inches tall (1.73 metres), but he certainly packs a lot of punch as King of homegrown business celebrities.

    Back in 2006, I remember waiting for my client Duncan Bannatyne to arrive at a Speed Networking event for Enterprise Week hosted at the Young Vic Theatre near Waterloo. It was to feature then Chancellor Gordon Brown, Lord Alan Sugar and Duncan Bannatyne with a bunch of young would-be entrepreneurs from La Retraite School.

    Lord Alan Sugar turned up in his chauffeur-driven limousine with AMS 1 personalised number plate and came striding up to the Mezzanine with his small entourage where the activity was taking place.

    Gordon Brown was already there, ready and waiting for the meet-and-greet with eager-eyed youngsters.

    Bannatyne was running late.

    I explained when Lord Sugar came up to me I was the PR for Bannatyne but he wasn’t there yet.

    “Where the f*^) is Bannatyne, he said? What’s he playing at?” he said, half joking. “Always running f&^*ing late!”
    Lord Sugar saw it that he could joke and about Bannatyne, the Dragon, because from his perspective, any Dragon was well below him in terms of rank. Sugar was equivalent to head prefect.

    If Lord Sugar was ‘The Hybrid’ then all of the Dragons were Tyrannosaurus Rex’s, all sitting a notch lower than Sugar in the world of fiery flesh-eating business tycoons, the biggest business personality on the block.

    Then somewhat below the Dragons were the Channel 4 Secret Millionaires, which I would equate to the Raptors (although as my wife pointed out to me, The Raptors in Jurassic Park can often be more deadly, because they often work in pairs, and seem to know intuitively what the other one is thinking during the hunt), below that is the rank and file of Undercover Bosses being Deinonychus’s and so on and so forth.

    The late BBC Dragon Hilary Devey was one of the rare examples of a Channel 4 Secret Millionaire migrating up the food chain to Dragons’ Den.

    It wasn’t the done thing to move up to being a Dragon from Secret Millionaire, a show where millionaire’s supposedly go undercover with a full film crew and somehow dupe members of the public who want their cash handouts, just like its not the done thing to move down into a lower echelon of business programme once you’ve already been on Dragons’ Den.

    You’re not ever likely to see Peter Jones, Deborah Meaden or Richard Farleigh make it on Dragons’ Den, but then go down a rung of the ladder and star on Undercover Boss. Its not going to happen.

    Its somewhat like a caste system etched in stone for generations.

    Breaking into all of this from an outsider’s perspective seems almost impossible at first.

    But the technique to shatter the glass ceiling is infact a rather simple one.
    I call it ‘F&F’. Fighting and F*(&(ing.

    All drama is friction and a battle of some sort. That’s the essence of drama. It would be an enormously boring pantomime, and a rather short one, if everyone got along.

    The thrill is from the spills. The goodies and baddies. The battle. The chase. The duel.

    So to get ahead quick, you need to pick a fight with the biggest dinosaur in the room.

    If you win against him, then you get all the treasure and get to keep the girl.
    In the media battleground, you don’t generally need to spill your own blood to get ahead.

    Instead its all done with narratives.

    Your target can be any variety of foe. Another business personality that you pick a fight with further up the food chain. The prime minister. A group of people like ‘The Wokes’. Or an entire country such as ‘The Scots’.

    Whatever way you look at it, you’re at war and on a mission to rid the world of a scourge, which is the bigger business celebrity, who you want to scalp and devour a bit of their media status for yourself.

    The constant spectacle of your title fights are what ultimately keeps people intrigued, entertained and interested in the progress of your story and subsequent climb to the top.

    Sir Richard Branson has one of the very best examples of punching hard above his weight. Back in 1993, the expansive British Airways had to apologise and pay £610,000 libel damages and an estimated £3 million bill for legal costs against its very small rival, Virgin Atlantic Airways over a “dirty tricks” campaign.

    This duel raged on for years and years giving Branson millions of pounds worth of column inches in the press. This was classic David versus Goliath stuff and Branson went to town on it, feasting on the status of British Airways and fusing it into the Virgin Atlantic brand all the way.

    Everyone likes a trier. Branson personally became a brave knight and a hero to normal folk. A real man of the people.

    I remember getting a client Will Davies, the CEO of Aspect Maintenance, the number 2 property maintenance firm in London after Pimlico Plumbers, up the media ladder.

    I started a steady stream of lambasting critical stories about David Cameron in terms of what his government was then doing for entrepreneurs with Davies calling Cameron out for all sorts of alleged misdemeanours to small to medium-sized businesses.

    The repetitive, unwavering stream of Will Davies stories consistently attacking the then Prime Minster through press releases after press release eventually worked with Will being the no-nonsense voice of reason for small to medium businesses and ending up on BBC News Channel discussing Zero hours contracts.

    Round after round was fired off by Will, consistently taking pot shots at the Prime Minister.

    The point being, the battle against the Prime Minister allowed Davies to share in the warm glow of the actual person running the actual country, without even having to receive an invitation to No. 10 Downing Street.

    The F&*^ing bit is the other way to hotwire the limelight. This is a major trade for standard celebrities. In Los Angeles, agents take talent to meet-markets in bars where everyone works out who is dating who to provide rich content for the celebrity magazines. Its a real merry and money go round.

    Elon Musk has certainly obtained a huge amount of rocket fuel from his rather colourful love life whether it’s the ‘did he or didn’t he’ provide the sperm for Johnny Depp’s ex wife, Amber Heard to have a baby. Musk’s roll call of conquests the bedroom have kept him in the news over the years as much as the deals he’s done in the boardroom.

  • Auto-Enrolment: What employers need to know

    Auto-Enrolment: What employers need to know

    This is a huge increase in numbers compared with the first 14 months of inception, when around 3,000 of the UK’s largest employers reached their staging date.

    A survey of IFAs carried out by financial research organisation Defaqto, on behalf of Now: Pensions, at the start of this year hinted at the problems that could lie ahead.

    It found that 55 per cent of the 264 consultants and advisers surveyed had concerns about their ability to service organisations that were due to stage between April and June 2014. In fact 17 per cent said they had no intentions of advising on auto-enrolment, of which 27 per cent considered the administrative burden too onerous.

    However, the volume of employers hitting their staging date at the same time is only part of the issue. The fact that many are thought to have left their auto-enrolment planning till late will only serve to compound the problem.

    Many also lack the knowledge they need to make informed decisions about choosing the best auto enrolment solution for their employees, according to 89 per cent of the IFAs surveyed by Defaqto.

    It is with this in mind that Financial Advisers have got a very strong role to play. Becoming ‘workplace pension friendly’ is not really about the selection of the end pension scheme. It’s all about the compliance and fulfilling your duties.

    Employers want to comply with the regulations and make the installation and communication processes as simple as possible.

    The choice of the end scheme is secondary, it’s important but it’s secondary. For an employer, this is about compliance.

    Therefore what are the things that an employer needs to bear in mind.

    Up until February 2018, employers will need to automatically enroll all of their “jobholders” in a workplace pension scheme. Minimum employer contribution levels will also apply. Jobholders may choose to opt out of the scheme, though.

    1. Employers should identify the date when they must start auto-enrolment. The largest employers started from 1 October 2012, with smaller and new businesses phased in over the next four years.

    2. Employers should check in advance whether their existing pension scheme meets the minimum requirements for auto-enrolment. This includes minimum contribution levels (for defined contribution schemes) or benefit levels (for defined benefit schemes). Also, the jobholder must not be required to provide any information or to express a choice (for example, about the investment of contributions) in order to become an active member.

    3. Employers should identify their jobholders and establish which of them are not already enrolled in a compliant scheme. Jobholders include employees, temporary workers, directors employed under a service contract and agency workers (who are considered to be employed by whoever is responsible for paying them). They must have a minimum level of earnings (set at the income tax threshold) to qualify. Jobholders aged between 22 and state pension age who are not already members of a compliant scheme will need to be automatically enrolled in one.

    4. If any jobholders are not already enrolled in a compliant scheme, employers should consider what scheme to use to meet the auto-enrolment requirements.

    5. Employers will need to check that they are satisfying the requirements in respect of minimum contribution levels for their employees. For auto-enrolment purposes, contributions are based on a definition of earnings which includes salary, wages, commission, bonuses and overtime. Contributions are only paid in respect of earnings in a defined band (currently £5,668 to £41,475). Contributions to an existing scheme may be based on a different definition of earnings, so company payroll systems may need to be updated.

    6. There will be an optional waiting period of up to three months before an employee needs to be automatically enrolled into a workplace pension. Workers can, however, opt in during the waiting period.

    7. Employers should also put processes in place to identify auto-enrolment triggers for existing employees and new joiners (eg when they turn 22 or reach the minimum level of earnings).

    8. Individuals can opt out of scheme membership, within one month of becoming a scheme member or receiving enrolment information. If they do so, all contributions must be refunded. Someone who has opted out can apply to re-enroll, but only once in a 12-month period. Automatic re-enrolment will apply every three years, although employers will have some flexibility about when re-enrolment should take place.

    9. Employers will need to communicate with staff about auto-enrolment and explain that they have the right to opt out if they wish. Employers must also report to the Pensions Regulator to confirm that they have complied with their auto-enrolment obligations.

    Employers cannot encourage jobholders to opt out of auto-enrolment nor can they encourage candidates to do so during the recruitment process – penalties will apply. Employers should bear this in mind when communicating with their workforce about the new requirements.

    Don’t stick your head in the sand hoping that this is going to go away because it is here to stay. Help is available with many advisers, providers and payroll companies offering guidance through the workplace pension maze so don’t be afraid of picking the phone up and asking for help.

  • Your lifeline to moving forward with international trade

    Your lifeline to moving forward with international trade

    International trade is on pause and the situation looks to be getting more complicated on a daily basis.

    For many international businesses, and businesses looking to make their mark in new territories, it’s not going to be as simple as ‘life getting back to normal’ when the Covid ban on travel is lifted.
    Goods held at depots worldwide that have perished have cost industries millions of pounds, and the same for non-perishables that are simply waiting to get to their purchaser but are held in a backlog not knowing if the company they are intended for will have survived the crisis.
    These situations have meant that banks, lenders and insurance companies are all assessing risk in a brand new way. Money withheld from these core lenders is re-balanced only by companies refusing to pay their bills in a bid to protect their cashflow, adversely affecting others down the line. Contracts are being rescinded and this state of stillness has bred a desperate need for trade and money to flow again. Banks are working to guarantee payment risks across the board for private sector imports but financing trade flow across the globe is high risk in certain areas.
    Now is the time to create a new business plan moving forward. Your target markets have changed, your suppliers and your competitors will all have been affected in some way by the Covid crisis and you must adapt your approach in order to succeed. 
    Business Matters speaks to international trade and marketing expert Allyson Stewart-Allen, advisor to global brands including Burberry, Nike and HSBC for her thoughts to get you moving again … 

    Create a plan, A, B, C through to Z.

    Certain restrictions of movement are indeed being relaxed, however some countries may opt to stay closed, as indeed New Zealand is, placing greater restrictions on travel and the movement of goods for a long time yet to come. Check where your goods are sourced – do you have other options in the interim? You need to make backup plans with multiple options to react and survive.

    How can a business best prepare and remain focused?

    Re-write your business plan to take into account the above challenges and share it with everyone in your team.

    Should you communicate as much with your clients even if your messages are uncertain at this time?

    Absolutely. You have to appreciate that normal time scales have gone out the window and the person may actually not have the answer you’re looking for right now. But keeping that level of conversation open to be solution-focused will lead to higher chances of finding a solution that’s suitable for both parties while managing expectations during the process. You must be honest and set out clear boundaries for your abilities and limitations before you continue to trade.
    Those companies that support each other by open and honest conversations during this incredibly testing time will only seek to further strengthen the bonds you have. In fact if anything, between your relevant clients and prospects, you might find that your honest approach in saying ‘hey things are a bit shaken up right now, but we’re moving forwards by doing X,Y and Z” only seeks to generate a greater engagement between you.

    Can you still afford to trade as before?

    Do you have the cashflow to stem you over times of late payment? Instead of functioning on 30-day payment agreements, international businesses might now want 90 days, which in business days is equal to 4.5 months. You need to have your cashflow worked out seriously in advance, whether it’s from your own bank, savings locked up or taking the decision to work under a percentage pre-order to tide you over until the remaining percentage is paid on completion.
    Don’t forget to take into account that even though many insurance companies have refused to pay out during the crisis, their premiums are likely to rise post-crisis due to the extended risk factor. You must price in these costs, especially with shipping insurance to ensure that you’re covered. 

    What can people do with some immediacy to extend their product offering to cover the new delivery times?

    Offer downloadable extras? And if you weren’t showing delivery status updates as part of your service, perhaps now is the right time to do so? Consider what other value-added services you can offer such as warranties, guarantees, access to premium content for your customers to learn how to get the most from your products or services. You can also strike new partnerships with companies in adjacent sectors to create bundles that solve a wider range of problems your customers are looking to solve.

    How plausible is it to look to renegotiate trade contract terms with suppliers now?

    Anything is possible now in this Covid climate. I would suggest investigating all of your options at this time while suppliers are seeking new ways to make money. Covid is creating one of the most innovative business climates we’ve seen for some time.

    Appreciate that one size does not fit all

    Did it ever? Now more than at any other point in your business, an empathetic yet solution-focused approach needs to be delivered to each unique partner/client to help each other through. Adapt and conquer applies for every possible facet of your company right now and for that of your client’s too.

    What is the essence for survival of international trade here? Is it patience and time? Cashflow?

    It’s a combination of things. First, it’s about understanding the business culture of your customers so you can be effective as a negotiator, influencer and communicator. Then it’s about finding creative ways to solve – and own – the problem they’re trying to solve by using your products and services. Thinking laterally and looking for partnerships that solve the wider issue will engender long-term loyalty and with that, repeat business. Finally, it’s about looking at how you can innovate by constant discussion with your customers to discover what are some other applications or needs you can fulfill that draw on your current capabilities and resources.

    What else can you be doing in the meantime to ensure you hit the ground running when businesses begin to reopen?

    Now is the time to revisit your growth strategy. This might include refreshing your website, implementing a social media strategy, reformulating your value proposition. In terms of securing international trade agreements while the final signature is on hold – no air travel equals no execution of the final parts of meetings and due diligence that any firm could and should take – now is the perfect time to do your research online to uncover what new challenges your customers will face post-Covid and how you can best respond to the business opportunities that naturally will arise.

  • The risk of sickness absence is worth planning for

    The risk of sickness absence is worth planning for

    In his latest article, John Ritchie, CEO of Ellipse, reflects on how an overhaul of the state’s sickness benefits could actually be a blessing for his business.

    Ensuring processes and support are in place to ensure employees who are absent because of sickness or injury are quickly rehabilitated back to the workplace.

    Each year, one million people are unable to work for four weeks or more due to serious illness or injury. Given a total workforce of around 32 million, this equates to a risk that will materialise for one in every 32 people.

    Each year, illness will lead to a quarter of a million people permanently dropping out of the workforce.

    These sobering statistics were quoted in a recent research report from the Association of British Insurers (ABI), ‘Welfare Reform for the 21st Century’. The report echoed my October column, speculating that having seen pensions for all being brought about through auto-enrolment it will not be too long before government looks to repeat the trick with long-term sick pay.
    The idea of your business taking over the state’s role as benefits provider will not, I suspect, sound very appealing, but the ABI report highlighted that a radical overhaul of sickness benefits could work just as much to employers’ advantage as it would for the state and employees.
    This is because employers can cover the costs of long-term sick pay through income protection insurance. Although this insurance started out years ago to do the purely financial job of covering a sick employee’s pay, it has evolved to offer much more. Like many other forms of insurance, the requirement to pay claims focused the minds of insurers on how the number and value of claims might be reduced. The result is that insurers have augmented their income protection policies to deliver a wide range of services designed to help employees back to work – a key difference in the approaches taken by state and private benefit providers.
    Insurers gain because the impact of absence on their businesses is reduced. As the head of a small business myself, I am acutely aware of how disruptive and expensive absence can be. Short-term absences can generally be covered by other staff, but once an absence starts extending to weeks and months it becomes much more difficult.
    Having insurance in the form of group income protection means my business has modest amounts in the shape of the premiums to find each year rather than the unknown and potentially much larger costs of continuing a sick employee’s pay. But there’s an added bonus in the shape of the rehabilitation services we can access. Finding people with the right skill-set who are happy to fill in on a temporary basis is difficult. What I really want is for my absent employee to get better and return to work, so anything that helps that happen is a real boon.
    Obviously, some causes of absence will not be susceptible to rehabilitation techniques, but many are. Data shows that two of the commonest causes of long-term sickness absence are mental illness and what are termed ‘musculo-skeletal’ problems – back aches, whiplash and the like. In both cases, the NHS often struggles to provide resources adequate to the problem. It takes more sessions of counselling, cognitive-based therapies, physiotherapy and the like to get someone back to fully fit than the NHS is often capable of funding. Even though it could well save the NHS money in the long run, the pressure is ever on to control this year’s spending. For insurers, though, if they can get someone back to work, their claims costs will be reduced hence they are happy to fund such services.
    When it came to pensions, after various attempts to persuade people they needed to put money aside for their retirement, the bullet was bitten and auto-enrolment – which is compulsion in all but name – was introduced. Persuading people of the need to put money aside to cover the possibility of long-term sickness is even harder. While most feel confident they will reach retirement – even if that doesn’t particularly incline them to save for it – many see long-term sickness as something that happens to other people, not them. This is a very head in the sand attitude. Most people’s houses won’t burn down, be flooded or broken into but most would agree that taking precautions, and getting insurance cover, against all three possibilities is sensible. And, as the statistics introducing this article show, a significant number will suffer long-term sickness and lose their ability to earn as a result.
    So an inability to work is obviously a risk that all working people should be prepared for, but most aren’t. Businesses can play a large part in making sure workers avoid being plunged into poverty if they go long-term sick, and the advantages for businesses themselves in terms of the financial cover and early rehabilitation of employees make it worth their while even before the state gets around to deciding they are obliged to.

  • BBC Threatens AI Startup Perplexity with Lawsuit Over Unauthorized News Usage

    BBC Threatens AI Startup Perplexity with Lawsuit Over Unauthorized News Usage

    The BBC has issued a legal warning to US-based artificial intelligence company Perplexity, accusing it of reproducing BBC content without permission and demanding that the company stop using its material, delete existing data, and propose financial compensation.

    BBC vs. Perplexity: A Legal Showdown That’s Been Missing a Few Time‑Zones!

    Lights, Camera, Legal Drama

    The British Broadcasting Corporation has, for the first time, threatened court action against an AI startup. In a letter to Perplexity’s chief tech wizard, Aravind Srinivas, the BBC slammed the chatbot for handing out full BBC news clips to users – a direct hit on UK copyright laws and the broadcaster’s own rules.

    “It’s severely damaging our reputation with audiences and eroding trust,” the BBC wrote. The allegation is that the AI’s supposedly “real‑time” answers are basically recycling original content without giving credit where it’s due.

    Perplexity’s Response: A Classic ‘We’re Not the Culprit’ Defense

    Quickly on the back of the notice, Perplexity fired back with a terse statement that felt oddly reminiscent of a smug email reply: “The BBC’s claims are just one more part of the overwhelming evidence that the BBC will do anything to preserve Google’s illegal monopoly.” No clarity was offered on why Google is relevant here, leaving readers guessing.

    The Core of the Dispute: Web Scraping Gone Rogue

    At the heart of this spat is the practice of web scraping—bots that coil up footage from sites and feed it into AI models. While many sites use robots.txt files to tell bots “nope” to certain content, compliance is voluntary. The BBC claims it specifically blocked two of Perplexity’s crawlers, yet the AI company allegedly keeps crawling their pages.

    Perplexity’s CEO had previously claimed the bots honour robots.txt and do not use data to train large language models. Instead, the platform positions itself as a “real‑time answer engine” that pulls living info from the web.

    Industry Allies Get Loud

    The Professional Publishers Association (PPA), which represents more than 300 UK media brands, joined the chorus of concern:

    • No authorization or compensation for reusing publishers’ content.
    • Threats to the UK’s £4.4 billion publishing industry.
    • Assault on jobs supporting the sector – about 55,000 people.
    • A call for the government to beef up copyright protection for AI usage.

    Why This Matters: A Broader Fight Between Newsrooms and AI

    Consider the surge of AI assistants like ChatGPT, Google Gemini, and Perplexity’s own chatbot. While they’re handy for quick answers, critics press them for:

    • Misleading or incomplete summaries.
    • No clear attribution of original sources.
    • Diverting traffic away from the news organizations that created the content.

    In January, Apple even pulled an AI feature that generated bogus BBC headlines on iPhones after the broadcaster complained.

    Industry Voices: The Stakes for Journalism

    Quentin Willson, a former Top Gear host and FairCharge campaign founder, warned: “If AI is allowed to scrape and regurgitate verified journalism without consent or compensation, the business model for serious news collapses.”

    While some outlets have negotiated licensing deals—AP, Axel Springer, News Corp, and the like—others are hitting the legal road. The New York Times is already suing OpenAI and Microsoft, and further lawsuits loom as AI advances.

    What’s Next? Will the BBC Follow Through?

    For now, the BBC demands that Perplexity stops any unauthorized use, deletes all scraped data, and pays damages. If the broadcaster pushes ahead with formal litigation, it could set a huge precedent in the global tussle over AI and journalism.

  • Top tips for a smooth paternity leave

    Top tips for a smooth paternity leave

    Just like many working fathers, Prince William will be looking forward to the two weeks with Kate and his beautiful new baby boy.

    So, here’s my top tips to managing a smooth paternity leave

    Do dad’s have the right to paid time off when the baby is born?

    New dads have to be the biological father, be married, cohabiting or in an enduring family relationship with the mum-to be and employed by the company for 41 weeks before the baby’s due date. Tick all those boxes and the answer is yes, and new dads can move on to worrying about the next issue…

    The timing of your big news

    As a new dad you will be excited and probably dying to tell folks at work your fantastic news, well you can tell your employer at any time but not less than 15 weeks before the baby is due. . Easy – except you also need to remember to fill in the self certificate declaring all the above 28 days before you plan to take the leave itself.  As an employer, you just need to know whether they are taking one or two of their weeks, and you need to know a minimum of 15 weeks before the due date to be able to make plans.  It is to be noted that the dad-to-be will be able to change their mind about the date on which they want their leave to start but not about the length of leave they wish to take – here’s the link to the notification form the dad-to-be must complete to ask for and be entitled to leave  http://www.hmrc.gov.uk/forms/sc3.pdf

    As an aside, and just to clarify, dad-to-be is not ‘entitled’ to time off to support mum-to-be with antenatal care.  That is something as a company you could decide to provide but there is no right to accompany their partners to the parent craft classes, the scans or the aqua natal exercise sessions as one chap I dealt with in the ‘Corporate World’ insisted he do! Swimming with a bunch of pregnant ladies? A little odd I thought?

    How long can the new dad take off work?

    The statutory entitlement is that eligible employees will be entitled to choose to take either one week or two consecutive weeks’ paternity leave.  It cannot be taken as odd days or two separate weeks though and must be taken within 56 days of the baby being born.

    The dad-to-be (now new dad) could add on holidays at the company’s discretion, or may elect to add either Additional Paternity leave (where he swaps some of the new mum’s entitlement and takes it instead paid at statutory rates) or have up to four weeks parental leave which is unpaid.  It’s unlikely he will do either as recent figures show less than 1% of fathers are taking advantage of additional paternity leave but you the business owner and employer, should be prepared in case your new dad is that 1%.

    Each option is subject to the usual rules of applying and acceptance by the company and again there is declaration form from the government to assist ‘HMRC Additional Statutory Paternity Pay and Additional Paternity Leave – Becoming a Parent – SC7’

    http://www.hmrc.gov.uk/forms/sc7.pdf

    Given there are a whole host of timelines and expectations in terms of notifications it is important to share these as soon as possible.

    What are new dad’s rights during leave?

    Much like with maternity leave, the contract of employment continues and your employee is entitled to receive all their contractual benefits, except for salary.  Any benefits in kind (such as life assurance, private medical insurance, permanent health insurance, private use of a company car or laptop and gym membership) will continue; annual leave entitlements will continue to accrue and pension contributions will continue to be made.  Salary will be replaced by statutory paternity pay (SPP) if the employee is eligible to receive it, or additional statutory paternity pay (ASPP) if he has swapped some of new mum’s leave for his. If taking the additional statutory paternity leave, the new dad will be able to keep his hand in at work by using up to 10 of his Keeping In Touch days (KITS days).  He gets full pay for that day and doesn’t lose any of his paternity pay.

    And his rights upon return?

    He has the right to return to the job in which he was employed before going on leave.

    So, our future King William has shown himself already to be the hands-on dad we suspected he would be by taking his paternity leave and I hope this will encourage may more men to follow suit. With that in mind, I hope you feel a little better prepared to support and guide your dad-to-be or if you are he, you have a better understanding?

    For more help and advice about paternity issues contact us at www.threedomsolutions.co.uk   or follow us on twitter @3domSolutions

  • Locking in Value: structuring the deal

    Locking in Value: structuring the deal

    As introduced earlier in this series of articles, the sale of a business is a process with a timeline.

    Previous articles have considered key aspects of that process and their place in the timeline: most recently, the planning in the pre transaction phase, before the purchaser has been identified or even actively sought. What follows, of course, is the identification of the purchaser.
    Intuitively, the identification of the purchaser and negotiating the terms of the Sale and Purchase Agreement (SPA) should mark the culmination and end of this process.
    This is not the case. It is, however, a critical phase in the process when value can be “locked in” for the benefit of the vendors.
    Negotiating one headline price at one point in time (the time of the SPA) is generally in neither party’s best interest, vendor nor purchaser. The vendor’s shareholders are concerned to achieve a price for the business that reflects their assessment of its future profitability and potential for growth.
    The purchaser may be willing to pay such a price, but only when that profit and/or growth is delivered or is at least reasonably assured.
    The confident expectations of the vendors need to be reconciled with the, understandably, more cautious view of the purchaser. The “earn out” is the mechanism that seeks to achieve this.
    The “earn out” simply describes a mechanism under the SPA for delivering additional consideration to the vendors payable by reference to the future performance of the business.
    This performance will be assessed by reference to agreed metrics included in the SPA, typically EBITDA or some other measure of profit over a defined earn out period of, usually, up to three years.
    The taxation of the earn out is one of the most complex aspects of the deal. In terms of maximising post tax returns for the vendors, it is important to ensure that the earn out is taxed as further consideration for the shares sold.
    The key here is making certain that the favoured 10% rate of entrepreneur’s relief applies to the earn out consideration (and not higher rates of capital gains tax or even income tax.
    Negotiating a favourable earn out is a key component in structuring the deal. The other main elements concern what is to be sold (shares or assets) and how the consideration is to be satisfied.
    The question of what is to be sold, whether shares in the company or the trade and assets of the company should be resolved at an early stage. It is almost invariably in the vendor’s interest to sell shares, not least in terms of maximising the after tax return.
    It is equally the case that the purchaser’s interests are best served under an assets deal (securing tax relief for their purchase consideration and avoiding the risks of acquiring the company with its unknown liabilities).
    Any thoughts of indulging the purchaser’s concerns over their tax efficiency and simplifying the deal (an assets deal will generally minimise the need for extensive warranties and indemnities) should be firmly rejected at the outset.
    An assets deal represents a zero sum game between the vendor and the purchaser, as any tax relief achieved for the purchaser, by way of amortisation for tax purposes of the goodwill in the business acquired, gives a corresponding corporation tax liability to the vendor company on the gain realised on the disposal of that goodwill.
    The purchaser will generally accept the vendor’s position here (and may be more easily reconciled to it as a result of proposed changes which will remove the benefit of tax relief for the amortisation of goodwill acquired).
    As to the consideration payable under the SPA, cash is always king. Loan notes or debt should be supported by appropriate securities or bank guarantee. Equity in the acquirer may be offered and may be attractive. However, it should be recognised that this is essentially an investment decision. If the purchaser has a full listing, the investment is in the nature of a portfolio investment. Where the purchaser is unlisted (or does not have a full listing), it is in the nature of private equity investment and the risk and rewards should be viewed as such.
    As with the earn out, it will be important to consider the entrepreneur’s relief position on an eventual realisation of these consideration shares and plan accordingly.
    Negotiating the SPA is not the end of the sale process. It addresses key structuring issues in terms of the mix, timing and parameters of the overall consideration and the subject matter of the transaction: assets or shares.
    It sets the framework for the exit achieved and, hopefully, triggers a substantial down payment in respect of the shares or assets sold.
    However, the hard work of delivering the value locked in under the earn out commences. The sale process continues – even in the ownership of the purchaser!

  • Working‑Day Shopping Won’t Get You Fired, Tribunal Rules

    Working‑Day Shopping Won’t Get You Fired, Tribunal Rules

    Spending short periods of time shopping or browsing online during work hours is not a sackable offence, a UK judge has ruled in a case that awarded an employee more than £14,000 in compensation.

    The Surprising Tale of a Fired Accountant and Hidden Spyware

    The Incident That Shook a Small Firm

    In July 2023, Ms A Lanuszka was let go from a modest accountancy firm called Accountancy MK. The reason she gave to the boss, Ms Krauze, was that the computer at work suddenly began tracking every website she visited. The list of sites turned out to be odd – Rightmove for property listings, Amazon for street‑shop stuff, but mainly everyday browsers. Nobody had told Lanuszka that her computer would be spying on her.
    The paperwork from the company says she was only using the machine for an hour and 24 minutes over two days. The company says that was “excessive” and a reason to fire her. But a tribunal judge found that the claim was wrong. She was basically whistle‑blowing about the hidden tech when she was shut down.

    What The Tribunal Actually Saw

    Past Work History

    Lanuszka started at the firm in 2017. A few years later, in 2021, the company underwent a brand‑change, with a new contract name: Accountancy MK. She had never had a bad review or any warning card on her file before.

    Time Online Was Not Bad

    Over two days, she logged on to the internet for 1 hour 24 minutes. About two‑thirds of that time was for something useful. She was learning Excel to help with spreadsheets and performing accounting‑related tasks. This is the sort of “learning” that a boss would be happy about. The rest was for general, harmless browsing.

    The Boss Was Nodelled

    Ms Krauze used the same company laptop for non‑work things too. She didn’t have a clear rule saying “no personal use?” Because of that, the machine that tracked her was the same machine that recorded the boss’s private trips. So Ms Klrauze didn’t have an “all‑or‑nothing” policy that said everything was off the books, they were just allowed to separate business hours from breaks.

    Diary Claims That Didn’t Hold

    When Ms Krauze handed in diaries that were supposed to show a long‑standing problem with Lanuszka, the judge saw these diaries were actually written in 2024, after the dismissal. They were then “back‑dated” to 2022 and 2023. That throws a big red flag into the mix because it looks like data may have been manipulated.

    Why It Looks Like a Pretext for a “Dismissal Seat”

    The tribunal concluded that the timing of the dismissal was engineered to avoid giving Lanuszka the legal protections that come after two years of service. In the UK, once an employee has worked for two years, they are entitled to a “full protection” model of unfair dismissal remedies. So firing her before she reached that threshold, especially right after a new sister of the boss moved permanently to the UK, looked suspicious.

    The Judge’s Take

    Judge Michael Magee sat at the decision in Bury St Edmunds, a fair and roughly neutral court. He pointed out that there wasn’t a clear rule in the company forbidding personal internet use. In fact, Ms Krauze herself used the work computer for many personal tasks.
    He also said that the recorded time was “not excessive.” The employee’s usage was short and mainly for learning. He clarified that no prior disciplinary card had been given to Lanuszka. A quick look at policy statements, or the lack of them, suggested there was a gap in the system that the boss could not justify dismissing.

    Why All This Matters

    For Employers

    It shows it is crucial to have a clear IT policy and workplace usage rules. Employers must clearly spell out:

  • What counts as “business use”
  • When it’s okay to use a laptop for personal stuff
  • When a discipline might happen and why

    • Missing or vague guidelines open the door to accusations like “I was fired unfairly.” And guessing about the lack of a policy can lead to a loss of trust, legal trouble, and bad gossip. Use a simple, friendly rule that says:
    Personal use is allowed during lunch breaks, commutes, or after work, as long as it’s a quick swipe.Employers should put any such policy into a written handbook and let everyone sign it. It keeps all parties on the same wavelength and protects the company from a lawsuit.

    For Employees

    If you’re in a role where technology is tracked or you suspect that computers may be spying on you, ask:

  • Is there a policy on data collection?
  • Who owns the files recorded by the system?
  • When do you have the right to own privacy?

    • Knowing the answer protects you. Even if an employer doesn’t enforce a rule, you still have rights from the law. If you are told you are being fired for “Internet use,” you must know whether the time is truly excessive or if the company has a policy that forbids personal browsing.

    Shine Light on The Illegal Tale

    The tribunal found that the personal browsing was short and mainly for continuing learning. That is not an excuse for firing. In addition, the boss’s own personal use suggests a lack of consistency. And the diary records were smudged with timelines that were forged in the last year. This is suspicious behavior.
    Moreover, the timing of the dismissal seconded by a business move that cut off her future protections, it goes back to the two‑year rule – a step that the boss looked to avoid. This added another layer that could turn an “expunge” into an unfair dismissal.

    So What Should You Do?

    For Business Owners

  • Create an IT use policy. Keep it short and simple, put it in a handbook.
  • Enforce it consistently. If your boss uses the computer for personal surfing, correct them and talk about the rule.
  • Keep past emails or diary records that show potential issues. Ensure they truly reflect past events, not make a phone item later and back‑date it.

    • For Employees

  • Keep a log of your activity. Record any unusual equipment setups or any promises the boss makes about Wi‑Fi.
  • If you notice surveillance tools being installed, take screenshots or record a date stamped record.
  • If you are warned about personal browsing, ask for written policy references. If there isn’t anything, contact a union or lawyer for clarifications.

    • A Word of Caution for Everyone

    The Lanuszka case is a reminder among Brits that rule‑making matters. Having a wrong policy or not clearly communicating the policy is like having a “draft law” that can be used against that employee. In that case, you have the opportunity to show that you followed the correct city or local guidelines. For your business, it’s not just about compliance, but about showing fairness. Longevity of a relationship is built on trust and the idea that if an employee isn’t clear about a policy, they are going to be at risk they have no job safety net.
    The case also reminds the city that under UK law, two years of service is a de facto threshold for bonuses, benefits, and legal remedies. Firing before this moment can look like a direct attempt to avoid the law and is sometimes taken as an example of status wrongdoing.
    Finally, a clear communications move goes a long way: ask people to confirm the policy, talk through how often they will check usage, and politely refer to the employee handbook. That can avoid odd events like the one raised by Ms. Lanuszka. It will keep the business polite, the employee safe, and the law satisfied.

    The Bottom Line

    In the last months, we see a lot of judgments that follow the same pattern: The employer’s policy wasn’t clear, the ministry got wrong from the shelf, and the employee’s simple past browsing made him or her the victim of a bad dismissal. That can be avoided big time if both sides are on the same page about expectations and usage.
    When we look at any current situation like Ms Lanuszka and her company, we can ask ourselves:

  • Did I do something wrong?*
  • Did my bosses have a clear rule?*
  • Did the policy sign have lines that say personal use show?*

    • If we see no tracks or no mention, the dismissal can be called “fired unfairly.”
    On the other side, a company will want to keep a short policy, giving the employee some leeway for personal browsing, and all of that will be in a handbook that participants sign.
    That’s what this case helps us realize, and it’s the way we can all learn the lesson to stay safer: Get clarity, keep it simple, be honest.

  • Managing Sickness Absence

    Managing Sickness Absence

    Why 14.2 B​illion Pounds Is a Fine for UK Absenteeism (and How to Keep It Going)

    Last year, the Health & Safety Executive nailed down a staggering figure: UK businesses lost £14.2 billion because employees were out of the office. Sounds like a nightmare, right? Fortunately, a seasoned business adviser, Jo Bostock from the Forum of Private Business, has some practical tips to curb the “sickie season” havoc.

    Top‑Notch Tips for Tackling Absences this Autumn

    • Plan Ahead
      Line managers should start prepping before the dreaded period kicks in. Draft or tweak your rules, and get ready with a solid tracking system—think of the Bradford Factor as your early warning radar. But make sure those protocols are formally in place and updated; if someone forgets to report, you’ll know how to act.
    • Keep Crystal‑Clear Records
      Track every day someone’s off or late. Use a simple database or spreadsheet that lets you slice and dice the data. Spotting a workload star who’s been sick 10 times a month becomes a breeze. From there, you can figure out whether it’s a medical issue, a work‑pressure problem, or just a flaky schedule.
    • Differentiate Types of Absence
      • Short‑Term Absences – quick hiccups; a day or two off for a cold or flu.
      • Long‑Term Absences – a real injury or chronic illness that sidelines an employee for weeks.
      • Unauthorised Absences – when someone forgets to give a heads‑up on a sick day. This can be a major sniff‑in‑the‑vs‑no‑time.
    • Know Your Sickness‑Pay Rules
      Your employees aren’t wired for payment during unauthorised absenteeism or tardiness. However, if they’re legitimately unwell for four continuous days (the “Period of Incapacity to Work” or PIW), they’re entitled to Statutory Sick Pay (SSP) or any extra company pay you offer. Remember:

      • SSP kicks in after the first three waiting days
      • Weekend and bank holidays count if they normally work those days
      • ETC 28‑week cap for an uninterrupted PIW
      • Tax and National Insurance still apply
    • Remind About Annual Leave
      New year – best time to “nudge” staff about holiday balances. If someone has a huge stash left, encourage them to book. A contract clause covering “use‑or‑lose” can keep everyone honest.
    • Flexibility = Lower Absenteeism
      If the situation allows, let folks work from home when they’re feeling under the weather. A quick remote session can keep the workflow going and dodge workplace contagion.
    • When in Doubt, Seek Expert Advice
      If confusion lingers, the Forum of Private Business can help. Visit their site for deeper guidance on sickness‑absence management.

    Remember: keeping a tidy record for at least three years is a legal must. So don’t leave those documents to the dustbin of past years.

    Take these quick wins, and watch that £14.2 billion number shrink—both in head‑count and in cash flow.

  • Businesses using AI to file R&D tax claims risk HMRC rejection

    Businesses using AI to file R&D tax claims risk HMRC rejection

    Companies that rely heavily on artificial intelligence (AI) to prepare their Research and Development (R&D) tax claims could find their claims rejected by HMRC if the process lacks human oversight.

    That is the warning from Blick Rothenberg, a leading audit, tax, and business advisory firm.
    Ele Theochari, a Partner and R&D specialist at the firm, says the government’s recently announced AI Opportunities Action Plan offers both “opportunities and risk” to R&D claimants. A growing number of providers use AI-based tools to compile and submit R&D claims as well as additional information forms, sometimes falsely claiming they enjoy special privileges with HMRC.
    Theochari highlights concerns about the quality of AI-driven R&D submissions, warning that many appear “wordy but lack substance,” making them vulnerable to HMRC scrutiny. She notes that some large, volume-focused R&D companies have already gone out of business over the past four years due to the poor quality of their work and follow-up investigations they could not defend.
    Although AI can streamline aspects of the R&D claims process, Theochari stresses that the role of a knowledgeable adviser “cannot be underestimated.” Even accurate data fed into AI can result in mistakes and falsehoods—known as “AI hallucinations”—that compromise the integrity of a claim. HMRC’s own attempt to rely on AI for fact-checking during compliance queries has similarly encountered this problem.
    On a more positive note, Theochari points out that AI can be harnessed to effectively summarise complex technical information, identify baseline technologies, conduct research, and manage large calculations. However, she emphasises that expert input is essential to ensure any AI-generated content is factual, relevant, and ready for HMRC’s scrutiny.

  • In a mental rut with your business? Let’s sort that out right now …

    In a mental rut with your business? Let’s sort that out right now …

    Learn to recognise when your negative thoughts are holding you in a mental rut and instead move forwards with success

    Vicky Stanton worked in both the private and public sectors in HR finishing her corporate career in the police service after many years. Knowing full well that HR were mostly called in to deal with the negative issues when they arise she wanted instead to empower people within their roles as business leaders and unblock the issues that she’d been privy to over the years. By asking the right questions she helps business owners become unstuck from the problems that bind them and instead move forwards confidently. If you’ve been feeling overwhelmed recently read on, one of these golden nuggets of advice might just be your meal ticket to getting going again …

    Why do we get stuck or in a mental rut with our businesses?

    One of the biggest reasons is fear: it’s the fear of change, the fear of failure or even the fear of success that can build up negative thoughts in our minds.

    But people started up their businesses wanting to be successful – why does that fear hold them back?

    Often when I start talking to clients it seems to be the fear of change more than the success; who will I be, will my friends treat me differently, do I need to change personally to accompany the success? Can I maintain the success? Will I be judged if I can’t?

    Fear of failure is a big one, yet of course you can’t succeed if you don’t try, so by not taking any action you’re failing by default …

    Yes absolutely. Fear of failure is paralysing and the amount of pressure we put on ourselves to succeed doesn’t help in the slightest. This notion of ‘one shot at success’ can prevent someone from leaping yet in actual fact you can keep re-trying. Often it can be linked to a confidence issue that may stem from a much earlier life incident. Someone repeatedly calling you ‘stupid’ when you were younger may harbour your initiative now. This kind of negative self talk can be so detrimental to your success. It’s vitally important to recognise it and talk to yourself like you are your best friend.

    So how do we begin to see the warning signs that we might be stuck in a business confidence rut?

    I think there’s eight quick fire signs of being stuck – let’s see if any of these sound familiar:

    Putting off a task? You don’t physically know how to do the task at hand – training or delegation is called for but it’s an effort that you want to delay for time or cost reasons, so you let it slide …

    Procrastination – suddenly it’s vital that the laundry is done or the kitchen cleaned or you’ll just get started after you’ve made a cuppa.
    Control – perhaps you’re in a situation where you’re trying to control something or someone that is uncontrollable and it’s making you feel frustrated and anxious.
    Instinct – perhaps you’re blocking a task or moving forwards because it just ‘doesn’t feel right’. This might be the right course of action but you don’t know what to do next.
    You’re confused without a clear, defined plan.
    Every business owner struggles with overwhelm at some point. Client stress, work demands, to-do lists, health and exercise, family obligations – having to often be more than one person on a team … the list is seemingly endless and the priorities all seem to bear down on us. making us feel completely and utterly powerless and stuck. This also leads onto the next aspect that can make us feel stuck …
    Perfectionism. Insanely debilitating, the feeling of ‘it’s never quite good enough’ harbours so many tasks from ever feeling 100% completed.
    Oddly the final aspect of being stuck is seemingly the opposite of all of the above – laziness. We’re wired to chill. Great, but success comes from taking action, so its really important to  find the time to really relax as well as the time to work.

    So what can our readers action immediately to start ‘unsticking’ themselves and moving forwards with an element of calm and decisive action again?

    I’d encourage everyone to revamp and refresh their plans. It’s been proven that our brains sees the benefits and value of actions for longer term benefits so the more you can plot, plan and visualise the future six months, year, five years the better and more focused you’ll feel.

    We need a plan of action when it comes to business. You’d never start driving in your car without knowing where you were going to or at least having a SatNav on hand and it’s the same in business. Taking time to plan and route your way to market can give you certainty and a level of focus that keep you on track even when things seem out of control.

    Have and use lists. Know what your one key action for the day is and list the other two or three afterwards. Even if you only manage one thing a day make sure it’s the most important one that will push you forwards. Setting task lists and goals will help to overcome the notion of perfectionism by keeping your time management for the completion of tasks dialled. Collaborating with someone who can honestly critique your work and tell you when it’s fantastic, will help build your confidence to know when to stop and be proud.

    When you hear yourself saying ‘I haven’t got the time’ or ‘I can’t do this’, ask yourself: ‘is it true’? Challenge your own thoughts and you’ll reprioritise your day.

    Trust your instincts – often in business we feel as though we have to do it because it’s our business and we should. However if it’s really not feeling right for you then just … don’t! Delegate the task or trust your gut instincts and think of another way round the problem.

    Complete control is unrealistic. Accept this. It’s essential that you learn to park any controlling kind of thoughts – Covid 19 has been the perfect example of this – so much has been out of our hands and we have literally only been able to focus and control on what we’re able to within our realm. Yet people have adapted and made some extraordinary things happen. Instead of worrying about control ask yourself what does this change make possible for me and what can I action to ensure it has a positive result.

    Start journaling.Writing regulates our emotions so get any worry, stress or concerns or possible plans and dreams out onto paper. From that moment on they’re not weighing you down any more so you can be free to rid yourself of them or action them if you need to. It’s a totally safe space to access your own wisdom.

    My final tip is to always plan tomorrow before today is finished. Before you close down for the day, write your list of your key actions for the next day. This way you know exactly what your first action is as you ‘arrive’ at work. No more faffing – just action.

  • The Secret Origins of Capital Allowances

    The Secret Origins of Capital Allowances

    Unveiling the Secrets of Capital Allowances

    Back in 1946, the London Labour benches rolled out a brilliant idea to warm up Britain’s post‑war engine: capital allowances. These were designed to give the economy a turbo boost, turning downtime into dynamic growth. The 1945 Income Tax Act handed out a tax scheme that nudged businesses to rebuild and expand, encouraging fresh factories and modern machinery.

    From “Wear and Tear” to the New Age

    • 1939‑1945: The old “wear and tear” rule simply let firms deduct the apparent decline of equipment – a pretty modest approach.
    • 1946 onwards: Capital allowances stepped in, giving a generous 25% annual credit for plant and machinery – a far cry from the “fair” depreciation rates of yesteryear.

    Why Should You Care?

    Simply put, capital allowances are a tax‑cut that can shrink your bill. Rough estimates suggest that roughly 90% of commercial property owners are sitting on big rebates – think thousands, sometimes tens of thousands, of pounds waiting to be released.

    Our latest figure? £70 billion worth of capital allowances are still unclaimed. Feels like a fortune left in the dusty corners of a hallway, doesn’t it?

    Counting the Catch

    The 2012 Finance Bill is about to tighten the screws. By April, advisers must actively gather and keep track of every allowance. Any slip‑up and your residue vanishes, taking future owners along for the ride.

    Spotting the Gold

    Finding eligible assets in a commercial property isn’t just the realm of the tax wizard. Even seasoned advisors can overlook hidden treasures such as:

    • HVAC systems
    • Lighting and security panels
    • Pipework & drainage
    • Embedded electrical fittings

    Our team at Catax Solutions acted for a hospitality venture and discovered almost £400 k in savings. Here’s the breakdown:

    • £32 k – Disposal & drainage
    • £35 k – Water installations
    • £95 k – Heating systems
    • £130 k – Electrical fittings
    • £68 k – Fixed internal fittings

    Your Tax Right

    If you’ve bought or upgraded a commercial space, you deserve the tax benefit. Now’s the time to act – lock in those allowances before the next tax season rolls around.

  • Mentoring is both incredibly effective and versatile, so why is it not utilised more?

    Mentoring is both incredibly effective and versatile, so why is it not utilised more?

    There is no denying the extraordinary benefits mentoring provides for both businesses and individuals; from increasing personal confidence and motivation, to establishing a positive work culture, and increasing retention rates within organisations; the positive impacts are endless.

    Despite this, only 28% of small and medium sized businesses currently make use of mentors, why is this?

    Understanding and Industry Specialisms

    The first possibility to why mentoring isn’t more widely utilised can be down to the lack of understanding of what it is and who can benefit from it. Many tend to be under the impression that mentoring is only useful for those in certain industries such as technology or finance, yet this couldn’t be further from the truth.
    Mentoring’s versatile nature provides the ability to adapt each programme to suit even the most niche of needs. From general support and guidance to the teaching of specific skills and identifying knowledge gaps, mentoring can equip the mentee with the appropriate resources that enable both personal and career development specific to their industry or role.

    Finding a Mentor

    A further reason which could be hindering people diving into the world of mentoring is accessibility or finding a suitable mentor or mentee.  My own experience of finding it hard to get involved with mentoring allowed me to acknowledge a significant gap in the industry that hindered people from finding their mentor, and ultimately led me to set up PushFar. I wanted to create a platform that could be easily accessible to all, so everyone can reap the benefits mentoring has to offer.
    Removing the barriers to finding a mentor or mentee, even on a global scale, and driving awareness of the processes of stepping into mentoring, has been a primary goal of mine for many years.

    Time commitments

    For busy individuals, or those in senior, complex roles, mentoring may be seen as an additional time commitment, however, there are multiple types of mentoring, allowing individuals to find one that suits them and their working commitments.
    Virtual mentoring can take place anywhere, making it an accessible option as well as opening the door to a broader list of mentoring topics. For example, a specialty where those interested are geographically spread out, virtual mentoring overcomes this barrier and makes the pairing of mentor and mentee possible. Group mentoring is another brilliant way for a single mentor to impart knowledge and advice to a group of mentees, reducing the time commitments across multiple mentees.

    Types of mentoring

    A final hurdle for people getting involved in mentoring is the lack of knowledge around the breadth of mentoring options. Historically thought of as an older, senior member of an organisation mentoring a younger, junior team member, there’s actually reverse mentoring which encourages younger team members to impart their experiences, knowledge and skills. In a similar vein, peer mentoring encourages those of similar age and experience levels take turns in acting as a mentor to each other. This can be hugely helpful for creating supportive and learning systems.
    I believe the reason for why mentoring isn’t utilised more widely is due to insufficient understanding of who can use it and how to get involved. Therefore, it should be a priority for organisations across the industries to introduce mentoring as a part of its learning and development programme, helping generate awareness of its benefits for all involved.

  • Do you value PPC and SEO?

    Do you value PPC and SEO?

    This telling statistic highlights both the increasing power of digital, combined with the fact both PPC and SEO are valued marketing activities that have and are able to provide businesses with a healthy return on investment.
    For the uncertain 10% and other SME’s who may question the value of both PPC and SEO, I have pulled together a short explanation with clear benefits of both activities:

    SEO

    Not so long ago SEO was viewed as a dark art that fooled Google and other search engines into ranking a website perhaps higher than it should be.
    This has changed, and now digital marketing agencies work closely with Google to really understand its different algorithms and how they rank each and every website. As a result, this Information is then used to form an effective SEO strategy that increases the positon of a website within the Google SERPs [search engine results pages] to a rank where it is valued by both the search engine and web user.
    This increase in rank comes with the following benefits:

    Increase in brand awareness online
    Increase in web traffic with increased position
    Increase in online conversions

    PPC

    In contrast, Google AdWords is an advertising platform which offers one of the quickest routes to the top of Google – providing it is done right of course. What’s more, it has been estimated by Search Engine Land that a massive 66% of web users actually click the Google ad instead of an organic listing, which means those who don’t use Google AdWords are actually missing out on a vast proportion of web traffic.
    Like SEO, PPC provides a number of clear benefits – including the following:

    Increased brand awareness online
    Tracked online conversions
    Increased revenue
    A strong return on investment for ad spend

    With all listed benefits in mind, the cost of both PPC and SEO should be considered as a valued investment, as when implemented correctly, both activities guarantee an increase in web traffic and resulting positive ROI.
    Interested in finding out more? Join me on Thursday 31st March at Quay House, Canary Wharf where I will be hosting the first seminar and Q&A of the year – including top tips for campaign improvements and how to get you started!
    To reserve your place please book here

  • Four tips to enable you to be fully client-fit for 2021

    Four tips to enable you to be fully client-fit for 2021

    Everyone knows it’s more important than ever to keep building your business during these tough times. What’s absolutely crucial to doing this is ensuring you stay relevant to your existing client base. 

    I speak to David Das and David Armes, global sales trainers and authors of The Me Agenda: Unleash the Simple Human Truth of Selling, to focus in on four vital things to do right now to help maximise your chances of having a successful 2021. This is what they advise …

    One: Check your offer

    Just as you may have needed to change some things in your business, so have your clients. Clients are in a period of organisational re-design. Maybe they now need something different from their suppliers to match their new needs.
    What should suppliers do?
    The thing to do first of all is to ask your clients what’s different and therefore what their new needs are. Then shape your offer to fit. We get that this can be really tough, believe us we’ve had to go through this exact process! Letting go of the past way of working, finding your offer is no longer relevant, changing fundamental things…all painful learnings but learnings that have to be acted on in order to stay relevant into 2021. Finding out what’s changed in your clients’ businesses first will help to make the process at least efficient, in that you won’t be wasting your time and energy developing something that may not be valuable for them.

    Two: See if you can re-purpose what you already have

    Not every new client need means having to build a brand new service or offer from scratch. Sometimes, what you already do will just need tweaking for it to become relevant again. For example:

    Delivering it in a different way – thinking about format, timings, who it’s delivered to etc.
    Finding out what’s of most value to your clients now in your existing offer and focusing on delivering that with absolute reliability
    Re-packaging your offer and clearly communicating it, to emphasise how it helps with the new needs your client has

    The important point to take away from this is that you don’t always need to invest significant time and money in developing something brand new in order to stay or get relevant. In most cases it’s a combination of mostly elements from the existing offer with just one or two changes to become match-fit once more.

    Three: Tell people about what you’re famous for

    This sounds simple, but it takes courage. Right now we’re seeing a lot of suppliers saying to their clients ‘we can meet any of your needs’. This isn’t useful to clients.
    The courage comes in when you take your re-shaped offer, pin it to your mast and go all-out to make yourself famous for delivering it. Relentlessly campaign it. When your message is that clear, and the value that obvious, clients will understand your relevance in their worlds. And believe us, clarity and value is exactly what clients are looking for right now to help set themselves up for 2021.
    With this being so important, it’s critical to ring-fence not just investment behind the campaign, but crucially ring-fencing the right resource to do it. And by the right resource, we mean people who can run the sales and marketing effort most effectively across digital and ‘real-life’ channels. For example, we aren’t the most knowledgeable about digital, so we need someone who knows how to get our message across effectively using social media. Our ego has to be taken out of the equation!

    Four: Invest in your people wherever possible

    Even though it’s been a tough year and more restrictions are in place for the next six months at least, there have been some positives coming out of this new way of working. Working from home has led to increases in productivity, realisation that offices may not be needed after all therefore costs have been reduced, and reductions in pollution are just some benefits being seen.
    There is another side to this however, and that’s how to keep your people engaged, motivated and energised in this environment. There is a direct, proven correlation between engagement and productivity and now the novelty of the situation has gone, businesses need to find new and creative ways to keep engagement high.
    One of the things we’re hearing in our conversations with our clients is that they’re people are beginning to lose that feeling of development and progression. Without that, engagement is tough to maintain. When engagement begins to fall, then productivity falls alongside it and that means that there is a danger that client needs begin to become unfulfilled.
    What can you do to turn this around or head it off at the pass? We believe when money is tight, if you’re a leader of your business, one of the best ways is to self-develop and then pass on your learnings to your team. Likewise, encourage them to also learn and share. Learning could be about the market you operate in, the broader trends in the economy, soft or hard skill development and so on. As well as broadening knowledge and/or skillsets, it also encourages regular communication and develops a team fit for the near future.
    With these four core areas managed effectively, you have a business that is fit for 2021.

  • Unfair Dismissal: How to Keep Your Business Racing Ahead

    Unfair Dismissal: How to Keep Your Business Racing Ahead

    Got A New Unfair Dismissal Law? Here’s What You (Not) Should Do

    Hey business owners! The UK government’s latest employment amendments have hit the headlines, and they’re less about the economy and more about your employee‑costs. If your office is run by a handful of people (or a single person) the new rules could be a real bite‑size challenge.

    What’s the new deal?

    • Unfair dismissal claims are climbing 44 % this quarter—15,300 claims versus 10,600 a few months back.
    • Average compensation per claim? Roughly £4,560. Big companies may shrug, but for SMEs that’s a headline‑making expense.

    Tribunal Fees—Who’s Paying?

    • Employees now need to shell out a fee before they lodge a claim. The price depends on the claim type.
    • Simple cases (like wage deductions or redundancy) sit in Level 1 and cost less.
    • Harder cases—unfair dismissal, discrimination, equal pay, whistleblowing—go to Level 2 and carry a heftier fee.

    New Procedure: One “Pre‑Lump” Instead of Two

    • What used to be separate case‑management talks and pre‑hearing review is now called a preliminary hearing.
    • Tribunals will do a tighter paper sift to filter out weak claims.
    • They’ll push everyone toward mediation—think of it as a group therapy where the goal is to save everyone money.

    Interest & Compensation Caps

    • Unpaid tribunal awards accrue interest from the day after the judgment is sent—unless you pay within 14 days.
    • Discrimination awards will see a jump to 8 % interest from the previous 0.5 % (say hello to the new “8‑percent club”).
    • If you win a claim, payouts stop at the lower of one year’s salary or £74,200. This ceiling ignores pension contributions, in‑kind benefits, and discretionary bonuses.

    Pre‑Termination Negotiations—Your Safety‑Net

    • You can start a termination chat any time—even before an official dispute arises.
    • Claims can’t hop on those early chats as evidence—so you have a cleaner slate.

    Settlement Agreements—Same as Before, With a New Name

    • “Compromise agreements” now appear as settlement agreements.
    • They’re still legally binding, and once an employee signs, they’re barred from raising a claim.
    • Even discussions or offers that aren’t signed out of the box won’t tempt an unfair‑dismissal claim later.

    Quick Takeaway: Stay Ahead of the Game

    Consistency and transparency are your new best friends. Be up‑to‑date on evolving employment law, especially the tweaks around employee‑shareholders and Equality Act changes. Nobody likes surprises—2023 only shows the value of staying ahead.

  • Four step test to take your business to the next level post-covid from award winning CEO coach, Peter Ryding

    Four step test to take your business to the next level post-covid from award winning CEO coach, Peter Ryding

    Take ten minutes of your time to read and apply this four step test. You’ll need a piece of paper and a pen. Nice and simple. Then revamp your business offering post-covid and move forwards leading your team with absolute passion, drive and clarity.

    Peter Ryding is the man that the global brands call in when they need a new change of direction. Maybe their strategies don’t match their goals, their staff are deflated or their bottom lines don’t match their dreams. Either way, using his wealth of experience both in business and psychological insights, he works to turn these companies around, inspiring entire teams as he does so. He speaks to Business Matters and shares a quick four step test that you can do in your lunch-break that can propel your company and mindset forwards in a positive way. Without further ado, over to Peter …

    Common traits of successful entrepreneurs

    When I was a VC with 3I, we did a lot of research into what differentiates entrepreneurs who’ve got their business to a small to medium size, and they wanted to take it to the next step – some failed, some succeeded and some did it two or three times over. When we looked at it, four things emerged as a common trait of entrepreneurs who made that transition vs. those that didn’t.
    The first was what we called an outcome – this is having total clarity of the vision that you want. JFK famously said of NASA in 1960, we’re going to get a man to the moon and safely back again by the end of the decade. And then when Nixon went to Cape Canaveral in 1969 just before Apollo 13 took off, he came across a janitor and he asked him what he did. The janitor responded with: ‘I am part of the team that’s going to get a man safely to the moon and back by the end of the decade’.
    Now that is an exciting mission to be part of. My personal view of a company vision and a purpose isn’t what it is, it’s how you express it. How do you take your organisation’s mission and value-add and transcribe it to empower employees who are going to be in charge of doing the job of raising profits for you?
    Many years ago I did some work with KwikFit and at the time the guys who changed the exhausts and the tyres were called ‘grease monkeys’ by their managers. Hardly inspirational is it? So we changed the dialogue and said this: ‘do you realise that you have your clients lives in your hands? Literally. Because if you don’t do what you do properly wheels can come off and people could die. And all of a sudden it changed their mindset. So the first thing is to have a clearly defined outcome which is expressed in an inspiring way.
    Grab your piece of paper …

    Four step test part one:

    Write: O – for outcome – do you think in your organisation right now you have an exciting vision or outcome?
    Choose: very high, high, medium or low
    Second thing we discovered was how much have you fired up your workforce and all of your stakeholders, your customers, your investors? So that they are passionate about going the extra mile for you to achieve your outcome? You must articulate what’s in it for them.

    Four step test part two:

    Write: D – for desire – to what extent in your organisation right now have you got this strong desire? Choose: very high, high, medium, low
    Thirdly, how well have you defined a handful of critical things that will make all the difference. And this uses the greater rule of ’20% of what we do delivers 80% of the thing’. Now unfortunately in life and in business we tend to allocate 80% of our time on the stuff that doesn’t have much impact. So one thing that you can do and it’s something that I do as a turnaround coach, and it’s to help work out what are the 20% of all the things that will make all of the difference moving forwards.
    This is so critical now because we’re in a post-crisis state and everyone needs to be totally clear what 20% will make all the difference post-covid and then find a way of focusing 80% of all their people/resources/capital/brain space onto those 20% of things. And it turns out it’s roundabout seven.
    I’ve found, when talking to different board’s of companies, I always ask ‘what’s at the heart of your strategy?’ They either tend to say ‘Peter we focus on one thing alone, it’s customers’. And I say ‘OK, what about your shareholders, your employees, etc, etc’. It doesn’t work to just think about your customers, life isn’t that simple.
    Other companies will say ‘Peter we’re really into strategy, we’ve got 23 key strategies let me tell you all about them.’ Hold up! 23 strategies!! That doesn’t work either. Scrap 23, scrap only 1, it turns out around around seven critical strategies work …

    Four step test part three:

    Write: I – for important – how well have you defined a handful of critical things in your business that will make all the difference when delivering 80% of the value. Keep re-evaluating this over time
    Choose: very high, high, medium or low.
    And lastly

    Four step test part four:

    T – for take action – to what extent have you actually got a planned path of action to follow? Is it clearly defined to enable everyone to understand where they fit on it. Your staff need to go home at the end of the week, not only having feedback from their manager on how well they’ve done, but also knowing how their everyday activities have connected to at least two of these (up to) seven critical things. Because if they do they go home and passionately tell their friends and family how proud they are. If they don’t, their job is just work.

    Let’s crunch those numbers

    So now hopefully you’ve got four letters and each of those should now be rated.
    And now to turn this into a formula of success which is absolutely applicable for coming out of covid, convert each rating into a number as follows:
    Very high = 3
    High =2
    Medium = 1
    Low = 0
    Don’t add them together, instead multiply them. so you could have scored 81
    The fact that if you rated any of these answers at zero then your total score will of course be zero actually says a powerful amount about your weakest link, it doesn’t matter if your other answers were all good, your business will falter. If a chain is totally shiny and strong apart from one link, the whole thing fails.

    How is a lower score positive?

    Just reflect on that number, often people discover that they’ve got a very low total, sometimes between zero and twelve, that’s positive in a way because however successful your business is now, you’ve achieved that with a relatively low number. Well done! Imagine how well you could do moving forwards! If you can get your act together and move towards 81 that’s perfect timing.
    Take stock, rate yourselves in those four categories, be really honest and formulate a new plan. Anywhere you have a zero, focus on that. Go for the lowest hanging fruit, gradually you’ll raise all the numbers and gradually you’ll get to 81.
    Hop on to twitter and let us know how you scored and how you feel moving forwards @bizmattersmag

  • Time to address the stigma and do the right thing when a colleague is mentally ill

    Time to address the stigma and do the right thing when a colleague is mentally ill

    While it is good to see that mental health in the workplace is being discussed regularly on social media and in the news, we will know it is being recognised appropriately when it’s being discussed on the same basis as physical injury. For example, we will know we are dealing with the issue of mental health in a balanced way when we’re discussing it with employees on the same basis as a back injury or broken leg. Of course mental health is more complicated than a broken leg, there are no quick fixes, but the good news is that support is available.
    According to ‘Well at Work’, an initiative run by the Hammersmith and Fulham branch of mental health charity Mind, 1 in 6 employees are experiencing stress, anxiety or depression at any given time.    So it is all around us and while our default is to say some stress is a good thing, employers of all sizes need to be prepared to provide support to those who need it when the stress tips over into something acute and incapacitating.
    ‘Well at Work’ report that poor mental health costs UK businesses £1,035 per employee each year in lost productivity. This highlights how important it is to care about employee wellbeing. Keeping your people well at work is good for them and your trade.
    As a sick pay insurer whose model is based on getting a Case Manager to the absent colleague early enough to make a difference, we see first-hand how the benefits of early intervention and employer awareness can help SMEs support workmates living with a mental illness.

    The stigma is real and it’s part of the problem

    Fundamentally poor mental health is a serious illness like any other illness. Yet a lack of awareness from employers as to its seriousness and how it should be addressed can result in a situation where the person is left to cope on their own.
    With 1 in 4 people in the UK suffering from a mental health issue every year (Mental Health Foundation), one wonders why talking about it is still such a problem. But it is.
    In our work as an insurer we see situations from an objective standpoint where it is clear to us what should be done. But these situations are very difficult for the employer particularly if the individual’s colleagues are not inclined to start from a generous place.
    One of our policyholders had an employee who was diagnosed with Bipolar Disorder and there was a disturbing incident in the office. He had been off work for 5 months before we were notified of their absence, which made the task of returning the member to work all the more difficult. It was quite clear to us the employer did not know how to handle the situation.
    As well as supporting the individual, an education and advice programme was provided to the employer and a graduated return to work was agreed. Despite this, the employer made frequent excuses to delay the person’s return, making it obvious that they didn’t really want them to return to work. The employer cited opposition from the individual’s colleagues as a factor.
    First point to make is that this is disability discrimination and the employer opened themselves up to a higher level of damages in any unfair dismissal action. Evidently managers just aren’t comfortable with dealing with mental health absences. So, how can we change this?

    Employer awareness, early intervention and lots of talking is essential

    Where there is good employer awareness of mental health combined with early intervention, employees are able to overcome unforeseen life events and stay mentally well.
    Early intervention was key in a case where an industrial accident resulted in a catastrophic fatality. A nearby workmate was unfortunate to witness the tragic death of his colleague and it’s no surprise that this seriously impacted upon his mental health. He required immediate Cognitive Behavioural Therapy.
    Thanks to the employer’s awareness of mental health and the support procedures they had available, after only four weeks away from the workplace, he embarked on an 8 week graduated return to work. By eight weeks, he was back on full duties and after 12 months, he was doing really well.
    Further to the support provided to the individual, the employer implemented on site drop-in counselling sessions. This received a 50% uptake from the employer’s people and gave them a virtual tool box of information that they would be able to go away and access if they needed to.
    This just goes to show how early intervention, utilising the correct expert help and company preparation can prepare an employer to act quickly and look after their people’s mental well-being.

    You need to be prepared

    The first step is to be familiar with good resources who can provide support for people living with mental health issues. You’ll want to develop a virtual tool box of support and information that you can sign post a member of your team to. Some great organisations include Mind who are a mental health charity, Campaign Against Living Miserably who are a prevention of male suicide charity and Samaritans, who will provide confidential support over the phone.
    It would also be wise to consider embarking you and your employees on a Mental Health First Aid course provided by MHFA that will teach you how to identity, understand and help a person who may be developing a mental health issue.
    External emotional support, such as telephone and face to face counselling, should be made widely available to your people and they should be reminded regularly how and where they can access the service. At Ellipse we provide a workplace support service called Support Matters which is an integral part of our sick pay insurance product, Sick Pay Complete. Support Matters makes counselling services and advice across a variety of topics easily accessible to employees in the workplace.
    Once your people are thoroughly engaged in workplace mental well-being, another option would be to implement a buddy system. This is where an employee living with a mental illness is paired with a colleague and if that workmate notices any relevant symptoms they follow a framework to provide the appropriate help and support.
    The results of tackling mental health head on ultimately mean that your people will be well at work surrounded by understanding colleagues, your productivity levels will be maintained and you’ll be leaps ahead in reducing the stigma around mental health in the workplace.
    As a business leader, it’s up to you to step up to the mark and look after your people. Once you’re prepared you’ll set an example by being the person who never avoids talking about mental health generally or with one of your people who needs your support.

  • 5 Tips for Managing Your Time Efficiently in the Workplace

    5 Tips for Managing Your Time Efficiently in the Workplace

     

    As co-founder of Health and Fitness Travel, the leading experts in healthy holidays worldwide, Paul Joseph shares his top 5 tips on how to manage your time effectively to ensure you are productive and efficient throughout the day.

    1. Prioritise

    Prioritising your tasks can make a huge difference to your work efficiency. Once you have accumulated your week’s work to be done and prioritised anything urgent, fish out the shorter tasks and get them done first. It is much more efficient to get tasks that will take an hour here or there out of the way before tackling some longer, more challenging things. Furthermore, concentration levels vary throughout the day so designate the longer tasks for a time when you know you will be more focused and stimulated. 

    1. Plan Productively

    Planning productively is an absolute must when it comes to time management in the workplace. Without a plan of your work, organisational skills will go out the window, often resulting in you forgetting about vital pieces of work. Create an Action List on Microsoft Excel to enable you to manage your time in relation to the number of tasks you have. Plan ahead in the week by designating time frames to complete certain tasks and enjoy the freedom to manage your own work. Some tasks need doing every day, so by slotting in an hour every day designated to that particular thing, your progress is continuous rather than attempting to catch up if and when you have time.

    1. Organization

    Organization is a fundamental step in ensuring you are efficient in a workplace and one way to boost these skills is through using a calendar. Inputting information about meetings, events, deadlines or reminders to contact someone on a specific date into a calendar completely eliminates your chances of forgetting something, and therefore efficiently using your time in the workplace. Using a calendar will also increase your chances of completing deadlines early as you will be aware of future happenings.

    1. Multitasking

    Discover if you are a person who can multitask or not. If you can, then great, as you will get things done quickly, but for those of you who multitasking doesn’t come naturally do, don’t force it. If you do, chances are you will get confused with the different things you are doing at once and muddle up information, resulting in mistakes. Concentrate on one thing at a time as you will probably get things done overall just as quickly as someone who can multitask.

    1. Ignore distractions

    Everyone has that one type of distraction – a mobile buzzing, online newspapers, online chats or even a co-worker bothering you. In reality, we can’t change the number of things that interrupt us but we can change how we deal with them. Switching off a mobile phone is the easiest way to eliminate distractions, which nowadays will also banish online chats as well. Ignoring as many distractions as possible will result in much higher concentration levels and productivity. 

     

     

  • The Magic of Kindness:  the ripple effect

    The Magic of Kindness:  the ripple effect

    Henry James, a renowned author, once profoundly stated, “Three things in human life are important. The first is to be kind. The second is to be kind. And the third is to be kind.”

    These poignant words underscore the immense significance of kindness in our existence, emphasising its profound impact on our overall well-being and the broader fabric of society.

    Why Are Some People Unkind?

    There can be various reasons why people act unkindly towards others and here are some possible explanations for unkind behaviour:

    Lack of empathy: Some individuals may struggle to understand or share the feelings of others, which can result in a lack of compassion and kindness.
    Insecurity and low self-esteem: People who feel insecure about themselves or have low self-esteem might engage in unkind behaviour as a way to feel better about themselves or to assert power over others.
    Socialisation and environment: People’s behaviour is shaped by their upbringing, cultural norms, and social environment.
    Lack of awareness or understanding: Some people may not be aware of the impact of their actions or words on others.
    Frustration and stress: When people are overwhelmed by stress, frustration, or other negative emotions, they may lash out at others as a way to cope or release their pent-up feelings.

    Why We Should be Kind?

    Kindness serves as a cornerstone for establishing and nurturing robust relationships. When we embrace kindness and extend it towards others, we foster an atmosphere of trust and security that facilitates the development of deeper connections. By genuinely caring about individuals, we create a space where they feel comfortable opening up, sharing their thoughts, and expressing their emotions.
    Kindness is rooted in empathy, the ability to understand and share the feelings of others. When we are kind, we show compassion and concern for the well-being of others. This fosters positive connections and relationships, and it helps create a more harmonious and supportive society.

    Ripple Effect

    You will find that kindness has a ripple effect. When we act kindly towards someone, it often inspires them to be kind to others as well. It sets off a chain reaction of goodwill and can make a significant difference in someone’s day or even their life. Small acts of kindness can have a huge impact.

    Healthy Relationships

    Kindness is the foundation of strong and healthy relationships. When we are kind to others, we foster trust, respect, and understanding. It helps create a positive and supportive environment in which people feel valued and appreciated. Kindness strengthens social bonds and promotes cooperation and collaboration.

    The Emotive Power of Kindness

    Beyond the interpersonal realm, kindness wields a transformative power that influences our own emotional landscape. It engenders a host of positive emotions, such as happiness, gratitude, and compassion. These uplifting sentiments, in turn, contribute to an enhanced sense of well-being and a more optimistic perspective on life. Through acts of kindness, we not only uplift the lives of those around us but also nurture our own inner growth and contentment.

    Fostering Understanding and Harmony

    The influence of kindness extends far beyond individual interactions; it holds the potential to reshape societies plagued by negativity and division. When we choose kindness as a guiding principle, we dismantle barriers, foster understanding, and pave the way for a more harmonious and peaceful coexistence. Each act of kindness can become a catalyst for positive change, inspiring others to follow suit and perpetuate a ripple effect of compassion and benevolence.

    Choosing Kindness

    Kindness, therefore, transcends being merely a pleasant gesture; it assumes a central role in cultivating a rich and purposeful life. By consciously practicing kindness in our day-to-day existence, we forge stronger bonds, experience heightened happiness and well-being, and actively contribute to the creation of a more positive and harmonious world for all.
    On 23 November, it was World Kindness Day but every day should be WORLD KINDNESS DAY.

  • My data protection predictions for 2021

    My data protection predictions for 2021

    In my last column, I looked back at 2020 from an information law perspective. It’s safe to say that no-one would have predicted a year like 2020. And so it’s with some trepidation that I look forward to what we might expect in the year to come.

    Inevitably, some of the trends that we saw in 2020 will continue. Despite positive news about the development of several vaccines, COVID will be with us for the foreseeable future. And as vaccines are rolled out, and testing improves, we may see novel information challenges. Will businesses start asking customers to provide proof of vaccination as a condition of service? Will the Government choose to issue the lucky ones with vaccination certificates? These scenarios will continue to test our data laws in 2021.
    But if 2020 was all about COVID, we can’t look ahead to 2021 without talking about Brexit. For the second time in a little under three years, the UK’s data protection laws are being re-written. From 1 January 2021, the UK will no longer be required to follow EU law. The GDPR, as a European regulation, will no longer automatically apply in the UK. Instead, we’ll all need to get used to talking about its successor, the UK GDPR. This will be especially challenging for UK-based businesses which offer goods or services directly to consumers in the EU, as they will need to continue complying with the EU GDPR for their EU-based customers while adapting to the new UK GDPR for UK customers.
    The good news is that the UK GDPR looks a lot like the EU GDPR. In fact, it’s largely a cut-and-paste job, with minor changes to replace references to the EU with the UK and to remove the requirements around international co-operation and the ICO’s international role. The one exception to this is around international data transfers. In my last column, I mentioned the judgment in the Schrems II case, published last July, which led to the demise of the EU-US Privacy Shield. Unfortunately, things are going to get a lot more complicated in 2021. UK-based businesses that have customers in the EU, or which use service providers based within the EU, will need to get to grips with the new rules on international transfers. As the UK will no longer be part of the EU, data transfers from the UK to the EU, and from the EU to the UK will be subject to new restrictions, the former contained within the UK GDPR and the latter in the EU’s GDPR. And this could be subject to last-minute changes should there be a trade deal between the UK and the EU.
    Looking a little further ahead, the two sets of laws will inevitably drift apart. We had a small taste of how that might work in December when the UK Government announced its Online Harms Bill and then a day later the European Commission announced plans for a Digital Services Act. These two very different legislative plans share a similar objective of regulating the US big tech giants. Expect to see more of this type of duplication.
    In addition, we have a Brexit government. One of the stated purposes of Brexit, if you can remember back to 2016, was to take back control of our laws. And many of our information laws are heavily influenced by European law – not only data protection but also the Environmental Information Regulations and the Re-use of Public Sector Information Regulations. So what might the UK Government do when it is no longer constrained by EU law? We don’t know but don’t expect to see a significant shakeup, at least in the short term. I don’t sense any big appetite for change, and there will be a lot of competing priorities in 2021.
    Nevertheless, as a data protection lawyer, I would be the first to welcome improvements to our data protection laws. As they stand, they are overly complex, difficult to interpret and largely impenetrable for the majority of people. Businesses struggle to apply them to everyday situations and are often at the mercy of bad advice, which does nothing to improve compliance but can cost a fortune. There’s a lot of room for improvement, without necessarily reducing the rights for individuals or security of data. But perhaps that’s a topic for another column.
    Lastly, we will see a change of Information Commissioner in 2021. Elizabeth Denham’s five-year term in the post comes to an end in July 2021. The ICO is now a big and powerful regulator, but it remains on one level the personal office of the post-holder, with the ICO’s priorities and approaches a reflection of the incumbent Commissioner. While we don’t know precisely in which direction the new Commissioner may choose to take his or her office, we can expect a change of emphasis as the new appointee seeks to make their personal mark in 2021.
    Of course, if it’s anything like 2020, you should expect the unexpected in 2021!

  • Send Me A Proposal: 7 Things You Must Do First

    Send Me A Proposal: 7 Things You Must Do First

    If you follow these tips below, you and your team won’t get caught in that trap – and will not only convert more sales opportunities, but also be able to prioritise your time and have more idea which are likely to convert the fastest, for the most money.

    So let’s have a look at the 7 things you must do, before sending that proposal.

    Andy’s Tip No 1 – Establish Full Specification Of The Project

    Most salespeople will get the majority of the specification down, but some have to call back a second time to get things they forgot, or that their colleagues tell them will be needed in order to produce an accurate quotation or proposal.

    You can imagine the impact this has on the prospect.  If you’re in a competitive market with other people pitching for the work, you’ve put yourself on the back foot before you’ve even started.

    Andy’s Tip No 2 – Establish Why Now and Why You?

    These two areas are essential areas to question around in every sales opportunity – you need to establish early on in your sales conversation how serious they are, and how serious the project is.  Even more important however is getting the why you bit answered.

    The aim here is to uncover both the buying motivation, and also what chance you have of picking up this business. Remember – the fluffier the answers to the questions you ask here – the less likely you are to win the work!

    Andy’s Tip No 3 – Establish Decision Makers and DM Process

    Failure to establish the decision makers involved will mean that you could go all the way through the process, and then fall at the final hurdle as someone else comes in to influence the buying decision that you weren’t aware of.

    Once you’ve identified the decision makers, you can then decide your approach for engaging them.  You also need to identify the process they’re going through in order to make the decision.  If they’re cagey about the process this time, it might be that the person you’re talking to is low-level in the organisation.  In which case, simply asking about a previous process for similar projects will uncover most of what you need to know.

    Andy’s Tip No 4 – Establish Their Other Options

    Asking about the other options they’re considering will usually set the platform for you to get information about other potential suppliers/vendors.  It will also get you vital information about alternative competition – either them finding another way to achieve the results they want, doing it themselves in-house, or not doing it at all.

    Andy’s Tip No 5 – Establish Their Timescales

    Another area you need to question around is their timescales.

    Most salespeople make the mistake of only finding out about when the clients want to implement the project, or when they need to take delivery of the product.  If you only get this timescale then you’re missing out on something that’s potentially more important.

    Make sure you understand the timescales they have to buy in order to give yourself the best understanding of how to handle the proposal, and give yourself the best chance of winning it.

    Andy’s Tip No 6 – Establish Budget Or Funding

    It’s vital in any sales opportunity, let alone a proposal situation, that you identify budget or funding as early as possible.  As most decent-sized projects require money from someone’s budget, or the company to have thought about how they’re going to pay for it, failure to identify this can mean the project stalling at the last minute – when you’ve put lots of time and effort into it.

    Make sure that you’ve got the budget area covered and you’ll reduce the risk of the project being put on hold, or shelved – plus it may also bring to your awareness other people involved in the buying process that you weren’t aware of.

    Andy’s Tip No 7 – Establish Commitment

    This is the final and most important part of any sales situation, and even more vital at proposal stage. Now for those of you with a short sales cycle, you could also think of the word closing here.  For those of you on longer sales cycles, usually with higher-value items or projects at stake, think about gaining commitment to the next stage and to yourself and your company.

    Failure to get commitment to the project and/or next stage and also to you and your company will mean that you’re likely to be disappointed when it comes to announcing who won the business and who lost it.  So gain commitment to ensure you end up in the winner’s enclosure.

    So, make sure you take action on the above and the best of luck with your sales!

  • Is it last orders for the traditional office party?

    Is it last orders for the traditional office party?

    ‘Tis the season and everyone in the office is looking forward to joining their colleagues and clients for lots of festive fun at the annual company Christmas party…or are they?

    Step Off the Boozy Office Party Track

    For many, the office party in December feels like it’s just part of the holiday tradition—think boom! festive tunes, canned joy, and a touch of that “where’s my water bottle?” habit. But the usual bliss is losing its spark, and here’s why the whole scene is changing.

    Rising Coffee Power

    Workplace caffeine mobs are now more common than cocktail clinks. Zoom drinking? Nope. Instead, “Morning brew‑party” is taking the stage—pours that actually keep you productive over dirty smoothies.

    More Everyone Wants Their Own Style

    People are demanding different, inclusive gatherings. Not all “office folks” are ready for a booze‑filled night—some want a chill music session, a skill‑share workshop, or a potluck that doesn’t push your wallet.

    Modern MPLs—The Office’s Soundtrack

    In the age of streaming, random Spotify playlists have outshone random whiskey bottles. You can now watch your office ‘party’ live-stream with a playlist for the good, bad, and oddly fun moments.

    Work Talks With Stakeholders

    The boss, if not your manager, is rolling out the office fan (or a heartfelt toast?) as they chat with stakeholders. The focus is on productive collaborations and not just an “extra drunks’ brunch.”

    Company Budget & the Responsible‑Menu Push

    Instead of diving into liquor and expensive snacks, companies are leaning towards less pricey, higher quality coworking slots such as coffee or tasty treats. The result: no nights are wasted on unfinished parties that suit other tastes.

    “Is the Party Happy? Is it OLB?”

    All in all, the December office party is coming in brand-new, revamped, clean, and now inclusive as a workplace with a fun and good vibes, high staff satisfaction.

    Mocktails over cocktails

    Workplace Parties Are Going Booze‑Free—And That’s Cool

    Fortune magazine has reported that a neat 20 % of office gatherings this year are running without a single pint. And apparently three‑quarters of Gen Z employees are serious about the health knock‑on effects of alcohol, leading HR departments to rethink their customary “raise‑a‑glass” celebrations.

    It’s not just about the “fun police” or Gen Z’s refusal to mix a martini with a meeting

    People throughout the corporate world have been dropping their drinks for a variety of reasons. Whether it’s a commitment to personal well‑being, religious beliefs, or simply a love for watermelon smoothies with a splash of lime, the number of kick‑back events that don’t involve a cocktail is growing.

    What’s the real deal?

    Work‑place celebrations are evolving because managers are realizing that a few rounds of “slosh‑and‑spin” can turn a productive holiday into a “post‑event haze” that leaves employees groggy for days. In short, parties that keep people sober do the job better and keep the whole day enjoyable.

    More than just a trend, it’s a shift toward good business practice

    Even people who’ve always leaned toward a celebratory drink aren’t being forced to down a glass. The move is simply about offering inclusivity and catering to the full spectrum of personal preferences while keeping the good vibes high.

    So whether you’re the kind of person who drinks to loosen up—or the one who likes to stay sharp after the deck has shuffled—today’s entertainment will let you celebrate without the unwind into a liquid pan‑couch. And that means we all get to enjoy a fun night in… just not the type that says “eat more pizza, stay off the dance floor, and we’ll still have a blast!”

    New outfit?

    Why Office Christmas Parties Are More About Your Wallet Than Your Wardrobe

    Believe it or not, that fancy glittering sofa and the mistletoe at your office Christmas party might actually be a money pit in disguise. For a lot of folks—especially the junior crowd—the costs add up faster than you can say “Jingle Bells.”

    Outfit Overhaul

    • New attire? You’ll need to upgrade from your regular hoodie to something that earns you three business‑class smiles.
    • Accessories? Diamonds, pearls, or the cautious “just a band” you’re trying to pull off? Every extra sparkle counts.

    Transport & Travel Tango

    • Taxi to the corporate glam spot? Those #25 tickets can quickly turn into a money‑saving nightmare.
    • Accommodation? If the vendor works from the same office, you might pay a room rate, but there’s always that “All-You-Can-Drink” guest list twist.
    Quid Pro Quo: The Drinks Dilemma
    • Bar tab runs out. Suddenly the “buy me a drink” seems like a desperate plea for a paycheck bump.
    • Leisure consumption. When the reality hits that you’re spending more on booze than you actually earn from those new holiday gifts.

    Bottom line: While the office Christmas party aims to give you a good Friday mood with festive feels, for many of us it’s a hidden holiday hustle—a place where your credit card keeps one giggle further than your boss gives a pep talk. So next year, maybe try a virtual jolly celebration or brag about that entrepreneurial flair that saved your bank account from an ice‑cream sale spree.

    Out of hours

    Say Goodbye to Midnight Work & Hello to Work‑Life Wins

    All of us who juggle family duties or who have a habit of soaking up too many work hours know that another late‑night grind is a total no‑no. But what if you could replace that late‑night dread with something that actually lifts the whole team? A splash of gourmet lunch or a hands‑on daylight adventure can do the trick.

    Why a Day‑time Treat Beats the Late‑night Burn‑out

    • Family‑Friendly: Teams get to enjoy meals or activities that everyone can join, no matter how busy the parents are.
    • Instant Energy Boost: Fresh indoor or outdoor apps stimulate creativity – no more erasing the midnight slump.
    • Equal Opportunity: Employees who can’t work late can still be part of team bonding.
    • Happy Work Culture: When the team steps out together, morale spikes.

    Ideas That Work (Literally)

    The “fancy lunch” might just be a potluck breakfast or a pizza‑party brunch. And the “experiential day‑time event” can be a simple escape room, a city scavenger hunt, or a spontaneous group hike. Pick something that doesn’t eat into your project deadlines but still makes people laugh and feel connected.

    Bottom Line

    Instead of piling more hours onto everyone’s plate, flip the script. A bright‑colored lunch or a fun daytime outing can replace the dreaded clock‑talk for your team, and that’s a win for everyone.

    Sleazy business

    Why Some Folks Sidestep the Santa‑Sia at Work

    Hey there, holiday wanderers! Ever wonder why a handful of employees are ditching the office Christmas bash? According to legal platform Valla’s latest survey, one in ten workers are choosing to skip the season’s biggest social event to steer clear of unwanted flirty vibes.

    The Classic Office Holiday Mishaps

    We’ve all heard the whispered tales—the slightly too‑intense glass‑to‑glass clinks, the awkward dance floor scenes, and the occasional “hot‑spot” that turns a cheerful gathering into a cautionary tale.

    • Drunken Debits – Alcohol can turn a polite to “Nice try, champ” into a “I’m not that lucky.”
    • Festive Fiascos – The line between ‘fun’ and ‘uncomfortable’ can blur faster than a glitter sparkler.
    • Unexpected Attention – Not everyone wants to spend their holiday in someone’s arms, and some awkward elbows at the office can feel like the gingerbread cookie of countless mishaps.

    Let’s Break It Down

    Why the 10%? You might wonder:

    1. Work‑place Dynamics – In a place where a coffee break is a min‑second chance for mischief, the holiday party can become a playground for unwanted advances.
    2. Personal Comfort – Some folks simply prefer their joy in the quiet of their living room, Netflix, not the buzz of “S’eh, team, anything happening at Baphomet?”
    3. Proactive Prevention – Skipping the party is a clever, quiet strategy to stay safe and their own emotional well‑being.

    What’s the Bottom Line?

    While our corporate soirees might be a lot of fun, they’re not always the best way to celebrate. Many modern employees are choosing to put their safety first, realizing that a safe space is a happy space. The reason? The festive feeling should never come at the cost of our personal comfort.

    So next time you’re planning the holiday party, remember that you’re the boss of your own merriment. Keep the vibe light, keep the comfort solid, and keep that holiday cheer flowing… even if it means staying home with a cozy fireplace and a steaming mug of cocoa.

    Duty of care

    Raising the Bar: The Worker Protection Act 2023

    Picture this: it’s the 26th of October, and the Worker Protection Act 2023 hits the streets of the UK. Suddenly, every employer is handed a mission‑critical brief – stop sexual harassment before it slips into the office or the after‑work festivities.

    Why the Shake‑Ups Matter

    • From “just a joke” to real harm: A risqué comment or a drunken slip isn’t a harmless side‑story.
    • It’s not just about the individual: The ripple can sweep your entire organization, touching both people and profits.
    • In the era of Employee Tribunals: If the law says you’re not doing enough, the penalties jump—think 25% extra compensatory awards.

    Wins and Losses

    Before the Act, missteps were often brushed off as “just banter.” Now, the stakes have shifted. Companies that fail to up the game can see:

    1. Reputational damage that tarnishes brand perception.
    2. Higher financial penalties, potentially inflating legal payouts.
    3. Internal morale downturn, as colleagues feel unsafe or unsupported.
    Bottom Line

    Let’s get real: workplace safety is about respect, responsibility, and an honest council of actions. The new law isn’t a fluffy rule—it’s a hard‑looked guard that stops questionable conduct before it even starts. Fail to comply, and you’re risking more than just a friendly word of warning—it’s a full‑scale upgrade in how you pay up, both in terms of reputation and the bottom line.

    Striking the balance

    Keep the Party Vibes Alive—Reward Your Team!

    It doesn’t matter what your year‑end itinerary looks like; the real focus should be on celebrating the people who made it happen. When the calendar flips to December, it’s the perfect moment to let everyone know that their hard‑earned victories deserve a big, joyous shout‑out.

    Forget the Boring “Do’s & Don’ts”

    • Say yes to a friendly, inclusive atmosphere.
    • Respect everyone’s space and vibe.
    • Look out for each other—no one should feel left out.
    • Show pride in what you’ve achieved, both personally and professionally.

    Culture Change Takes Time—Not a Last‑Minute Fix

    A shift in workplace culture isn’t something you can flip a switch on and expect people to instantly get it. It’ll take consistent effort and thoughtful planning—so don’t wait until the office lights dim to start the change.

    Why Long‑Term Awareness Matters

    Even if you thought your words were meant to boost morale, they could come across as intimidating, hostile, or even humiliating. That’s why it’s vital to:

    • Understand how your comments are perceived by all team members.
    • Be proactive in addressing potential misunderstandings.
    • Ensure every interaction, inside or outside the office, stays respectful and inclusive.
    Equipping Your Team for the Unwanted Snags

    Equip your crew with the tools to handle unwelcome advances or shady behavior from clients and third‑party contacts. Everyone should feel safe, so a simple guide on “What to do if something feels off” can go a long way.

    Get the Expert Edge—Stay Compliance‑Ready

    Invest in professional guidance to embed this new mindset across your organization. Not only does it help meet the latest legislation, but it also lowers risk—whether you’re in the middle of a holiday party or just running the daily grind.

    Bottom line: Celebrate, stay inclusive, and keep the vibe positive all year round—because your people are the real heroes of the season.

    Check please!

    Is Your Annual Company Party Actually Worth the Cha-Ching?

    We all know that throwing a fancy corporate shindig can drain the coffers. If the headcount at your yearly office soirées starts to feel like a deserted dance floor, it might be time to peek around and ask: are the usual booze‑filled festivities really hitting the mark?

    One quick way to find out is an anonymous team survey—a low‑risk, high‑value tool for gauging how people actually feel. You can’t satisfy everyone every single time, but when staff feel heard, the entire company culture gets a serious boost, and employees stick around longer.

    Choosing the Right Event—Your Culture’s Secret Weapon

    According to Australian research firm Corporate Challenge, a staggering 85 % of employers say that Christmas parties can lift morale, and 96 % of attendees reportedly feel less likely to quit the next year. In short, if the turnout is wobbling, it may be a red flag for disengagement.

    Maybe It’s Time to Shake Things Up

    Why not abandon the annual bash entirely? A recent craze‑central poll found that a whopping 57 % of people aged 16‑34 would prefer to see the entire party budget donated to charity. Even better, rewriting the reward system—throwing in a financial perk instead of a night of revelry—could win even more hearts.

    Bottom line: stop treating the party as a ritual, and start treating it as an opportunity. If you can make your celebration reflect the values and desires of your staff, it’s not just a polished event—it becomes a real morale‑mover that keeps the team together and the retirement plans on track.

    In summary

    Year‑End Rewards: Let’s Make It Cool

    Why Celebrate Right

    Putting on a suit of sparkling confetti for every employee can feel a bit much. It turns out that not everyone wants to wake up with mistletoe in hand and kebab braiding their hair. As a business leader, the key is to reward year‑end efforts in a way that matches your culture and your team.

    What Makes It Work

    • Keep it Personal. Everyone has different vibes – maybe a quiet coffee binge or a loud karaoke night works better for some.
    • Respect Boundaries. No one should feel cornered into a tradition they’re not comfortable with. Offer choices, not mandates.
    • Celebrate Without Regret. Make sure fun is safe and guilt‑free – the day after an office cocktail should feel like a day‑after coffee.

    Ideas to Try

    • Grab an eggnog & cider tasting session – no knobs needed.
    • Host a virtual escape room that sidesteps the holiday hassle.
    • Create a ‘loyalty jar’ – toss a thank-you note or a small gift into it to collect under the tree.

    Final Touch

    When you give recognition that matches people’s preferences, the holiday spirit feels like a cool breeze, not a smog of forced cheer. So, raise a mug, no need for mistletoe—just a warm “Nice job, everyone!” and a splash of humor to keep the spirit lively.

  • Discover Your Happy List—Beat Work Stress and Thrive

    Discover Your Happy List—Beat Work Stress and Thrive

    Breaking the Stress Cycle: How Office Workers Are Raising Their Spirits —and Their Spirits

    Right now the corporate scene feels a bit like a rainy day in a dusty office park; yet surprisingly, 30 % of folks feel less debt‑driven and more financially carefree. Covid‑era money woes, health worries, and other “big‑fat” problems are all down to roughly 17 % of the mix, so the big question remains: how are employees finding their footing in this maze of worries?

    What’s the binge? 57 % sip after the 5‑O clock, and 14 % reveal they’re drinking AT work!

    Picture this: I once walked into the men’s lavatory, and the walls were lined with a secret stash of neat vodka bottles. A few weeks later, a sales rep’s desk shipped a “lemonade” that was in reality a bottle of Thunderbird—whistle‑blowing aromas with the phone glued.  A gut‑kicking, “whoa Pandora’s box?” moment.

    At the heart of it: the survey shows you weren’t nearly as ready for hidden alcohol sprees, but a staggering number still choose bourbon or gin to unwind.

    Mind’s CEO, Paul Farmer, Says Stress Is the Silent Killer

    • Workers still grapple with high stress levels, hurting both physical and mental health.
    • One in six employees are already feeling distance‑lagged by “depression, stress or anxiety.”
    • Managers confess: they need proper training to help its workforce, yet corporate budgets just don’t add up.

    “We’re being reckless with our mental health,” Farmer notes. “The answer is to equip managers with support tools rather than just handing out coffee breaks.”

    Carnegie Mellon’s “Happy List” Idea: A Psychological Hack

    What if you wrote down a “Happy List” before each workday? Think of it as your personal Motivational Planner—yes, with a dash of gratitude and a sprinkle of family‑first positivity.

    • Writing down friends, family, or simple joys can actually boost problem‑solving—Google’s hidden stock.
    • Dr. David Creswell, an associate professor turned therapist, says self‑affirmation can amplify creativity and clear insight for stressed minds.
    • He calls it a re‑frame: Identify the adversities, weigh the beliefs that shape them, and finally appeal to the emotional living.

    When you jot these down, you see the stress in plain view—so you can tackle them, not just dodge them.

    Other Everyday Traps and Quick Fixes

    • Trigger Spotting: What’s pushing your buttons? Find the underlying beliefs and the step‑up that fuels the stress.
    • Beware of thinking traps: only focusing on the negative, mining “should‑a” lists that inflate your workload.
    • Swap them out with counter‑mechanics: a quick walk, a stress‑dog‑classified, or a simple laugh track.

    When you respect those triggers and respond with quick coping strategies, you are essentially building resilience—both as you and as part of the team.

    Workforces: The Lure of Loyalty & Leadership

    Three out of five employees say: If their employer helped address mental health, they would stay loyal, stay motivated, and stay committed. The real question: is your workplace taking action?

    We can guide you: strengthen resilience, swap stress into smiles, and turn the office into a place that supports emotional growth.

    Contact us:
    www.threedomsolutions.co.uk — Follow on Twitter: 3domSolutions (no fancy JS, just good vibes).

  • How can employers support employees' mental wellbeing?

    How can employers support employees' mental wellbeing?

    With “National Stress Awareness Day” around the corner (2nd November), employee health and wellbeing should be at the top of organisations’ agendas. In the era of remote working and high employee turnover, mental wellbeing is not just seasonal but a year-round concern.

    A 2023 report by the Chartered Institute of Personnel and Development (CIPD) and Simplyhealth on health and wellbeing at work found that mental ill health is the top cause of long-term absences, and 76% of organisations report some stress-related absence. Heavy workloads and management style were the most common reasons for stress.

    Employers’ legal duties concerning employee wellbeing

    Why Employers Should Treat Your Brain Like the Gym Floor

    Hey, bosses! It turns out you’re not just responsible for the workspace lights and coffee supply—you’re also in charge of keeping our minds happy, healthy, and productive.

    Two Big Rules You Can’t Ignore

    • Duty of care: Seriously, make sure we’re safe, both physically and mentally.
    • Equality Act 2010: If a mental health problem sticks around for 12 months and seriously hampers everyday life, you’re dealing with a disabled employee.

    What “Disabled” Actually Means

    Think of it as a fancy word for significant restrictions—like trouble concentrating, awkward social interactions, or tough decision‑making. It’s less about a quick hiccup and more about a long‑term roadblock.

    What You Can Do Today

    • Adjust the hours: Let them work when they’re most alert.
    • Shift the duties: Skip the stuff that triggers pain or anxiety.
    • Provide gear: Some people thrive with special equipment—yes, the ergonomic chair counts.

    Even If It’s Not “Disabled” Yet

    Got someone nodding off at the office? A “soft” mental slump? Still work with them. Small tweaks—like creating a daily learning map or a quick check‑in—can make a huge difference.

    Bottom line: Good vibes lead to great results. Treat your team’s mental health as seriously as you treat their office umbrellas, and you’ll win the loyalty and productivity wars long before anyone else does.

    Support organisations can offer

    A happy, healthy workforce is undoubtedly more productive than a stressed-out one.
    Organisations should proactively prioritise mental wellbeing and support for employees to comply with legal duties while improving staff morale and productivity.
    Some examples of steps organisations can take are:

    Find out what employees want and need. You can collect this information via employee surveys and polls or open forums and conversations. Questions in the survey could range from “Do you feel supported by your immediate supervisor?” to “What resources do you wish were available?”.
    Signpost the resources available. This could be with posters in the office, via the intranet or internal emails, and ensuring that the induction process covers wellbeing initiatives.
    Ensure any Employee Assistance Programme details are readily available and confirm the nature of that assistance. For example, this might be support or counselling because of financial worries. With the festive season approaching and the ongoing cost of living crisis, many employees’ mental health may be affected by financial concerns.
    Have trained mental health first aiders. Their purpose is to ensure staff know who to go to if they need or want to talk, to signpost people to resources and to be the first port of call for someone who doesn’t know where to start if they are feeling overwhelmed.
    Develop clear policies – such as a Stress at Work or Employee Wellbeing policy – and publicise these. Make sure they are easily accessible and provide training on them.
    Look out for signs of poor mental health at work, such as increased sickness absence, being late to work or poor working relationships with colleagues. These signs can be more challenging to spot when employees are working from home, so it is important to encourage frequent conversations between employees and their managers. With remote working becoming more prevalent, offering virtual mental health resources or online community spaces can be beneficial.
    Finally, organisations should also think about how they can measure the effectiveness of their policies and initiatives. KPIs could include reduced absenteeism, higher employee engagement scores, or positive feedback on internal surveys. If the level of take-up of services offered is low, consider how to improve this.

    By following these tips, businesses can prioritise mental wellbeing and help foster a more productive and harmonious work environment.

  • Achieving the Perfect Harmony in Digital Marketing

    Achieving the Perfect Harmony in Digital Marketing

    You have your website in place. Your SEO is in order. You’ve got blogs written and published – about all the right topics.

    Ready to Roll Out Your Social Media Super‑Plan?

    You’ve hustled hard, built a decent following, and your accounts are now live. The next step? Unleash a digital marketing campaign that actually makes clicks turn into customers.

    Getting the Balance Right … Not Overloading Your Wallet

    Jumping straight in and trying everything at once is like buying a whole toolbox when you only need a screwdriver. Before you dive in, keep a few things in mind:

    • Feasible Goals – Know what you can realistically achieve with the time and money you have.
    • Customer‑First Mindset – Every action should answer a question your audience is asking.
    • Deliverables Within Limits – Plan something you can actually pull off without burning out.

    When you focus on what matters most, the results will follow.

    Which Channels Will Hook Your Customers?

    • Your best foot on social: The platform where your audience is already hanging out.
    • Past success test runs: What worked before, and why.
    • Competitors’ moves: Take a quick peek at their playbook.
    • Broader business strategy: Ensure your social rhythm aligns with the whole marketing chorus.

    Stick to a Winning Formula – Not a Scattergun

    Rather than trolling every single feed, choose five complementary tactics and give one element a full sprint. For example,

    • SEO & Blogging
    • Social Media Posts
    • Targeted Email Kicks (not generic blasts)
    • Press Releases (when they matter)
    • Influencer Partnerships (if that’s your audience’s vibe)

    Not all of these will be a fit for every brand, so test a handful that resonate with your niche.

    Quality Over Quantity – The Email Debacle

    Those “mass e‑shots” that slide straight into inbox trash cans? They’re a real waste if you’re hoping to convert. Instead, treat your email list like a precious deck of cards:

    • Focus on existing customers and those who know you.
    • Send nothing more than a hand‑picked message that feels personal.
    • Skip buying random contacts; it’s a money‑mismatch recipe.

    When you nurture the right people, you’ll see less spam complaints and more sales.

    Need a Hand?

    If the next step feels like fog, give us a shout. We’re ready with a quick coffee chat and a no‑obligation discussion about how to build a strategy that works for you. At Gravity, our combined 60 years of digital marketing know‑how is just a call away.

  • Cracking the Code: How to Value Your SME During Turbulent Times

    Cracking the Code: How to Value Your SME During Turbulent Times

    Most SME owners who were planning on selling their business in early 2020 were forced to put their plans on ice when the pandemic hit.

    Is It Time to Sell Your Business in a Volatile Market?

    Since the markets have been as bumpy as a rollercoaster, some small‑enterprise owners have felt the chill in their pockets, while others have been riding the high tide. If you’ve watched the numbers and feel the wind shifting beneath your feet, you might be asking yourself: should I now grab the opportunity and take the plunge?

    Why You Should Get the Numbers Early

    • Don’t Wait Until the Chaos Escalates. The sooner you know what your shop is worth, the better you can strategise.
    • Keep It Simple. Most owners think the valuation process costs an arm and a leg, but that’s simply a myth. With a clear, straight‑forward approach, it’s more like a walk in the park than a hike on a mountain.
    • Get Real About the Value. Knowing your business’s worth means you can negotiate with confidence instead of guessing in the dark.

    Pricelessness of the Business: The Financial Reality

    Your venture’s worth is basically the current value of the future cash that its operations will generate. For small businesses, the go‑to yardstick is EBITDA – that’s earnings before interest, taxes, depreciation, and amortisation. In layman’s terms, think of it as the clean, real earnings that the company actually brings in.

    Why EBITDA?

    • More Trusted. It strips out the noise (interest, tax, depreciation) so you see the pure profit.
    • Cash Flow Indicator. Revenue equals the cash that flows into your business, which matters most when you’re looking to monetize.
    • Widespread Use. Dealmakers and investors love it because it gives a comparable, universal snapshot of a business’s financial health.

    How It Works

    Think of it like a weather forecast: you use yesterday’s data to predict tomorrow’s clouds. Similarly, most valuations multiply a company’s past EBITDA or projected future EBITDA by a market‑derived factor. That factor is a way of saying, “if a similar shop sells for ten times this amount of earnings, that’s what yours should fetch.”

    Key Takeaway

    If you feel the wind of uncertainty nudging you toward a sale, it’s worth aiming to keep the process straight and simple. Get the numbers early, understand what your EBITDA tells you, and you’ll be set up to strike the right deal – no juggling flaming swords involved.

    Calculating EBITDA multiples

    How to Nail Your Company’s Value Using EBITDA

    First, you’ll need a solid EBITDA figure – that’s earning before interest, taxes, depreciation, and amortization. Think of it like the gross mood rating of your business.

    Step 1: Hunt Down the Market Multiples

    Put on your detective hat and poke around the public exchanges tuned to your industry. Look at what salespeople are offering for companies just like yours – usually expressed as a “x‑time” multiple of EBITDA. For a quick peek, you can also tap into Pomanda, the handy platform I chair.

    While you’re at it, maybe give an accountant a shout or chat with a finance guru for that extra “yes‑you’re right” vibe. But first, get your own research in order – it’s empowering and makes negotiations less guesswork.

    Step 2: Apply the Multiple

    Once you know the range—say peer firms are trading at 7‑12x—plug your numbers into that range. This will spit out a valuation window for your own company.

    Three Things That Move the Needle

    • Confidence in Your EBITDA: If you’re shopping the historic data, be crystal‑clear about every cost and justify dropping any one‑off expenses. For future forecasts, the closer you are to hitting those numbers—and keeping your budgets in line—the more buyers will trust you. Remember, a retailer’s Christmas bump isn’t just a ticker. Show that the holiday sales actually show up before you claim the forecast.*
    • Growth Rate: High growth wins higher multiples. Look at your competitors’ projected growth. If they’re shouting 10% yearly growth at a 7x multiple, and you’re brand‑new at 15% growth, you’ve got a good case for a heftier multiple. Think of it like showing up to a dance party with a fresh footwork style—others will pay for that.
    • Liquidity: Public companies whose shares are easy to buy and sell enjoy higher multiples. Private SMEs are trickier, and that’s where the “liquidity discount” comes into play—usually 20‑30% off the market rate. So if peers are at 10x EBITDA, you might realistically land in the 7‑8x territory after the discount. It’s not a loss; it’s an honest reflection of the market’s appetite for ownership.

    Bottom Line: Do Your Homework, Show Your Credibility, and Keep It Real

    By selecting the right multiple, dressing up your EBITDA with confidence, highlighting faster growth, and accounting for liquidity, you’ll set a realistic yet aspirational valuation. Then you’ll be ready to sit down, negotiate, and walk away with a deal that reflects your business’s true worth—and maybe a few laughs along the way.*

    Calculating your Net Debt level

    Bootstrapping a Pink Widget Empire

    Picture this: your pop‑pink widget startup has a tidy £2 million in EBITDA, and analysts are chanting the same magic number for every serially‑successful tech venture—7× EBITDA. Multiply that and you’re staring at a sweet £14 million Enterprise Value. That’s your business’s worth before you bring in outside cash.

    Putting the Pieces Together: Net Debt, Equity, and Storytelling

    Now let’s slice to the core. Net debt is basically a quick subtraction:

    • Short‑term bank debt + finance leases
    • + long‑term bank debt + finance leases
    • – cash & cash equivalents

    So if your net debt sits at £1 million, your equity value—what the final buyer actually pays—falls to £13 million. That’s the figure every potential acquirer will look at, head‑on.

    When Competing Buyers Show Up

    Now, a real thrill is when two or three suitors start curting each other’s toes. In that case, don’t be shy about demanding a kicker. A motivated buyer will often throw in a premium, because if you’re thinking along the fair‑market line, you’re putting the ball in their pocket. But here’s the catch: if you set the opening price too high, those very buyers might scramble and call it quits before you even meet for lunch.

    The “Sweet Spot” Advice

    Keep it simple, keep it honest, and keep your numbers crystal clear. Let your process be as transparent as a clear glass crate so that friends, family, and rivals can see your true value proposition. Pick a realistic base and let the bids climb from there; that way you’ll avoid a scornful scramble and end up with a genuinely competitive price.

  • Charting the Future of Data Protection Regulation

    Charting the Future of Data Protection Regulation

    There was a time when data protection was virtually a byword for something dull, boring and technical.

    Data Protection: The Hot Seat of 2024

    Data protection has finally stepped out of the shadows and onto the main stage. From high‑profile breaches at well‑known brands to the latest drama over GP records and vaccine passports, privacy news is no longer the quiet teenager of the industry.

    Law Fires and Power Plays

    Two seismic legal shifts have reshaped the game: the General Data Protection Regulation (GDPR) kicked in 2018, and the post‑Brexit tweaks gradually pulled the UK away from the EU playbook.

    But as the spotlight grows brighter, so does the frustration over how the law gets enforced. Elizabeth Denham, the current Information Commissioner, has become the target of criticism for allegedly playing it too soft.

    Telegraph Hits the Fan

    The Telegraph ran an op‑ed, “The Information Commissioner’s Office is letting us down,” blaming Denham for chasing headlines instead of cracking the law. The ICO retaliated with an lengthy rebuttal on its own website.

    Timing Is Crucial

    Denham’s term ends in October – a transition period that invites speculation. The likely successor is John Edwards, New Zealand’s Privacy Commissioner, but his approach might shift the UK’s regulatory compass.

    What the Complaints Mean

    “Soft” enforcement may have won favor with businesses initially, but now many complain that the regulator’s leniency is a loophole for competitors. Clients are “frustrated to see rivals gain advantage by bending rules with apparent impunity.”

    EU vs. UK: A Tale of Two Approaches

    Across the Channel, regulators are relentless: Amazon just got a record €746 million fine from Luxembourg. Other fines follow. While the ICO’s advisory role remains vital, the public need tangible consequences to believe that privacy matters.

    The Political Pitfalls

    Some voices inside the UK government champion a “low‑profile” regulator, citing cost, compliance burden, and economic opportunity in data usage. Even though the Commissioner is independent, post‑Brexit, the government can shape policy direction, making these internal opinions hard to dismiss.

    Crossroads Ahead

    Is the future a “friendly advisor” or a “fire‑bringer” who yells at companies (and even the government) for missteps? The next Commissioner will need:

    • A thick skin to weather political attacks
    • Diplomatic finesse for smooth negotiations
    • The poise of an Olympic gymnast to balance enforcement and guidance

    Good luck, Commissioner—world’s watching!

  • HMRC Deploys AI to Scrutinize Taxpayers’ Social Media Usage

    HMRC Deploys AI to Scrutinize Taxpayers’ Social Media Usage

    HMRC has admitted for the first time that it uses artificial intelligence (AI) to monitor taxpayers’ social media accounts as part of criminal investigations into tax fraud.

  • AI Gets a Gold‑Star in UK Tax Wizardry*

    • ===

    Tax Tactics: AI Gets a Helping Hand

    HMRC’s newly‑ish AI tools are now mingling with good old‑fashioned human checks to sift through what people post online. Think Instagram jet‑liners, Instagram restaurants and even TikTok buy‑tots that don’t line up with the money folks declare on their returns.

    Why the AI Gums Up Posts

    When a post about a pricey vacay or a new car pops up that looks out of sync with a taxpayer’s reported earnings, the AI bats an eye. If something looks fishy, it flags it – but only if a legal case is hanging in the balance.

    What the Taxmen Say

    But… The Fears Are Real

    In Westminster, some MPs are all about it: “Automated tools can screw up if they bite.”

    Majoring Voices

    AI, Connect & the ‘Everyday’ Tax Shuffle

    These new tools sit alongside Connect – HMRC’s decade‑old data‑analysis engine that cross‑checks billions of points, from bank transfers to housing records.

    Chancellor Rachel Reeves has the aim of clawing back £7 billion from a £47 billion “tax gap.” HMRC’s latest strategy says AI will be a staple across everyday tax jobs.

    How AI Helps the Public

    They’re testing AI “assistants” to help people complete returns and aid compliance officers. If a return looks fishy, the system may issue a warning that could become evidence later on.

    What’s the Rule‑Book on AI?

    After a tribunal decision demanded HMRC reveal AI’s role in R&D tax credits, the whole thing got even more interesting. A Freedom of Information request from tax expert Tom Elsbury sparked speculation that AI might already be nudging claim outcomes.

    Final Words

    Ministers insist a human “in‑the‑loop” always manages the final call. HMRC emphasizes that the silent AI sidekick is not the boss.

    From Job‑Help to Tax‑Busters

    The Department for Work and Pensions also trialled AI, with 20,000 civil servants using it to draft documents and summarise meetings. Meanwhile HMRC is courting about a dozen tech firms to tackle the £46.8 billion in unpaid tax – mostly tied to offshore accounts.

    Why the AI Is Just the Sidekick

    So the big takeaway? AI will let staff skip the admin grind, freedom up for taxpayers, and give the tax system a sharper eye on fraud. Yet, it comes with a solid disclaimer: humanity still leads the ship.

  • Cashflow Management – the only way to keep your business alive

    Cashflow Management – the only way to keep your business alive

    As it grows from a mere thought into a living and breathing entity, it’s an obvious success – that is, of course, until the cash runs out, which is likely to be the end of the line.

    Therefore, it’s safe to say that it makes sense to put as much effort into keeping the business alive and well, as you do in creating your masterpiece. The way to do this is by very realistic forward planning.

    Keep the money flowing
    Start with a week-by-week cash flow plan for the year ahead. This plan must be made up of a realistic assessment of what income will be coming in, and when, but that also covers all the major outgoings like:

    – Tax Payments
    – Subscription fees
    – Technology
    – Utilities
    – Travel
    – Staff
    – Premises
    – Stock and raw materials
    – Insurance

    Don’t assume the worst-case scenario, as thoughts like that may hold you back from starting the business in the first place. The plan does need to be based on the lower end of the estimated sales range though, followed by an attempt to monitor your costs closely, ensuring you stay within budget.

    Try to be disciplined and leave out sales revenue or contracts that you are unsure of – they don’t fall under the ‘realistic’ category. The basis of a cash flow plan is to know whether the business can make it, even if everything doesn’t go your way. . Follow-ups, or ‘reforecasts’ are as important as the initial draft, so review and amend the plan often to see how it compares to actual results and to make sure it reflects the latest trends and impacts on the business, such as: better or worse sales than expected, new contracts, changes in staff or supplier pricing.

    You can always get more cash.
    Some businesses are non-cash businesses, so if yours falls under this category, you should think about customer payment – try to figure out how payments will be taken. You could ask for customers to pay via direct debit or you may want to offer a small discount if some choose to pay early. This will ensure regular cash flow and valuable time will be saved as you won’t have to deal with chasing payments – two things that will benefit you more than a little extra revenue.

    The success of any business is in its customer service and the relationship that’s built with customers. Delivery of service/products must be on time, high quality and consistent, as it’s the number one way to keep customers loyal and happy. Notwithstanding this however, try and keep your fixed overhead costs as low, and lean, as possible – especially in the early days of the business. This way, more cash is free for covering any difficult periods and you’ll have greater flexibility to respond to changing customer demands or issues with the business.

    The tough times don’t need to be so tough
    In some ways, a business is like a living organism – a myriad of internal and external things can impact on its fortunes, so it’s possible that at some point there will be tough times. If so, it makes sense to cut out any discretionary costs and only allow money to be spent on vital things that keep the business running. Try and cut costs wherever possible and look to working out cheaper ways to get the same results.

    If you have a good track record and enough credibility you can try talking to your bank – it works a lot of the time. By maintaining a good relationship with your bank you could get the support and help you need, such as a short-term overdraft.

    The taxman knows where you live
    If you forget to pay the taxman, he will get you! There’s no shame in admitting that you might be struggling, so the smartest to do is to let him know of your troubles. You won’t be ignored, so by contacting HMRC and explaining your cash-flow issues you are spared the dreaded phone call from them later on.

    If you act early, the chances are that you will be allowed a ‘time-to-pay’ arrangement, where you will be given time to pay outstanding amounts by instalments over an agreed period. This may avoid penalties or interest and the HMRC won’t be knocking down your door to collect overdue tax payments.

    John Hoskin is a director of CleverAccounts.com, an online accountancy firm that seeks to simplify the task of business accountancy. Paying a fixed monthly fee, small businesses, limited companies, sole traders, freelancers and contractors have access to accountancy, business-set up and tax planning services, simple-to-use online bookkeeping, a 24/7 view of their figures and on-going tax advice.

  • Are you an introvert?

    Are you an introvert?

    Do you sometimes get anxious when speaking to a new client?  Would you rather work alone and not in a team?  Would you often prefer to stay at home, than attend an after work party organised by your department?

    If you can answer these questions with a ‘yes’, then you are probably an introvert.  But, before you start thinking that this is a negative trait, let’s look at some of the most influential people of our time who prove that you don’t have to be the loudest voice in the room to be heard.
    Introverts commonly assume that they must conform to the extrovert mould in order to be successful, however, Bill Gates, Microsoft’s founder and philanthropist, is reported to have strong introvert traits but still develop his passions, successfully. He said, ‘I think introverts can do quite well.  If you’re clever, you can learn to get the benefits of being an introvert, which might be, say, being willing to go off for a few days and think about a tough problem, read everything you can, push yourself very hard to think out on the edge of that area.’
    In the corporate world, with its emphasis on self-promotion and networking, many introverts feel immense pressure to act like extroverts. Such individuals may even worry that they will be overlooked for promotion, so in order to compensate, they may go to great lengths to pretend to be extroverts and often end up feeling frustrated by trying hard to be someone else.
    Any introvert needs to embrace their natural strengths.  He, or she, is usually quiet, thoughtful and calm – many qualities that would benefit an extrovert.  They will usually like focused work and are able to concentrate for long periods at a time.
    So by harnessing their personality traits, they can stay true to themselves and stand out from the crowd for who they actually are and not for who they are trying to be.
    So let us look at ways that introverts can exploit the benefit of their natural
    abilities:

    Harness your personality traits: An introvert will usually sit quietly in a meeting and listen to everyone’s opinion before giving of their own.  But, the chances are that when they give it, it will have been considered carefully and weighed up accordingly before speaking.
    Preparation: Introverts like to prepare well in advance for meetings and presentations.  There can be many hidden benefits here.  If you collect all the relevant ideas and facts in advance, the chances are that you will be more knowledgeable and organised.
    Show passion: Introverts are usually not good at ‘small talk’ but prefer meaningful conversations on those topics upon which they have an opinion.  So it is useful for them to connect with those who share their interests and ideas.
    ‘Me’ time: Introverts prefer to work alone and don’t like interruptions.  So instead of seeing this as a negative, give yourself permission to take yourself off on a quiet walk away from the office at lunch-time which will give you a good chance to recharge your batteries in an environment in which you feel comfortable.

    At the end of the day, introverts need to play to their strengths and not shy away from them.  Be proud of who you are.  You may not be the same as those who are always seeking attention in the office, but you can bring a calmness to stressful situations and your colleagues will feel reassured and will trust you, knowing that you are able to deal with unexpected situations, calmly.
    Foster your belief in yourself and the unique strengths that you bring to the table. If you truly believe in yourself, then it’s only a matter of time before others will believe in you too! So, rather than feeling that your introverted tendencies are an obstacle to success, use your natural gifts to your advantage.

    Key Points

    A quiet personality can be as effective as a noisy one
    If you prefer to work away from groups, then do it
    A lion is very silent when it stalks its kill

  • Insurance advice for your business

    Insurance advice for your business

    If you currently use an insurance broker, check that they are providing truly independent advice and that they are not tied to any insurers as this may mean you aren’t getting the best possible deals. Consider asking another broker to carry out a comparative review. If you do, ensure that both brokers are quoting on the same basis to ensure a direct comparison. Avoid going to a number of brokers as, paradoxically, this can work against you.

    Your broker will help identify what policies you will need to buy. If you have employees, you have to take out Employers’ Liability insurance. This is a cover that protects your business if an employee has an accident whilst carrying out his duties. As you employ more people, the ability to demonstrate a robust health and safety plan can have a positive effect on your liability premiums.

    You will need Public Liability cover to protect your business from claims made by third parties for any personal injury or damage caused to their property. With so many personal injury claims companies operating today, it is vital that you take out this cover to protect your business from the possibility of suffering severe financial losses.

    Should you be operating in the service sector – providing advice for a fee – Professional Indemnity insurance should also be a cover that you factor into discussions with your broker. This protects your business if you provide advice or a service that leads to a financial loss for a client.

    Another important consideration is Business Interruption cover, which protects you from the consequential loss of income following, for example, a fire or perhaps a flood. Most businesses fail after a serious incident, not because of the physical damage caused but because of inadequate business interruption cover.

    It is relatively easy to identify your assets and you will need to ensure the sums insured reflect realistic replacement or rebuilding costs. Sometimes, however, it is more difficult to identify your potential liabilities and here your broker will help you.

    It is essential to remember that your most important assets are your people. You may have a major reliance on a key individual, without whom your business would suffer significant financial losses. A simple and inexpensive personal accident policy will provide invaluable funds in the event of an accident to that individual.

    UK insurers experienced major losses due to floods in 2012. This allied to poor investment returns and a period of major global disasters meaning it is likely premiums will rise this year. As a result, it is important to ensure that you are choosing the right insurance covers for the lowest possible cost. In order to keep your premiums low, consider with your broker risk management measures and how they may affect premiums.

    For example, an upgrade in your alarm system may result in premium savings. Alternatively, if you run a vehicle fleet, you could consider driver training and a host of other risk management measures.

    A competitive insurance market has led in many cases to historically low premiums. There is a strong argument that we have reached rock bottom in that sense, and that premiums are certain to rise in the next 12 months.

    If a thorough review of your insurances results in premium savings, you might want to consider a Long Term Agreement or even a long term policy, if available, to tie your insurer in to the premium level for longer than the usual 12 months.

    Ultimately, talking to an independent broker should ensure you have the best possible cover for the most competitive price. Their advice on what insurance protection your business needs – and steps you can take to keep premiums low – will be invaluable, saving you precious time and needlessly wasted cash when you need it the most.

    Finally, don’t forget that as your business evolves, your insurance requirements will evolve. Keep your cover under review to ensure you’re adequately insured, avoiding any nasty surprises in the event of an unforeseen situation arising.

  • Unlock Your Site’s Potential: The Ultimate Guide to Web Success

    Unlock Your Site’s Potential: The Ultimate Guide to Web Success

    Why Your Site Should Be a Super‑Hero Across Every Screen

    Every time your customer clicks “Visit my website!”, they’re expecting a smooth ride no matter where the click comes from. Whether they’re thumb‑tapping on a phone, scrolling on a tablet, or browsing from a trusty desktop, the goal is the same: a seamless, joyous user experience that feels just right for the moment.

    Mobile and Desktop Aren’t the Same – Let’s Face It

    Research shows that people on laptops and phones have different expectations. Phone users want fast, easy answers; desktop visitors are willing to spend a little more time exploring. Your job? Make sure the virtual storefront talks to each user in the best way possible every single time.

    Don’t Shrink, Re‑think

    The classic “mobile‑friendly” approach—just squashing a desktop page into a smaller window—is a dead end. Mobile users deserve a site that’s clearly organized, purpose‑built, and picture‑perfect for their screen. Meanwhile, half of your audience still hangs out on desktop, so don’t ignore their needs either.

    Things That Matter More on Mobile

    • Speed – People on the go can’t afford delay. Think of a phone user looking at a page between meetings or while chilling on the couch.
    • Touch‑friendly design – Replace “mouseovers” with easy tap‑to‑expand features.
    • Prioritise content – Show the most important info prominently on the landing page.
    • Big, tappable buttons – You’ll need a clear “Buy”, “Quote”, or “Check Availability” call‑to‑action that’s huge enough to hit.
    • One‑tap return – Clicking the logo should bring users back home instantly.
    • Trim content – Keep the landing page short and punchy.
    • Filter menus – A neat filter keeps the page tidy while still delivering full content.

    Picture This: Mobile‑Only Features

    If your business is all about real‑world interaction—a shop, café, or boutique—think about:

    • A “Find me” button that uses GPS but lets users control the request.
    • “Call me” or direct phone links that let the visitor ring right from the browser.
    • Dynamic content that changes with the time of day—morning rush specials, evening sunset snaps, or late‑night deals.

    Imagine a cozy cottage that swaps in a sunset photo when visitors pop in at 8 pm, or a restaurant that shows how busy it is at 7 pm. For commuters, include quick‑tips that make their morning scroll a breeze.

    Customer Comes First, Always

    Every design choice should stem from one simple question: What does the customer need right now? Keep the interface flexible—colour, content, layout—and let your site evolve with the user’s habits.

    In short: treat your website like a versatile, user‑friendly assistant that can hop between phone, tablet, and desktop instantly. Build it with the customer in mind, and watch traffic—and sales—climb. Happy designing!

  • Discover the Best Business Structure for Your Startup Success

    Discover the Best Business Structure for Your Startup Success

    Choosing the Right Business Structure: A Quick & Quirky Guide

    Deciding how to set up your venture can feel like picking a superhero identity—each option has its own powers, perils, and paperwork. Here’s the low‑down on the four classic formats, sprinkled with a dash of wit to keep the mood light.

    1⃣ Sole Trader

    • One Person, One Plan: You and your business are practically a single unit—legally and tax‑wise.
    • All‑in Liability: Think of it as a “no‑back‑ups” subscription; you’re responsible for every debt and decision.
    • Profit Where It’s Listed: Anytime you make money, it shows up on your self‑assessment return each year (do not forget 5 April as the deadline!). No need to run a separate corporate register, but you must flag yourself to HMRC.
    • Taxed as Personal Income: The profits are taxed just like your paycheck—income tax and National Insurance strap on your shoulders.

    2⃣ Partnership

    When you share the workload—and the wallet—this is your go‑to. Partners own a set percentage of not just the profits but also the liabilities. Each partner’s slice of the pie is taxed as their personal income. No extra filing for the business itself, but you do need to split up all those profits on the tax sheet.

    3⃣ Limited Liability Partnership (LLP)

    Picture a partnership with a shield. LLPs are the preferred choice for professional services (lawyers, accountants, architects). They keep the familiar partnership structure but add a safety net—each partner’s personal assets are generally protected from business debts.

    4⃣ Limited Company (Ltd)

    • Create a Separate Entity: When you incorporate, the company stands on its own legal foot—no more being “one with the business.”
    • Shares & Who Owns What: Allocate shares to anybody—from buddy bandwidth to 20/20 top‑dog visions. Keep all shares for yourself or distribute—your call.
    • Run the Show: You’ll be a director (and possibly others). Directors steer the company, ensuring compliance with all laws and regulations.
    • Extra Admin, Less Hassle: Annual accounts, corporation tax returns—and if you’re not a math wizard, let a friendly accountant handle the heavy lifting.

    Why Opt for a Limited Company?  

    • Tax Efficiency: Earn a mix of salary and dividends—dividends dodge National Insurance and usually get a lower tax rate.
    • Separate Liability: The company’s debts don’t bleed into your personal bank account.
    • Polished Image: Customers and suppliers often see Ltds as more serious and stable.
    • Funding Flexibility: Ready to sell equity? That’s the easiest route to bring in investors and grow.

    So whether you’re a solo entrepreneur or part of a creative squad, the right structure sets the stage for sustainable growth. Pick wisely, set your foundations strong, and let your business thrive—no superhero cape required.

  • Fog & Edge Computing: Pushing Boundaries with Breakthrough Innovation

    Fog & Edge Computing: Pushing Boundaries with Breakthrough Innovation

    Most businesses will be familiar with cloud computing. Many companies have moved their IT operations to the cloud, or consume cloud-based software as a service (SaaS) applications and tools such as Salesforce, Dropbox or Microsoft Office 365.

    Cloud Computing – The High‑Risk Romance

    Think of cloud providers like that online dating app that promises instant love at a click – but sometimes you end up stuck with a bad match and a shattered heart. When hackers lock onto your provider or the service crashes, the data controller (you) often gets the blame under privacy law.

    Standard Terms, Standard Risks

    Many clouds sell you a “one‑size‑fits‑all” contract. That means the risk passes on to you, and you end up juggling GDPR compliance like a juggler on a tightrope.

    • Getting your data back or migrating it elsewhere can feel like moving a bank vault instead of a shoebox.
    • London’s story: Google just announced a data transfer from the UK to the USA – talk about a jurisdiction jolt!
    • Localising data isn’t free: it’s usually the price of keeping your data in familiar territory.

    Regulators Aren’t Taking It Easy

    Financial firms have faced a stern audit of their cloud use. Even outsourcing your regulatory duties doesn’t absolve you; the legal onus stays firmly on you.

    Cloud’s New Giant: The Internet of Things

    We’re turning every toaster, traffic light, and robot into a data‑hub. The sheer volume of information and the need for instant reactions make the old cloud model slightly… auspicious.

    • Smart devices squeeze huge data and need real‑time processing – a death‑by‑delay scenario.
    • AI for image recognition and autonomous vehicles is a data gourmand.

    Enter Edge Computing

    Think of edge as the close‑by coffee shop that instantly knows your order, rather than sending your trolley to a downtown warehouse. Mini data centres pop up everywhere, creating a “fog” of distributed processors that kiss latency goodbye.

    The 5G Boost

    5G gives us blast‑speed local traffic, but it also forces more mini‑data centres to keep data from bouncing too far.

    The Legal Maze of the IoT & AI

    • Who owns sensor‑collected data? Usually, it’s the controller holding that licence.
    • Feel safe? Encryption in transit and at rest helps, but it’s like trying to carry a chilled soup to a beach – power hungry and a bit sluggish.
    • Regulation catches fire as tech combusts – GDPR was born for Facebook, not drones.

    Complying? It Took a Theatre

    Here’s the playbook, distilled into three acts:

    1. Map data flows: who’s collecting, where’s it going, and is it legal?
    2. Assess AI decisions: the black boxes need a clear conscience.
    3. Identify controllers vs. processors and don’t forget those extra agreements and transparent notices.

    Future‑Proofing the Law

    5G and AI are stealing the spotlight. When the IoT is sprinkled all over the office, the car, your home, and even your coffee cup, the law’s gotta keep up or everyone’s privacy will be at risk. The next decade will be the ultimate courtroom drama of innovation versus protection.

  • Ethnicity and disability pay gap reporting: What employers need to know

    Uncover the Hidden Pay Gap: Employers\’ Guide to Ethnicity & Disability Equity

    Gender pay gap reporting for large employers was introduced in 2017. The Government’s view is that this has improved transparency and provided employers with important information about how to address inequalities.

    Transparency Talk: Pay Gap Reporting Goes Mandatory

    What’s Brewing?

    There’s a bold new plan to make ethnicity and disability pay gap reporting a legal requirement. Employers are suddenly expected to pull out all the stops, showing the numbers that were once kept under wraps.

    Why It Matters

    • Spotting wage disparities that hide behind spreadsheets.
    • Cleaning up inequities, one large company at a time.
    • Boosting trust and morale—because people aren’t happy when the pay gap isn’t front‑and‑center.

    Current Roadmap

    Now the government is consulting with industry specialists to decide how to pull this off. Think of it like drafting a manual for the most transparent corporate playground ever.

    The consultation period ends on 10 June 2025.

    Why the Push for Pay‑Gap Transparency Matters

    The latest wave of reporting looks to mirror the gender‑pay initiative, but when it comes to ethnicity and disability, things get trickier. Most big employers—those with 250+ staff—are already familiar with the essentials. However, the real challenge? The sheer number of ethnic groups in the workforce and the fact that many organisations don’t track who’s who.

    The Numbers that Don’t Lie

    • Ethnic minorities generally earn less than their white‑British counterparts.
    • Disabled employees are seen earning lower salaries than non‑disabled peers.

    It’s a sobering snapshot, but one that can’t stay hidden any longer. Mandatory reporting will flag these gaps and give companies a chance to dig deeper.

    What’s In It for Employers?

    Knowing the gaps opens up a window of opportunity for solutions:

    • Spot patterns that hint at unconscious bias or structural barriers.
    • Tackle the root causes—whether it’s hiring practices, pay negotiations, or workload distribution.
    • Show that the business cares, which can boost morale and attract talent.
    Wrap‑Up

    The new reporting regime may feel like a compliance horror show at first, but it’s really the business’s best friend. By shedding light on hidden pay disparities, companies can take concrete steps to make the pay scale fair for everyone—whether that’s a quiet desk‑bound member of the workforce or a star performer across the board.

    What does the consultation paper cover?

    Pay gap calculations

    New Reporting Rules: Pay Gap & Diversity Breakdown

    Hey employers, the government’s got a fresh set of rules in the bag that you’ll need to roll out soon. Think of it as a 2025 “Pay Gap and Workforce Insights” report, but with a twist: they’re digging deeper than ever.

    1. Pay Gap Reporting – More Than Just Numbers

    • Mean & Median Differences: You’ll need to show both the average hourly pay and the median for your staff.
    • Bonus Talk: Include the average bonus pay per employee and the % that actually received a bonus.
    • The Four “Pay Bands”: Divide your workforce into four equal groups – from highest to lowest hourly rates. It’s like a bingo card but for salaries.

    2. Diversity Reporting – Go Further

    • Ethnicity & Disability Snapshot: Print out a clear breakdown of your workforce by ethnicity and disability status.
    • Anonymous or Not? Alongside that, you must disclose the % of employees who chose not to share their ethnicity or disability info. Think of it as a “mystery squad” statistic.

    Why the extra detail? Because the gov’s feeling we need to know not just the headline numbers but the grain of the data – who’s earning what, who’s getting bonuses, and the diversity mix. If you can’t see it, you probably haven’t assessed it.

    Bottom line: Collect, calculate, and report. Get it right, and you’ll avoid any red‑eye from the deets committee. If you’re unsure, crunch those numbers; you’ll be glad you did.

    Additional reporting requirements for public bodies

    Why Your Office Is About to Become a Data Dashboard

    Picture this: the government just dropped a big question on your desk. You’re not asked to bake a cake, but to spill the beans on who’s earning what in your company. It’s all about ethnicity pay gaps and how staff move up the ladder.

    Two Big Questions, One Simple Goal

    1. Are we reporting how pay changes across each salary band? Think of it like checking how much each grade level pays people from different backgrounds.
    2. What about the bigger picture? Recruitment, retention, and promotion. The government wants a snapshot of how all the threads in your workforce stitch together—whether people from every ethnicity find a seat at the table and stay there.

    Now, Throw in Disability!

    Now that’s a curveball. Is disability part of the mix? The official asks whether the same transparency rules should cover how disabled employees fare in pay and career moves.

    What Does This Mean for You?
    • Data becomes your friend. Grab those numbers, not just casual hunches.
    • Cost vs. benefit? Yes, it’s paperwork. But it’s also a chance to shine a light on fair pay.
    • Celebrate the wins. When you discover your workforce is balanced, share that victory—it makes Google happy, and so does everyone inside.

    Bottom line: All your data streams are moving to the spotlight. Get ready to report, reflect, and maybe even roll your eyes a little—it’s a win for transparency, and a real boost for everyone involved.

    Ethnicity data collection and calculations

    Pay Gap Reporting and Ethnic Data: A Tug‑of‑War

    It turns out that figuring out who earns what in the office is a bit more tangled than a ball of yarn left in a squirrel’s nest. The government thinks the sweetest data comes straight from the people who live it—so they want staff to hand over their own ethnicity. Yet they’re also playing Nice and giving anyone a chance to opt‑out if they’re not comfortable spilling the beans.

    Why all the fuss? Some groups earn way more than others, so the authorities want companies to keep an eye on the pay‑gap parade for as many ethnic categories as possible—like a fitness tracker for your salary.

    Data Protection: Tightening the Safety Nets

    • Privacy first: To keep secrets safe, each ethnic slice must count at least 10 people. If a team only has 4 from a group, you’ll need to bundle them with another segment.
    • Binary sanity check: When numbers dwindle, the government allows a simple two‑group comparison—think
      White Britain vs. All Other. It’s a quick “yes or no” on the wage gap ladder.

    In short, companies must juggle between providing juicy insights and respecting privacy—like balancing a salad on a tightrope. The goal? Show a clear picture of pay differences without turning into a privacy breach circus.

    Disability data collection and calculations

    Government’s New Plan to Check the Disability Pay Gap

    In an effort to shed light on how salaried workers with disabilities fare compared to their non‑disabled colleagues, the Government plans to take a “binary approach” to measuring pay differences.

    How the Numbers Will Be Gathered

    • Employees won’t have to reveal their disability status to bosses—just like the way companies handle racial or ethnic reporting.
    • Data will be collected in groups that contain at least ten people each, to keep privacy safe and avoid awkward, single‑employee boundaries.
    • The wording for “disability” will come straight from the Equality Act 2010, so it’s all on a solid legal foundation.

    Why It Matters

    By looking at the big picture—disabled vs. non‑disabled—the aim is to catch systemic gaps and help employers correct the scale.

    What This Means for Workers

    Think of it as a friendly audit: if a company is stacking its workforce with S1 employees but not giving them fair wages, the data will highlight the issue without putting anyone on the spot.

    Bottom Line

    The initiative is about fairness and transparency, keeping both performance and privacy in balance, while giving policymakers clearer evidence to push for equitable pay.

    Dates and deadlines

    New Pay‑Gap Reporting Rules are on Their Way

    In a move that’s sure to tickle your spreadsheets, the government is tightening up how companies track wage differences. The same dates you’ve seen for gender pay gap reporting will now apply to ethnicity and disability gaps.

    Key Dates (Pitch‑Perfect!

    • Snapshot date – 5 April each year, for the private and voluntary sector.
    • Reporting deadline – 4 April the following year.
    • Public bodies: 31 March for the snapshot, 30 March for the final report.

    In plain English: stick your numbers in by those dates, or you’ll be playing catch‑up. And just like the gender pay gap service, employers will now need to upload ethnicity and disability data online—no more paper trails.

    What’s Next in the Consultation

    • The scope of mandatory reporting – who is required to publish and when.
    • Action plans – companies might have to outline the “why” behind a gap and sketch out a plan to close it.
    • Enforcement – the Equality and Human Rights Commission will keep a watchful eye. Think of them as the regulator’s version of a referee in a fussy tug‑of‑war.
    Why Does This Matter?

    It’s a hefty reminder that jobs should pay fairly – and that “fair” is no longer a vague concept. For employers, it means double‑checking numbers, sharpening reports, and staying honest about who earns what. For workers, it’s a promise that their hard work will be measured and transparent.

    All in all, these changes are a step toward a clearer picture of pay equity across the board—one snapshot (and a final report) at a time.

    Conclusion

    Why Your Company Should Start Closing the Ethnicity Pay Gap (And How to Do It)

    At the moment, a lot of businesses are already taking the initiative to look at how pay varies across different ethnic groups. Back in April 2023, the government handed out a pretty detailed playbook for employers. It tells you exactly how you can measure, report, and tackle any differences that show up when you compare wages across ethnicities.

    Got Enough Data?

    Here’s the kicker: many firms don’t yet have enough employee information to spit out a solid report. That means the real first step isn’t crunching numbers the moment you’re ready, but collecting them. Start by asking your folks to fill in the blanks on your workforce surveys. The more participation, the clearer the picture.

    What Kind of Data Do You Need?

    • Full name (or at least a way to identify who’s who)
    • Job title and department
    • Last year’s salary or hourly rate
    • Self‑declared ethnicity (be sure to give them plenty of options)

    Once you’ve got your data set looking good to go, the 2023 guidance will show you how to turn those numbers into actionable insights. In short: get the info first, then you’ll be ready to break down the pay gap and start making real changes.

    Take the First Step Today!

    Don’t wait for the next policy update. Start coaxing your employees into the survey, grab that data, and you’ll be on your way to a fairer, more inclusive workplace. It’s all about opening the door to honest conversation and taking the leap to a better, more equitable pay structure.

  • Businesses Face Customer Drift in the .Net Era—Time to Reboot Mobile Web Strategy

    Businesses Face Customer Drift in the .Net Era—Time to Reboot Mobile Web Strategy

    Why Your SME Needs a Mobile‑Friendly Site – And How to Nail It

    Phone calls, coffee shops and crowded airport lounges are the new office. If you’re still putting your business behind a desktop‑only website, you’re basically saying “We’re stuck in the 90s!” People are tapping, swiping and searching on the go – and they’ll either skip over your site or leave a cold email in their inbox when it’s hard to navigate.

    1⃣ Reach Everyone, Not Just the “Tech‑Savvy” Crowd

    A good mobile site doesn’t care which smartphone brand they’re using – Apple, Google, or even a good ol’ Samsung. The goal? Keep the experience smooth, no matter what device.

    2⃣ Keep the Layout Lightning‑Fast

    When you’ve got a clean, bite‑size design, users find what they need in a flash. Think of your site as a quick snack: no extra layers, no filler. Everybody likes a simple menu.

    3⃣ Swipe‑Friendly, Not “Mouse‑First”

    Phones lack a precise mouse – screens respond to touch. Make buttons big enough, text readable, and avoid tiny links. The easier it is to tap, the more likely folks will stay.

    4⃣ Let Your Visitors Call You in One Click

    Phones are still phones. Include a click‑to‑call button, an email link, or even a map pin that opens. When the user can reach you instantly, they’re less likely to abandon their cart.

    5⃣ Connect, Share, Repeat

    Social feeds, tweets, and “like” buttons are part of the mobile world’s conversation. Embed sharing options straight into your pages and watch happy customers spread the word across their networks.

    Track, Tweaks, Triumph

    Analytics isn’t just a fancy dashboard— it’s your cheat sheet to see which pages are a hit and which frustrate visitors. Use that data to tune navigation, tweak content, and boost conversions. A quick look at bounce rates? Time to streamline or spice things up.

    During a lean year, “just keeping the lights on” might mean postponing a mobile launch. But a mobile‑friendly site can actually be low‑cost, high‑impact. Don’t let your competition leap ahead; be the first on the bus that everyone wants to ride.

    Bottom line: Is your business ready to ride the mobile wave?
  • Making your business successful for free…

    Making your business successful for free…

    Sticking Your Business to the Ground? Free Hacks to Keep Moving Forward

    Picture this: you’ve finally launched your startup, and now you’re staring down a mountain of expenses—staff, marketing, sales. Banks say “no,” investors say “maybe later,” and you’re left wondering if you should sell your company or just start screaming at your desk. Feeling stuck? Take a breath. And then start with the free stuff.

    When the Economy Is Tightening—What SMEs Do

    Everyone’s trimming down. In the SME world, it’s common to table big‑budget projects and focus on the bare essentials. We’ve survived the crunch by sprinkling a few free tricks under the radar—little lifesavers that helped us climb back up the growth hill. Here’s a quick stash of those hacks, plus a few golden nuggets others have shared.

    1. Let Free Software Be Your New Sidekick

    • Google’s Toolbox – Google Docs, Drive, Mail are free to use, and you get 15 GB of cloud space. Share documents with teammates in real time, no fee asked. If you need bells & whistles, upgrade to Google Apps.
    • Not a fan of the basic Google limits? OpenOffice is a free alternative offering… everything from spreadsheets to smart presentations. If you’re used to a paid tool, give OpenOffice a whirl; many designers will switch. You save on design fees—and get to tweak once you learn the ropes.

    Want to keep your budgets light? Try cut‑down versions or free trials. Many big tools—like Prezi’s presentation suite—offer free tiers, letting you test out the function before paying. Trial high‑end SEO tools, dive into the data, and hit the notes that matter even after the trial ends.

    2. “Pay for Results” – A No‑Risk Play

    Some firms offer results‑based payments. You only pay if the job pulls in a certain amount of new business. It’s risk‑free, and if the campaign works, you’ll take home the profits.

    3. Smashing Marketing Costs Without Burning Money

    Forget shouting over a loudspeaker. Marketing can be clever and cheap.

    • Switch Advertising to PR – Hire a hand‑in‑hand PR agency, get real media articles on your brand, and tap into satisfied customer trust. PR is cheaper than an ad campaign and feels more authentic.
    • Content Marketing – Publish helpful industry posts, guides, or blogs. It builds authority in search engines and robs PPC click‑costs. Just invest a few hours in creative writing.
    • Give Influencers Free Content – Offer trade associations or local publications free white papers, expert talks or guest blog posts. These folks spread the word (and the credibility) for you while you stay low‑cost.
    • Skill or Commodity Swap – Network with non‑competitors. Offer an office space or a splash of your expertise in return for their services. A discounted shout‑out for your brand might also pay off.

    4. Funding Gems (Not Free, But Smart)

    When you need a cash boost, explore these avenues:

    • Small Business Awards – Winners of contests like the Smarta awards receive funds specifically for projects.
    • Sector Grants – Many charities and public initiatives offer grants when you fit the niche.
    • Lottery Funding – Believe it or not, some local governments allocate lottery money to SMEs.
    • Regional Grants – Local councils often love to help businesses grow within their area.
    • Incubators – They’re designed to nurture SMEs, offering both guidance and sometimes money.

    The Bottom Line

    Launching a company is nuts, but growing it? That’s F.T.U. The truth is: no one’s saying banks, loans, and giving up ownership are the only ways to scale. Plenty of free and low‑cost options exist—just find the handful that fit your jam, invest a bit of time, and watch your SME triumph. Then, remember: a small business sharing its tricks with others is a stepping stone to becoming an industry giant.

    About the author—Carl Benfield, Founder & Managing Director of Prescient Power, a renewable energy company turning the solar wave into a business boon. When not saving the planet, he’s busy making sure your business won’t get stuck in a fossil‑fuel fever.

  • PR advice: Seeding a story is equally important to news reaction

    PR advice: Seeding a story is equally important to news reaction

    The equal and opposite action of reacting to trending news and then coat tail riding the story of the day with your expert opinions – is the seeded or placed story. This is where you set your own news agenda in the form of a bespoke narrative.

    News reaction through parasitic means and its opposite, News procreation, really do work together in harmony to steadily build and maintain media profile.
    They go together like a hand in a glove. Or a hammer and anvil, the military technique involving the use of two primary forces, one to pin down an enemy, and the other to smash the opponent.
    You certainly don’t want one without the other in terms of the long-term building of a robust profile.
    You see a number of faces on ITV This Morning or GB News that appear as experts regularly whether it’s Medical or to do with the Construction Industry. But then that’s the only place you ever see or hear about them. They’re not outputting any of their own native content into the public domain whatsoever. Just take take take in the form of grabbing an existing story breaking in the news and having a strong opinion about it, on either side of the narrative divide.
    Former Channel 4 Chairman and CEO of Risk Capital, Luke Johnson, is an example of someone who has got a healthy mix of news reaction and news procreation in terms of his public persona. With his regular ‘The Maverick’ columns over the years for the Sunday Telegraph, these all got turned into a book, The Maverick: Dispatches From An Unrepentant Capitalist. Now he’s in the Sunday Times with a weekly column, only paused briefly in 2019 when Patisserie Valerie, which he chaired, went down, to let the dust settle. His new book Start It Up: Why Running Your Own Business Is Easier Than You Think has put him back in the author stakes. Twitter acts as one big news reaction opportunity for Johnson, where he risks his own reputation for what he believes in with regards to his extremely strong views about the wiping out of our freedoms. On the back of this, bookers from news channels cherry-pick what he’s saying about Covid, Climate, our fundamental freedoms and the Economy and book him regularly to discuss his views on breaking stories.
    Toby Young, head of the Free Speech Union, keeps working the two techniques. He’ll write books like How To Win Friends And Alienate People but also regularly stands up for Freedom of Expression rights of people right across the political spectrum and attacks trending stories in this space as an expert.
    While parasiting is a ‘quick hit’, the procreation bit can often be a bit more involved, just like it is in real life!
    No matter how well-intentioned and thought through your proactive grand announcement might be, backed up with tonnes of field research, the paid-for PR Newswire release to 100,000 or 1,000,000 contacts can so often go into a vacuum. Often with no rhyme or reason. It just misses completely. You send out your wonderful communication and the world seemingly falls into total silence.
    Any journalist will tell you that press releases so often miss the fundamentals of narrative.
    When they’re sent out, so often all the juice has been drained from them, in a diluted, bland form. A shadow of their former selves after edit after edit by a committee.
    Journalists field between 300 and 1,000 press releases every day.
    That’s an awful lot of well-thought-through releases wanting to fertilise a very finite number of eggs.
    There is a very finite quota of stories pertaining to a particular Subject area in any media outlet including radio and television just like there is in a national newspaper.
    This breaks down into National news subdivided up into Crime, Health, Environment, Consumer etc. Lifestyle which includes wellbeing, fashion and cooking. International news. Local news. Opinion. Features. Entertainment such as TV, cinema and travel. Business. Sport.
    There’s only a quota of 2 or 3 stories in each of the categories that will ever see the light of day each day. The rest will fall by the wayside.
    All the releases swimming like sperm have to not only prove to be the strongest, but also pass a full MOT test.
    Is there evidence provided for the claims made in the story? If not, it makes the media outlet liable to be sued. Does the story fit a typical preordained story-genre that journalists are familiar with so they recognise it as a story in the first place?
    But then ironically, does the outer edge of the story seemingly explode and shatter pre-held beliefs or norms?
    The fresh, breaking story is generally the collision of two fundamental opposites – a hostile act – to create a new.
    A newspaper is full of hundreds of these ‘mini deaths’.
    The French call an orgasm la petite mort. This means “the brief loss or weakening of consciousness” but most importantly, “the sensation post orgasm as likened to a mini death”.
    Stories that get across the line are essentially the collision of opposities, or ‘deaths’ which creates the new realisation.
    Interestingly, if you take a look at a Thesaurus, the definitions of ‘Collision’ and ‘Creation’ are antonymous, having the opposite meaning. The Collision Noun means the forceful coming together of two things.
    But importantly, it’s through the Collison or Destruction, that comes the new Creation.
    But fundamentally, it needs the Collision first.
    That is the whole basis of the news agenda, and how and why your proactive content can form a part of it.
    The leveraging, placing or seeding of the story so often occurs with just one particular journalist ‘taking the punt’.
    In the spirit of the news being a ‘mini death’ and hostile act, placement often requires a bit of force, persuasion and a ‘firm handshake’ which might sometimes turn into an arm wrestle – never a brawl!
    Always be polite. Have a sense of humour. But also be firm.
    You’re in the process of casting off hundreds of other me-too similar stories that all seem rather similar. But in your case you’re proving yours wins in the Survival of the Fittest Hunger Games.
    The placement with a single journalist can then be followed up, when the story finally breaks in The Guardian, Daily Mail or Sunday Times, with a mass send out to a BCC or personalised Mail-merged list of thousands of journalists who might then pile in with their own versions of the same story – because now it has currency in the form of the story running somewhere else.
    I’ve done this the other way round quite often as well. A general wire out of the story has gone out to a broad list of contacts first, but where seemingly no one is biting.
    In actual fact, no one wanted to be first off the block and were simply waiting and watching who else would go first and break the news.
    As soon as just one outlet ran the story, with a bit of manual prompting and pushing in by me, the entire global media was ablaze writing the same story.
    This is what happened when, during the 40th anniversary year of the Sex Pistols single Anarchy in the UK being released, I said that the son of Vivienne Westwood and Malcolm McLaren, the late manager of the Sex Pistols, was going to burn his £5,000,000 punk memorabilia collection in protest about the way that the corporate world had appropriated punk. There was a Virgin Punk credit card. McDonalds had done punk McNuggets.
    So this was widely released first. Single placement second.
    Generally, its single placement first, then wider release second.

  • The Ultimate Guide to Conducting a Formal Disciplinary Hearing

    The Ultimate Guide to Conducting a Formal Disciplinary Hearing

    In my last column, I shared the best practice way to undertake a disciplinary investigation.

    Disciplinary Hearing 101: Keep It Fair, Keep It Friendly

    Hey there, HR hero! You’ve already got the basics down – your employee has been accused, you need details, and you’re about to call a meeting. Now, let’s walk through the actual hearing and make sure you nail it for both justice and sanity.

    Step One: hand the baton to an impartial officer

    • Pick someone who hasn’t touched the case yet – no part in the investigation.
    • Give them the detective’s notebook (the investigative report) and let them play the “hand‑off” game.

    Step Two: send out the official “You’re Invited” letter

    • Tell the employee exactly what they’re being accused of.
    • Attach all relevant statements—so they’re not guessing.
    • Set the date, time, place – also say, “Feel free to bring a colleague, a union rep… anything you’re comfortable with.”
    • Give at least 1‑3 days notice to let them prep. The more the better.
    • List anyone else who’ll be in the room.
    • Explain possible outcomes and how they’ll get the final decision.
    • Ask them to confirm they’ll attend and whether they’ll bring someone along.

    Step Three: prep like a pro

    • Draft your questions ahead of time.
    • Gather every note, letter, and email related to the case.
    • Check the employee’s record for prior warnings or similar incidents.

    Step Four: Conduct the hearing

    Begin by warming everyone up—introduce the roles. If the employee’s got a sidekick, welcome them (but no cross‑talking unless they say “go!”).

    1. Ask if they’re fine stepping without a companion; record the answer.
    2. Read the allegation verbatim—no drama.
    3. Invite the employee to talk it out. Listen, don’t interrupt.
    4. Spot any parts they disagree with—e.g. “Where are you in this?” & “Why? Tell me why.”
    5. Let them recollect the day in their own voice.
    6. Highlight the seriousness—safety, legal, or company vibe—and confirm they get it.
    7. If there’s a history, ask why that pattern keeps popping up.
    8. Give them a chance to say “I was dealing with X—here’s why it matters.”
    9. Offer the floor one last time: “Anything else before we wrap up?”
    10. Close the session for you to consider the facts.

    Step Five: Fairness check

    Make sure the process respects natural justice. No bias, no pre‑judgement. Treat everyone like a human, not a case number.

    Step Six: You’re done – what now?

    • If there’s no action, write it down and send it.
    • If a sanction is in play, pick the fit one—Speedy: Written Warning (6‑12 months), Last‑Chance: Final Written Warning (12 months), or Exit: Dismissal (notice, or no‑notice for gross misconduct). You can also look at demotion or pay cuts.
    • Deliver the decision in writing — keep it cool, keep it clear.

    Step Seven: Tell them they can appeal

    Let them know their right to an appeal, give the deadline (five working days from the decision letter), and outline how to file it. They’ve got time—use it wisely.

    So that’s the hearing process in a nutshell. Next time you want to know what happens when the appeal kicks in, just keep the eye on that next chapter. For more help or a friendly chat, reach out – we’re here to keep your disciplinary journeys smooth, fair, and a smidge less stressful.

  • Deliver results for your business; step six

    Deliver results for your business; step six

    Deliver Results: Step Six – Review Your Progress

    Results are what really count. All the chatter, relentless hustle, and endless investment won’t mean a thing if you’re not actually hitting the goal line.

    Sixth (and Final) Piece of the Puzzle

    Keep an eye on what’s happening – at least once a week, or even each day. Great plans can unravel in the fast lane of business. Some folks use change as a pass‑excuse, but the savvy ones see it as an opportunity to stay slick, spotting what’s working and what’s not.

    Take the recent case of a retailer’s big product launch. We ran into kit glitches and installation hiccups. By checking in daily, we pinpointed the glitches, came up with fixes, and tweaked the master plan on the fly.

    What to Do With Each Review

    • Diagnose the hiccup. Pin down why it happened.
    • Keep going. Whatever the lesson, bounce back with fresh insight.
    • Celebrate wins. Acknowledge people who are delivering.
    • Give constructive feedback. Build trust so change is welcome, not resisted.
    • Adjust strategy. If something surprises you, adapt before it derails.

    Notice how the positive vibes of praise boost motivation—skip that blame‑the‑team tone that cuts morale friggingly.

    Why It’s a Winning Combination

    These tips are a system that reinforces each other, boosting your ability to reach the targets you set.

    Think you’re constantly reviewing but still falling short? Shoot an email to hilary.briggs@r2p.co.uk and let’s sort it out together.

  • Winning Metrics: Propel Your Team‑Building and Events Business

    Winning Metrics: Propel Your Team‑Building and Events Business

    Key Performance Indicators (KPIs) are essential for understanding and improving business performance.

    Why Most Team‑Building & Event Biz Just Keep Tab‑Tapping on Numbers

    After more than two decades juggling ledgers, I’ve watched countless companies put a lot of effort into crunching the right figures—yet miss the trick of watching what actually fuels their growth. For teams that thrive on building rapport and rolling out events, the secret sauce is tracking the right KPIs. They tell you how happy your clients are, how successful your ads are, how tight your ops are, and how healthy your pockets look.

    1. The Customer: Who They’re Really Are

    • Attendance rate: Does everyone show up? If they’re canceling in drops, it’s time to rethink the fun factor.
    • Net‑Promoter Score (NPS): A single word—“would you recommend us” can unveil hidden feelings.
    • Feedback loops: Quick surveys post‑event let you tweak the taste buds of your audience.

    2. Marketing: Making Air into Sales

    • Cost per lead (CPL): Get the cheapest way to attract a warrior of interest.
    • Conversion rate: Turning eyeballs into attendees—set a target and grind for it.
    • Social engagement: Likes, shares, and real‑time comments that keep your brand buzzing.

    3. Operations: The Big Machine That Keeps Things Running

    • Event checklist completion: Are you finishing each step on time? Nothing beats a smooth timeline.
    • Resource utilisation: Staff, equipment, the whole shebang—how often are they under or over‑loaded?
    • Recovery rate: When things go wrong, how quickly do you recover? A resilient team is a ready team.

    4. Finance: Counting the Coins & Avoiding the Cracks

    • Gross margin on events: The sweet spot between costs and ticket revenue.
    • Cash flow window: Are you paying out before you get paid? Keep that line of sight.
    • Profitability growth: Track changes week‑over‑week—your future self will thank you.

    Wrap‑Up: Stop Guessing, Start Buzzing

    Every business that nails its KPIs knows that data isn’t just numbers; it’s a roadmap guiding decisions from day‑to‑day tweaks to long‑term strategy. So, if you’re running a team‑building or event‑heavy affair, make your KPI tracking pre‑event, in‑event and post‑event—and let that data keep the business humming.

    Customer Metrics

    Why Customer Metrics Matter (and How to Keep Them in Check)

    Ever thought about how your same‑old customers feel about the services you offer? In the world of team‑building events, word‑of‑mouth is the currency that keeps the business rolling. That’s why tracking the right numbers is more than a nice-to‑have – it’s a must‑have.

    1. Feedback & Reviews

    • Digital whispers on Google, TripAdvisor or socials can make or break your reputation. Big thumbs‑up = instant trust. A lone negative comment? It’s a “red flag” spot for improvement.
    • Don’t let those reviews be buried: mesh them into your routine and respond fast, patch up complaints, and tweak services to match what people actually want.
    • Think about this: When you’re about to pick a venue for a team outing, will you skip influencer reviews on the sites your patrons frequent? If so, you might be leaving a whole bundle of new business on the table.

    2. Error Log & Resolution Time

    • In the events game, hiccups can pop up at any moment – a delayed lunch, a lost audio mic, a mis‑spotted location. Keep an eye on complaint volume and time-to‑resolve.
    • Why this matters? Shorter fix times = happier clients, smoother events, and a higher overall service rating. If your average response time was 4 hours, what would happen if you cut it in half?

    3. Repeat Customers & Referrals

    • Repeat business is like a gentle drip that keeps the cash flow steady without burning out your marketing budget.
    • Referrals are pure gold – they prove that your brand was a hit and that customers trust you enough to bring friends along.
    • Track who keeps coming back and who tells their friends. Use those numbers to tweak promos, reward loyalty, and build a solid referral program.

    Pro Tips

    • Set up a simple dashboard for all these metrics; dashboards are the visual lifelines of data.
    • Share the stats with your team — people love seeing the “wow” moments when numbers tick up.
    • Lean on the data, not intuition, to make decisions about next events or marketing moves.

    Stay on top of these gears, and your events will keep spinning smoothly, your customers will feel heard, and your numbers will shout success.

    Marketing Metrics

    Essential Marketing Hacks for Team‑Building & Event Stars

    Running a team‑building or event business is like juggling flaming torches—one misstep and the whole show can collapse.
    The good news? With the right metrics, you can turn the chaos into a smooth, profitable routine.

    Email Engagement – Keep the Inbox Buzzing

    • Open Rate A slick subject line is your icebreaker. Aim for a punchy line that makes recipients want to click before they see the rest.
    • Click‑Through Rate (CTR) Once they’re inside, the call‑to‑action has to be irresistible. Think of it as your “you should definitely do this” moment.
    • Conversion Rate The gold standard—how many clicks turn into bookings or repeat clients? That’s where the business money lives.
    • Ask yourself: “Did my email tone evolve after each campaign? Maybe the new fun emojis opened more hearts (and more bookings).”

    Social Media Performance – Social Proof on the Frontlines

    • Engagement (likes, comments, shares) High engagement means your audience is talking to your brand, not just scrolling past.
    • Audience Growth A steady uptick is like a growing fan club. Keep the members excited with fresh content and face‑to‑face Q&As.
    • Platform Mix Kick ass on TikTok, swirl through Instagram stories, and maintain a professional touch on LinkedIn. Each playground has its own vibe.
    • Track who’s sharing—those shares are the social mileage spun for a bigger reach.

    Website Analytics – The Hub of the Digital Jungle

    • Organic Traffic Visitors found you. The bigger the footfall, the more potential flyers.
    • Referral Traffic Other sites’re sending people your way—true griefraisins for brand credibility.
    • Conversion Rate Count the clicks that become “yes, we’re in!” bookings.
    • Time on Page & Bounce Rate If people linger, they’re convinced. If they bounce, maybe there’s too much fluff or a broken link.
    • Find the single page that drives the most traffic—replicate its winning vibe across the site.

    Google My Business Insights – Local Visibility Matters

    When prospects question “which event company is right for me?” Google My Business acts like a glowing billboard.

    • Visibility & Search Queries See who’s searching and confirm you’re front‑and‑center.
    • Customer Actions Calls, directions, website visits—convert clicks into real‑world inquiries.
    • Set up alerts for sudden spikes; that’s a sign someone’s feeling the buzz.

    SEO Performance – Rank, Grow, Repeat

    • Organic Traffic The most sustainable channel. Each keyword gains you a niche audience.
    • Backlinks High‑quality citations boost authority—think of them as endorsements from industry peers.
    • Domain Rating Your domain’s authority score plays a big role in search rankings.
    • Remember: the better your SEO, the deeper the funnel and the richer the client pool.

    Paid Marketing Performance – Quick Wins, Smart Spend

    • Impressions & Reach They’re your brand’s postcard to the world.
    • Cost Per Conversion Aim for conversions that fit your budget—no nuts and bolts of pricey PPC.
    • ROI The ultimate metric. Is the money you spend turning into bookings, and if so, how many?
    • Refine your ads based on data—what works gets more shout‑outs, what doesn’t gets a new look.

    Bottom line? With the right mix of email, social, site, local, organic, and paid metrics under your command, you’ll be canning the marketing cloth.
    Keep your eyes on the numbers, your heart in the projects, and humor in the workflow—then watch those bookings roll in like a perfect team building game.

    Operational Metrics

    How to Keep Your Team‑Building Events Running Like a Well‑Oiled Machine

    Every great event starts with one simple truth: if your operations are smooth, the rest of the show will shine. Let’s break down the must‑have metrics that will keep you on your game, squelching mistakes, trimming costs, and keeping everyone—both staff and participants—happy.

    Attendance & Capacity Utilisation

    • Know where you stand: actual turnout vs. planned capacity.
    • Real‑time tweaks: shift rooms, re‑schedule activities on the fly.
    • Future‑proofing: accurate demand forecast reduces overbooking chaos.

    Game Completion Rates

    • Track who finishes the challenges: spot the “drop‑off” points.
    • Find the hot‑spots: the activities that keep the crew engaged.
    • Use the gold: redesign your event to keep the energy high all through.

    Time Efficiency

    • Measure every bite of your schedule: setup, play, wrap‑up.
    • Less idle time = lower overhead.
    • Remember: a boss meeting or a corporate retreat doesn’t appreciate a half‑hour pause for coffee.

    Staff Utilisation

    • Match the crew to the load: ditch the over‑staffed “hero” or under‑staffed “deficit.”
    • Optimal crews mean smoother customer experience and healthier profit margins.
    • Staff satisfaction rises, turnover falls, and the whole team stays motivated.

    By keeping an eye on these four sweet spots, you’ll ensure that every team‑building event feels polished, purposeful, and—most importantly—fun. Buckle up; it’s time to take your operations from “good” to “great.”

    Finance Metrics

    Got Money? Let’s Decode the Numbers Your Business Needs

    Running a team‑building or event business is a lot like juggling flaming torches – if you don’t keep track of where the heat is coming from, you’ll burn something important. The key is staying sharp on the financial metrics that keep the lights on.

    Revenue Tracking Setup—Your Treasure Map

    • Slice It. Separate revenue by who you’re selling to and how you’re selling. Sports leagues? Corporate clients? Social media promoters? Knowing this lets you sprinkle resources where they’ll pay off.
    • No Tricks. Stick to straight‑forward bookkeeping. No hocus‑pocus with fancy accounts – honesty beats over‑engineering.

    Profit Metrics—What’s Really In Your Wallet?

    • Choose a Champion. Gross profit, net profit, EBITDA – pick one and get comfortable. It’s your passport to the true health of your operation.
    • Forget the Depreciation Dust. Cutting that out gives you a clearer view of what your services actually bring in.

    Bookings vs Players—The Classic “Promise vs Reality” Tale

    • Track the Pipeline. Bookings are great, they’re just promises. Players show you the real cash.
    • Bridge the Gap. Forecast payment timing to keep the cash cushion alive until the money shows up.

    Balance Sheet Metrics—Where the Money Lives

    • Assets & Liabilities. Know what you own and owe. It’s your safety net when you’re looking to grow or take on new gear.
    • Equity. Your stake in the business. Think of it as your own personal brag‑card.

    Cash Flow—Money’s Flat‑Rate Speed

    • Keep It Moving. Inflows should outpace outflows. No leaky faucets and no late payroll.
    • Invoice Templates Are Your Friends. Freelancers and contractors love the clarity. It keeps your seasonal and advance‑payment headaches at bay.
    • The King! Money is the real ruler—no matter the fancy fancy numbers.

    Forecasting Revenue—Your Crystal Ball

    • Update Often. Feed in confirmed bookings and conversion odds. The future looks clearer, and so does your resource allocation.

    New vs. Repeat Business—Loyalty’s Scoreboard

    • New Faces. Fresh clients mean growth opportunities—keep that enthusiasm high.
    • Return Fans. Repeat clients are the backbone of long‑term stability; treat them like VIPs.
    • Strategic Tweaks. Ad style, offers, and follow‑ups hand‑picked to win back old and woo new.

    So, pull out that ledger, track those numbers, and keep your business humming. You’ve got the playbook—just turn it into play!

    Final Thoughts

    How to Keep Your Team‑Building Biz on the Right Track

    Got a side hustle that throws parties, corporate retreats, or the occasional backyard BBQ? Great! Now let’s make sure you’re not just spinning your wheels. Focus on the right KPIs and you’ll turn every gig into a success story.

    The Big Picture: What to Track

    • Customer Pulse – Ask, listen, act. Your guests’ feedback is the gold standard.
    • Marketing Mojo – Clicks, shares, and who’s actually remembering your brand.
    • Cashflow Check – Know your burn rate vs. your income. No one likes a surprise deficit.
    • Ops Efficiency – From booking software to on‑the‑ground logistics. Make every minute count.

    Why It Matters

    When you can see these metrics up front, you’re not guessing; you’re executing. Instead of relying on a gut‑feel, data tells you whether a new event idea will actually turn profit, which marketing channel brings the most ROI, or if a particular trainer’s style is a hit.

    Getting the Habit Right

    Sounds like a lot of numbers, we hear you. But that’s exactly why processes matter. Set up a simple dashboard, plug it in with your booking platform, and watch the numbers update in real time. With the right systems, that spreadsheet turns into a tool you can tweak as often as you like.

    Ready to Dive In?

    Want to know the tricks we use at StreetHunt Games to keep those KPIs shiny? Drop us a line; we’ll walk you through the exact workflow that’s been turning our events into hit‑lists.

  • Government health minister says eating at desks is ‘disgusting’, but should it be banned?

    Government health minister says eating at desks is ‘disgusting’, but should it be banned?

    Recent research has found that nearly two thirds of workers eat their lunch at their desk every day, with many admitting they would feel ‘guilty’ if they left the office for their allocated hour.

    Many workers are no longer paid for their lunch breaks, and therefore have every legal right to leave the premises for a full 60 minutes each and every day.

    So why are we rushing out to pick up a quick meal deal and heading straight back to dine ‘al desco’?

    Put simply, times are tough for most companies at the moment and employees are feeling this strain more than anybody. So while stomachs might be calling for lunch, there’s a good chance that the boss is calling even louder for the completion of the next piece of work.

    Sure, we would all enjoy being able to leave the office – and to leave our emails there while we’re at it – to enjoy a leisurely lunch for a full 60 minutes, but the fact is it just isn’t viable for the majority of employees anymore.

    So is eating at your desk as disgusting as Anna Soubry has suggested, and if so, can it harm your health?

    Dr Ron Cutler, a microbiologist at Queen Mary University of London, believes a quick lunch at the desk could be potentially threatening to your health:

    He said: “The crumbs that accumulate on your desk and in your keyboard provide a perfect environment for bacteria and fungi to thrive.

    “The temperature in offices is typically around 20C, the point at which staphylococcus can breed, causing diarrhoea and vomiting — which is why leaving your sandwich on your desk all morning is also a risk.

    “And the more people who share office equipment or desks, the greater the risk of catching a bug.

    “The more people use certain equipment, the more germs will be on it.”

    It appears then, that your desk probably isn’t the most hygienic place to consume your lunch.

    So how can companies maintain staff productivity levels, while lowering their exposure to such potentially unsanitary conditions?

    The simple answer would be to introduce a ban on staff eating at their desks and force them to leave the office. However, this might result in them feeling extra pressure to meet deadlines and leave them feeling frustrated.

    Although, having said that, I used to work at a busy law firm in Paris, were the lunchtime culture resulted in two-hour breaks filled with eating and exercise – not at the same time of course – and productivity levels didn’t seem to suffer at all.

    Eating away from the desk may even result in workers taking less sick leave, as germs are prevented from traveling around the office so freely, and therefore output levels might actually increase.

    The other option, and probably the more viable one to many businesses, is to introduce a regular cleaning process. This would ensure that desks and workstations are fully cleaned and sterilised, reducing the number of germs in circulation.

    To ensure that employers are acting lawfully, they must also be aware of their employees’ rights when it comes to lunch-time dining:

    • For employers, ensure that you include break periods within contracts of employment so that your staff know what to expect each lunch time.
    • If this is not the case, the Working Time Regulations state that an adult employee is entitled to a 20 minute rest break, during a daily working time of more than 6 hours per day, and under normal circumstances, they are absolutely entitled to take that rest break wherever they want, including leaving the premises.
    • However, breaks cannot be taken at the end of the working day – it must be somewhere in the middle.
    • Employers have the right to manage the time when breaks are taken, as long as it meets these conditions.
    • Employees have no statutory right to take smoking breaks.

    To summarise, however your company chooses to combat the issue of eating ‘al desco’, the most important factor for many employers is the productivity and motivation of their staff. Whatever you decide to do, be sure to consult your team and involve them in any decision you make. If you can achieve staff buy-in, creating the lunchtime culture you want will be much easier.

  • The King’s Speech: What’s Next for Employment Law?

    The King's Speech – What is next for employment law?

    Within the King’s Speech on 17 July 2024, the new Labour Government set out its legislative agenda for the next few months. The reform of employment law was a pillar of Labour’s election campaign, and so it is no surprise it was referenced within the King’s speech:

    “My Government is committed to making work pay and will legislate to introduce a new deal for working people to ban exploitative practices and enhance employment rights”.
    Accompanying the announcements in the King’s Speech were Background Briefing Notes.
    The Government is proposing the introduction of two new employment Bills:

    The Employment Rights Bill, which is intended to implement Labour’s New Deal for Working People
    The Draft Equality (Race and Disability) Bill

    Employment Rights Bill

    The Employment Rights Bill appears in the section Economic Stability and Growth of the Briefing Notes and includes commitments to the following:

    Banning “exploitative” zero-hour contracts;
    Ending “the scourges” of “Fire and Rehire” and “Fire and Replace”‘ by providing effective remedies and replacing the previous Government’s statutory code;
    Making parental leave, sick pay and protection from unfair dismissal available from day one on the job for all workers (although this will not impact upon employers’ ability to operate probationary periods to assess new hires);
    Strengthening Statutory Sick Pay by removing the lower earnings limit and the waiting period;
    Making flexible working the default from day one for all workers, with employers required to accommodate this as far as is reasonable;
    Strengthening the protection for new mothers by making it unlawful to dismiss a woman who has had a baby for six months after her return, except in specific circumstances;
    Establishing a new Single Enforcement Body to strengthen enforcement of workplace rights;
    Establishing a Fair Pay Agreement in the adult social care sector and assessing how this could benefit other sectors;
    Reinstating the School Support Staff Negotiating Body to establish national terms and conditions, career progression routes, and fair pay rates;
    Updating trade union legislation, removing unnecessary restrictions on trade union activity, including the previous Government’s approach to minimum service levels, and ensuring industrial relations are based around good faith negotiations and;
    Simplifying the process of statutory recognition and introducing a regulated route to ensure workers and union members have a reasonable right to access a union within workplaces.

    The Briefing Notes state that there has been an increase in the number of people in less secure forms of work, including the number of zero-hours contracts rising to over 1 million over the last decade. The Bill will provide additional security and predictability for these workers. Further, they also state that extending protections to workers from day one will encourage more workers to switch jobs, which they state is associated with higher wages and productivity growth.
    The Employment Rights Bill proposal also references the Government’s intention to deliver a “genuine living wage that accounts for the cost of living” and to remove “discriminatory age bands”.

    Draft Equality (Race and Disability) Bill

    This appears in the Break Down the Barriers to Opportunity section of the Briefing Notes.
    The Draft Equality (Race and Disability) Bill intends to tackle inequality for ethnic minority and disabled people by:

    Enshrining in law the full right to equal pay for ethnic minorities and disabled people to make it easier for them to bring unequal pay claims and;
    Introducing mandatory ethnicity and disability pay reporting for larger employers (250+ employees). This will expose any pay gaps and enable companies to consider why such pay gaps exist and how to tackle them.

    Comment

    It is clear that the Government is motivated to implement employment reform quickly, intending that the Employment Rights Bill is introduced within the first 100 days of the new Parliament, so possibly around mid-October 2024.
    The Equality (Race and Disability) Bill will likely take longer as it is still considered a draft Bill.
    Even though it may be many months before we see either of these Bills signed into law (possibly with amendments) and even longer before any changes are implemented, one thing is certain: we can expect significant changes ahead.
    The Government intends to “work in close partnership with trade unions and business” to deliver the  New Deal, and we will keep you updated.

  • Don’t dodge disclosures – the dos and don’ts of hiding assets during a divorce

    Don’t dodge disclosures – the dos and don’ts of hiding assets during a divorce

    As widely reported, Michael Prest, the founder of an oil company was ordered by the Supreme Court to hand ownership of luxury properties to his wife as part of a £17.5 divorce settlement. A web of offshore holding companies and subsidiaries had been set up to disguise ownership of the assets.

    The court’s decision gave the red card to disclosure “cheats” – signalling the end of deliberately hiding business assets in a divorce settlement.
    So what are the ramifications of this judgement for owners of SME businesses whose marriages fall apart?

    Financial disclosures in a divorce settlement may send a shiver down the spine of business owners; however they are designed to ensure that both parties in a divorce receive fair settlements. Here are my critical dos and don’ts on disclosing your financial and business assets.

    • Do be open and transparent. It is a myth that this ruling gives carte blanche to aggrieved ex-spouses to grab business assets. No one, including the Courts wants to see businesses brought to their knees. That won’t change if your business is well run and accountable. However, if a lawyer spots anomalies, such as large amounts of money being taken out of a business or being used to cover expenses, then a judge could rule that there has been a deliberate attempt to conceal company assets. In such cases the judge may decide to be less sympathetic to the business owner and to look more closely at the business assets in a financial settlement.
    • Don’t set up a new company as a means of protecting assets. If you set up a new business shortly before separating a judge will, understandably, be suspicious. No matter that there may be legitimate tax reasons for doing so, a wary judge or lawyer could see such an action as a deliberate attempt to hide property and other personal assets within a corporate structure.
    • Do make a full and frank disclosure of your financial assets. You will be asked to complete what is known as a ‘Form E’ and provide evidence of your assets and finances in the UK and abroad including bank statements, business accounts, tax returns, mortgage statements, valuations of any assets, such as pensions, property together with evidence of any financial liabilities. Lawyers collate this documentation and exchange it with your ex’s lawyer as part of the divorce negotiations.
    • If you refuse to submit documentation, or if vital paperwork appears to be missing, then a lawyer may believe that you have not made a ‘full and frank disclosure’ and can apply to the courts for a judge to deal with the financial matters. You could be fined or even imprisoned – almost certainly you will face additional costs, particularly if lawyers have to pay for specialist help to track down your missing finances.
    • Don’t set up a secret bank account. However tempting it may be to syphon off assets into an undisclosed bank account, including an off-shore one, you will be found out. Divorce lawyers know every trick in the book and will ask questions if money seems to be missing. They may employ forensic accountants to track down your missing money and family courts have the power to question your accountant, financial advisor and bank manager about your finances.
    • Do aim to be collaborative. Financial settlements are a critical, yet often challenging part of divorce and a collaborative approach, favoured by my own firm, can help to resolve matters in a less confrontational manner than going to court. In collaboration the couple and their lawyers will work closely as a team to help reach an amicable agreement.
    • Remember an open and fair settlement will be a lasting solution. If, in the future, your ex discovers that everything had not been disclosed he or she can ask the court to look again at any settlement and overturn it if necessary. The result is emotional upheaval and costs.

    No SME business owner going through a divorce should have reason to fear this landmark ruling as long as he or she plays fair and avoids the temptation to conceal business and personal assets.

  • Algorithms and fairness: lessons from the class of 2020

    Algorithms and fairness: lessons from the class of 2020

    In this most strange of years, the problems with A-Level and GCSE results may seem like just another short-term political crisis.

    But the combination of big data and algorithms, and their potential discriminatory effects on individuals, gave us a powerful insight into one possible (dystopian) future. Algorithms are increasingly becoming part of our everyday lives, employed by many businesses and increasingly by governments. Used appropriately, they can improve decision-making and increase efficiency. But when they go wrong, they can have a profound adverse effect on individuals, as the class of 2020 has found out.
    The A-Level and GCSE results problems affected hundreds of thousands of young people across the UK. When the coronavirus pandemic forced the closure of schools and the cancellation of exams, a new system was needed to allow students who would have been sitting their A-Levels or GCSEs to be graded. The authorities proposed collecting teacher assessments, which would then be moderated centrally to ensure a consistent approach and to prevent so-called ‘grade inflation’. An algorithm was developed which would amend the teacher assessments to ensure that the 2020 grades were broadly comparable with those of previous years, using information including the past performance of schools and colleges.
    The algorithm appeared to work perfectly at this macro level, ensuring that broadly the same percentage of students received the top grades as in previous years. But it proved catastrophic for individual students, as around 40% of grades were lowered, and some individuals received grades substantially below their teacher assessments. This seemed to particularly affect high-achieving students in schools which had traditionally performed less well, heightening the appearance of unfairness.
    In the face of overwhelming political pressure, the four governments across the UK all decided to revert to teacher assessments. Some of these problems were obvious with hindsight. Because schools had been shut since March, no one had been able to drop out or underperform against expectations, so the algorithm was always going to have to downgrade some students to compensate. And whilst this downgrading rightly reflected the fact that some students would underperform, it felt cruel and unfair to the actual individuals whose grades were lowered.
    Before the governments changed their minds, several legal challenges to the grades allocated by the algorithm were launched. Data protection law, which was updated across Europe as recently as 2018, when the General Data Protection Regulation was introduced, contains specific provisions around automated decision-making and profiling. Article 22 of the GDPR provides individuals with a right not to be subject to decisions based solely on automated processing which produce legal effects or significantly affect them. This right is little known and rarely comes before the courts.
    England’s exams regulator, Ofqual, argued that decisions about this year’s grades did not engage Article 22, because the decisions involved a human element and therefore were not ‘solely’ made by automated means. Many commentators have disputed this claim. It would have been interesting to see how the courts interpreted the right had the legal challenges proceeded. As automated decision-making becomes more prevalent, Article 22 challenges are likely to become commonplace.
    More widely, data protection law requires organisations to process personal data fairly. The concept of fairness is often subjective and can be difficult to define. Nevertheless, it is hard to argue that downgrading an individual, not because of their own weaknesses but because of the past performance of the school they attend, meets this basic test of fairness. The algorithmic results may have been fair to the whole cohort, but they were deeply unfair to some individuals.
    Again, we will never know whether a legal challenge under data protection law would have succeeded. Still, there is a lesson here for all organisations that use algorithms to make decisions about individuals. The decision-making must be fair at an individual level. There are parallels with another controversial and ever-growing technology, automated facial recognition software. Whilst such software has important uses, allegations persist that facial recognition performs poorly in respect of certain ethnic minority groups. This can lead to very significant individual unfairness which should not be overlooked.
    In a business context, automated decision-making is beginning to be used more widely, especially in recruitment and selection. This creates enormous opportunities for business to improve their efficiency, make better hiring decisions and ultimately increase their profitability. But it comes with risks. Algorithms are not magic. They can only ever be as good as their design and the data that goes into them. Errors in either can lead to unexpected biases being exaggerated and result in more flawed decisions. A considerable amount of work went into getting the exams algorithm right. Still, ultimately it suffered from both a design bias, in that the goal of ensuring fairness at a cohort level led to unfairness at an individual level, and from a lack of robust data, which meant that schools with smaller class sizes appeared to benefit at the expense of larger centres.
    Automated decision-making is undoubtedly here to stay, and algorithms are only likely to get more sophisticated. The 2020 exam results scandal doesn’t mean we should give up entirely on automated decision-making. But it should make all businesses pause to consider their fairness and the potential impact on individuals. Otherwise, they could face not only legal challenges but also significant reputational damage.

  • Thriving After the Pandemic: Strategies for Businesses to Come Out Stronger

    Thriving After the Pandemic: Strategies for Businesses to Come Out Stronger

    According to the latest statistics, the UK economy is forecast to have grown by 6.6% during July 2020, meaning it will have recovered 88% of its pre-lockdown size.

    Business Bounce Back After COVID: Keep the Momentum Going

    After the 20.4% slump at Q2’s end, businesses saw a nice uptick.
    The majority of that lift came from the doorways that finally opened—shops, bars, restaurants, and even factories that once closed their doors.

    What the Numbers Really Say

    • Reopening Surge: 70%+ of revenue growth tied to the return of in‑store and dine‑in services.
    • Manufacturing Resurgence: Factories re‑starting up added another 12% boost.
    • Future Threats: Local lockdowns and shifting national rules keep the stakes high.

    What Business Leaders Should Do Next

    • Stay Agile: Keep flexible plans ready for any sudden rule tweaks.
    • Communicate Constantly: Explain changes to staff and customers with clear, friendly updates.
    • Invest in Technology: From contact‑less payments to digital inventory, tech saves time and boosts confidence.
    • Prioritize Health & Safety: Triple‑check sanitation protocols—customers love seeing you’re on top of it.
    • Analyze and Adapt: Look at sales data, spot trends, and adjust product lines or opening hours accordingly.

    Smile and Keep Charging Ahead

    It’s not just about patting yourself on the back after a revival; it’s about building a resilient “future‑proof” business.
    With a dash of humor, a pinch of optimism, and a lot of preparation, leaders can not only recover the damages taken during the peak but also harvest new opportunities that COVID has illuminated.

    It starts with Mindset

    Staying Steady Amid Pandemic Storms

    Two Thrill‑Seekers and Many Fear‑Mongers

    • Retreaters – Those who pulled back at the first sign of chaos.
    • Drive‑Makers – Leaders who kept steering the ship through the squall.

    Why Pushing Forward Beats Fear

    At the start of the COVID outbreak, the real test wasn’t how you perform during boom times but how you tackle adversity. The drive‑makers who stayed in the cockpit, refusing a sabbatical, found themselves a half‑year ahead of the curve when everyone else was still login‑catching.

    Key Ingredients of Success

    • Focus – Zero in on what matters, slice through the noise.
    • Diligence – Commit to action, even when the headlines scream panic.
    • Determination – Keep the momentum; let the future be the goal, not the fear.

    Instead of fretting about the next quarter, lean into the present. The media may spin a storm, but those who surf it set sail toward success. Stay driven, stay focused, and the rest of the world will catch up.

    Don’t ‘Go Dark’

    Shining Through the Storm: Why You Should Keep Your Marketing Lights On

    Ever notice how the guys who shut down their ads during a recession are the first to trip when the economy does a bounce‑back? That’s not a coincidence – it’s the economics of visibility.

    Short‑Term Savings, Long‑Term Losses

    • Cutting your marketing spend can give you a quick win on the cash flow sheet.
    • But it also turns off the flashlight that brings new customers in the dark.
    • When the market starts picking up again, you’ll be the one still trying to find the exit.

    Make the Smart Move: Review & Amplify

    Take a close look at your digital marketing dance routine:

    1. Measure how much you’re spending versus the return each channel is pulling.
    2. Spot the high‑return moves – that’s where the real action is.
    3. Re‑fuel those channels. Outspend the competition while they’re trimming corners.
    If You’re Still Scraping the Surface

    Not having a solid digital strategy? That’s a huge missed beat. Instead of fretting about costs, picture your potential customers already somewhere out there, hunting for what you offer. If you’re silent, they’ll just buy from the next brand that’s shouting their name.

    Quick reminder: Marketing is an investment, not an expense. It might drain a bit of cash now, but it pays you back in the future by building market share and keeping you competitive.

    Sales = Success

    Why Your Inbound Lead Crisis Hits When It Does

    Ever feel like sales just freeze in the middle of the year? Maybe it’s the classic “slow‑down” rhythm that knocks the wind out of your sales funnel. Even when you’re getting warm leads from friends or organic Google searches, the bumpy part comes along. The fix? A sales strategy that keeps the momentum going.

    LinkedIn: Your One‑Switch Sales Powerhouse

    Think of LinkedIn as a “pipeline‑to‑pipeline” engine. With a few clicks, you can:

    • Locate prospects that fit your dream customer profile.
    • Contact them with a quick, personalized note.
    • Engage in conversations that feel more like chatting over coffee than a cold call.

    And the best part? It’s cheaper than most other tools. Value that introship of “I can actually grow my book of business by just spending time” into real, actionable results.

    What Makes a Sales Plan Work?

    Build it on three pillars:

    1. Diligence – Keep showing up. 10 minutes of prospecting each day beats a 30‑minute marathon that never happens.
    2. Discipline – Lock in a calendar slot. Sam—digit all that call‑time in your agenda like a sacred ritual.
    3. Perseverance – Don’t quit when the first quarter suck. Your next batch of prospects is just a few clicks away.

    When the roster grows, consider a dedicated sales squad. That’s when you’ll truly “emerge stronger.”

    Post‑Pandemic Reality Check

    COVID‑19 may have shaken the globe, but the economic rebound isn’t an overnight at‑market navigation. Stagnation gave many businesses a bad buzz. To bounce back—and outpace pre‑lockdown figures—you gotta keep pushing forward, no matter how gnarly the road looks.

    Bottom line: The biggest risk? Staying paralysed. Failure to act is the real villain. So, lean into LinkedIn, nail your daily sales rituals, and let the “slow periods” become a myth, not a threat.

  • Bespoke: Is It Just a Pretext to Raise Prices?

    Bespoke: Is It Just a Pretext to Raise Prices?

    What Does Bespoke Training Really Mean?

    We’ve all rolled our eyes at the buzzword “bespoke” swirling around board rooms and conference halls. It’s become the equivalent of “blue‑sky thinking” or “thinking outside the box” in the game of business buzzword bingo. But let’s cut to the chase: does your provider really pull the shirt off your tailor’s chest, or are they just swapping logos on a pre‑made package?

    Get to the Real Problem

    Instead of the vague “the sales team is underperforming,” a custom trainer will start with a deep dive:

    • What’s slipping the sales force? Poor phone etiquette? Candor about customer feedback?
    • Where do the numbers dwindle? Drop in revenues, high auto‑call rates?
    • Is morale on a bumpy ride? Do staff feel engaged or are they counting days until the next coffee break?
    • What’s the absentee track record? Repeat absences can be a red‑flag for deeper issues.

    Once you’ve pinpointed the precise snag, a truly bespoke program can be built around it.

    Set Objective‑Driven Goals

    Too many training contracts assume their target is “increase sales.” That’s a safe bet for the supplier, but not a winning strategy for you. Ask for a concrete list of outcomes you’d like to observe. Then, make sure the provider drafts a content map that aligns natively with those outcomes. If they can’t show you a tailored blueprint, you’re probably looking at a generic pickle.

    Choose Delivery Style—With Your Input

    Classroom, online, blended, or even role‑playing? A reliable provider will justify each delivery method:

    • Why this format? The logic behind the choice and how it meets your goals.
    • Flexibility to tweak. Can you give them a shout if you need a session length or agenda change?
    • Measuring impact. What tools will they use to see whether your objectives have been reached?

    Transparency is the key to a meaningful collaboration.

    Real, Not Just Repurposed, Support Materials

    Having a glossy hand‑book feels nice, but if it’s nothing more than ABC Inc.’s generic slides overstamped with your logo, the value fizzles out. Here’s what to ask for:

    • Original content. A content creator’s fresh take on your specific challenges.

    • Customization tasks.

    • Proof of effort. Not a copy‑and‑paste reprint, but a truly crafted narrative.
    • Evidence of relevance. A few examples of how the material has been tailored to similar clients.

    Once you can see a hand‑crafted set of resources, you’ll know the program is genuinely bespoke and not just a resale of someone else’s product.

    Ready for a Tailored Training Experience?

    Want a real, hands‑on training that matches your unique needs? Reach out for more insights on employee development or to explore a truly custom course. Drop us a line at www.threedomsolutions.co.uk or follow our updates on Twitter at @3domSolutions.

  • Sales Lessons From The Mercedes Benz Factory

    Sales Lessons From The Mercedes Benz Factory

    Grab the First Lesson: Let Prospecting Ride the Conveyor

    Imagine a factory where every car moves like a perfectly timed relay baton. Each workstation has its own rhythm, and if a single component falls behind—even by a few seconds—it throws the entire line off balance. There isn’t a “just one more Friday” to make up for lost time – every piece has to fit together on the clockwork schedule.

    Sales translates that into a steady rhythm of prospecting.
    Drop the “I only reach out when I’m bored” mindset.
    If you stay on this inconsistent beat, your results will look like a roller‑coaster – exhilarating highs followed by brutal drops. Keep the prospecting flow steady, and your numbers will stay on the pleasant plateau of revenue growth.

    Lesson 2: The Hand‑over is the Final Showstopper

    Whether it’s a hand‑over to the project manager, the account manager, or directly to the client, this moment can make or break the experience. A sloppy handshake or a forgotten detail can shoot off the shine that built up during the sales pitch.

    Mercedes takes this seriously. Picture a cozy coffee lounge in the showroom where new owners sit, their cars arrive, all the inspections happen, and you’re taken on a personal tour of your new ride. It’s the kind of flirty, attentive touch that reminds customers you’re not just selling a car—you’re delivering a lifestyle.

    Lesson 3: Surprise the Customer With a Thoughtful Bonus

    Adding value is often touted in marketing materials, but many miss the golden touch of a small, unexpected gesture that deepens loyalty.

    • At the Mercedes factory, a snappy map of local attractions was handed out.
    • Because the buyer had a long cross‑border drive, the service rep ensured the car’s tank was topped off for free.

    These aren’t fortune‑tellers or slick marketing stunts – they’re sincere, thoughtful extras that turn customers into brand advocates. Do a tiny delight that your prospects haven’t seen coming, and watch the referrals roll in.

    Lesson 4: Dash Back In the Moment the Sale Is Completed

    After a sale, most salespeople bolt off to chase the next lead, leaving the client dangling. That’s a recipe for buyer remorse and missed follow‑up opportunities.

    Mercedes stays in the game with a swift post‑purchase call from the salesperson and an independent survey check. This double‑layer of contact shows customers you care about their experience, boosts satisfaction, and makes them more likely to say “yes” to future opens or give glowing testimonials.

    “It isn’t about going the extra mile for the sake of going; it’s about making the mile extra happy for the customer.”

    Wrap‑up: If You Follow These Plays, Your Team’s Numbers Will Rocket

    Adopt a consistent prospecting rhythm, perfect the hand‑over handshakes, sprinkle unexpected kindness, and make a fast follow‑up a habit. Combine these tactics, and watch both your performance and your team’s success climb—almost like a fun lift that takes you and your prospects to win‑way higher places.

  • Always choose the people you work with rather than building a business for investors

    Always choose the people you work with rather than building a business for investors

    Why we chose to build a franchise instead of the investor-beloved marketplace platform? If you are a small business owner in the services industry, a platform can look very appealing…

    It gets your business out there. You could potentially get found by a lot of people if you choose the right platform.

    Sure, some platforms cost money. But in return, this could be a big new marketing channel for your business.

    Yet that’s all it is. A marketing channel. Compared to the other options you have – such as franchising – you’re not getting much bang for your buck.

    Plus, there are some pretty hefty downsides to listing your business on a platform. Because, unlike a franchise network, a platform is a competitive space.

    When you sign up to one, you aren’t joining a supportive network. You better be ready to dive into the shark tank.

    Competing in a whole new arena

    A platform is not a collaborative business environment. You are usually in direct competition with all of the other similar businesses that use the platform in your area.

    This means you’re going to need a couple of things to do well on a platform:
    Firstly, a good idea of how to market your business on it. Some platforms might help you with this. But even then, you are going to need to know the unique selling points of your business you want to promote.

    For example, if you are a reliable plumber, what sets you apart from another reliable plumber on the platform?

    In the eyes of your potential customers, perhaps not much. Or, more to the point, perhaps only the reviews you’ve received.

    1000 new bosses governing your every move

    Your reviews are those 1000 new bosses. In a platform environment, your reviews can help you swim. Or they can sink you.

    Speak to many people who have their businesses listed on platforms and they will tell you how they live in fear of bad reviews.

    Of course, every business owner should want to deliver a great quality of service. You should want and in many cases ask your customers to leave you reviews to show off what you can do.

    But you don’t want to be in a position where you are held hostage by them. On many platforms, this is a situation that is all too common.

    It’s easy to find small business owners or self-employed service professionals on platforms who feel they can’t turn down any job even if they’re overwhelmed. They can’t take a day off. They live in fear of getting sick.

    Because they know that any one thing could lead to a reduction in their overall “score” and less work in future.

    Platforms vs franchising

    I’ll level with you. When we were growing Fantastic Services, we briefly considered creating a platform rather than a franchise.

    Investors love platforms, people would tell us. Sure. But do the people on the platforms love the platforms?

    I would argue not very many of them do. So for us, it became the difference between creating a place for small business owners to compete against each other on one hand.

    And building a communal network where it’s in everyone’s best interests for us all to succeed on the other.

    Competition vs community

    You always need to think about what you want to actually get out of the business opportunity you are considering.

    If you’re thinking about putting yourself or your business on a platform, this is the key difference between the two business models.

    One is a competition. The other, done right, is a community.

    Control and growth

    Some people might argue that it’s the platform that really lets you be your own boss. A platform might levy some control over your standards. But in a franchise system, doesn’t your franchisor have even more authority over how you run your business?

    To that, first of all, I would say Uber. The UK courts recently ruled that drivers on the Uber platform are most certainly employees rather than self-employed because of the many, many standards the platform expected them to adhere to.

    Of course, those drivers still had to live in fear of getting too many negative ratings and being kicked off the platform. At one point, that “negative rating” meant a score of well over 4 out of 5.

    In a franchise, you are your own boss. But with benefits. Those of us who have grown our own companies know that when you’re starting from scratch, anything can happen. When things go wrong, who do you turn to?

    Usually, you only have yourself or your business partner (if you’re lucky enough to have one) to count on. As you grow and develop your services, you are iterating and testing through a long process of improvement.

    As a franchisee, you skip past all that to use processes that have already been proven, with central expertise to call on should a bump in the road appear.

    Getting your business out there: the right way and the wrong way

    Franchising and signing on with a platform are both ways of getting your business out there. But one comes with a demand that you meet set standards and throws you into a pool of competition where you are at the mercy of bad ratings.

    The other gives you training and access to proven processes so that you naturally meet high quality standards. It supports you throughout the time you are growing your business. And, if it’s a franchise like Fantastic Services, does all of the marketing on your behalf better than any platform anyway.

    Platforms were one of the first innovations back when service companies were trying to get found online back in the early days of the internet. Franchising is the way of the future.

    What do you think? Do you think a platform has advantages over a franchise Comment below and let’s get the conversation started.

  • Hugo Boss Takes Legal Stand Against Liverpool Pet Brand in BOSS Name Showdown

    Hugo Boss Takes Legal Stand Against Liverpool Pet Brand in BOSS Name Showdown

    A small business owner from Liverpool has been ordered by global fashion house Hugo Boss to take down his website over alleged trademark infringement for using the word “Boss” in the name of his pet wellness company.

    Bootle Kid’s “Boss” Bonanza Gets a Hoodwink from Hugo Boss

    Ben McDonald —yes, the same namesake who hopped into the pet‑care scene with Boss Pets earlier this year—found himself swimming in a sea of legal dust after Hugo Boss sent a ‘stop‑and‑forget’ letter. The letter demanded he ditch the brand name and pull his website down within 10 days or risk a full-on lawsuit.

    He Just Wanted a Paw‑tential Profit

    Made in the heart of Bootle, Ben invested every last penny of his savings to launch an online pet‑health empire. When the cease‑and‑desist hit, he said the whole world “collapsed.” He’s a simple boot‑shiner from the North‑West, just trying to get his venture off the ground.

    “Boss” Is a Scouse Gem, Not a Fashion Brand

    In Scouse slang, the word boss means “top‑notch” or “awesome.” Naturally, once Ben incorporated that local slang into his brand, a furious trademark nerd from Hugo Boss decided it was his job to hunt it down.

    The Legal Jab

    Lawyer Francis McEntegart scooped up Ben’s defense, calling the suit “disproportionate.” “Ben’s just a small local business selling pet wellness goodies,” he said. “He’s not going to eat into Hugo Boss’s profits.”

    Hugo Boss’s “It’s All About the Rights” Speech

    In response, a Hugo Boss spokesperson quoted, “We’re aware that ‘boss’ is a common English word, but we must protect our brand rights worldwide.” “We’ve got to guard both of our trademarks, Boss and Hugo,” they added, sounding as firm as a runway model’s suit.

    History remembers 2020, when comedian Joe Lycett cheekily changed his name to Hugo Boss as a protest against the company’s hard‑right stance on the word. Yet, this latest clash suggests Hugo Boss isn’t softening anytime soon.

    What’s Next For Ben?

    Ben’s outlook is murky. “I picked the name because it’s what we say in Liverpool when something’s killer. No ties to suits,” he laments. The burger‑band made of muscle webs and fashion is now writing new chapters every time a local venture flirts with a global brand’s name. Who knows? Maybe it just means the world of “boss” is a bit more complicated than we thought.

  • Coming out the other side

    Coming out the other side

    There is a lot of talk about Exit Strategies in relation to COVID19 right now.

    Whilst the UK Government hasn’t communicated their plan yet, they will have been working on it for a long time in parallel with their initial response strategy for controlling the pandemic.
    In crisis management theory, response is one of four key areas of focus; the other three being preparation, (response) recovery and mitigation.
    For many businesses the response phase will have included the rapid deployment of workers to home, stabilising operations and financial positions whilst quickly establishing new ways of working.
    With this initial response now complete, leaders can begin shifting some of their focus to what comes next and the recovery phase; otherwise known as an exit strategy.
    From a human performance and cultural perspective, there are three ‘recovery areas’ which I encourage you to start thinking about.

    #1 Knowledge Capture

    Lockdown and home-working has forced us all to work in drastically different ways. It has disproved many myths about home-working, productivity and communication. And at the very same time it has opened our minds to different ways of working that we’d never considered.
    Whilst many of us may have thought ‘things will never be the same again’, that’s probably not going to be entirely true. Unless we make a conscious effort to identify, capture and reflect on all the lessons we’re learning, we’ll simply slip back into our old ways of working.
    In some instances that will be fine. In others it would be akin to trying to put the genie back in the lamp.

    #2 Embed

    Once we’ve captured the lessons, we must think about how to embed them into our culture. How do we ensure they become a new Standard Operating Procedure (SOP) for the future that improves the performance and wellbeing of those we lead?
    One thing is for sure, this won’t happen all by itself, as if by magic. It will take smart, forward-thinking leaders to make this happen. And if we don’t make this happen, we gradually slip back to how things were before.

    #3 Reintegration

    This embedding process will be easier for those who continued working within our organisations throughout the lockdown period than for those who were furloughed (stopped working).
    Research conducted at UCL tells us that it takes around 66 days for a new habit to form (for most people). The upside is that if we’re forced into working from home for anything near this timeframe, that will be a huge help in terms of establishing those new SOPs. The downside is we may also have started to embed some new unhealthy habits too.
    But what about our furloughed colleagues? They will be returning to a business, department or team that may bear little resemblance to the one they left. Processes, customers, suppliers, ways of working, products and services could all have changed.
    This being the case, we must start thinking about how we quickly reintegrate them back into the business. We would be negligent in our duty as leaders if we simply allowed them to come back in at 9am on Monday morning and crack on.
    We need to be working on the reintegration plan for our colleagues now. And in doing so we should consider their wellbeing as well as their performance and productivity.
    Stay safe, stay well and #LeadOn.

  • Automated Facial Recognition: Is Big Brother Watching?

    Automated Facial Recognition: Is Big Brother Watching?

    Artificial intelligence continues to be in the news. One area that has hit the headlines recently is the use of AFR – automated facial recognition technology – which is now well established.

    When Faces Talk: The Scoop on CCTV Facial Recognition

    Picture this: a CCTV camera flicks on, a face pops up on the screen, and bam!—a blink‑and‑you‑miss‑it system reads the angles, proportions, and quirks of that face. Think of it as a high‑tech scanner that turns a quick snapshot into a handy biometric file. If your mug makes the cut, it’s matched against a database of suspects, and the system spits out a confidence score that tells the police how likely you’re on the list.

    Why All This Matters

    • Real‑Time Checking: No more waiting hours for fingerprints. Screens can instantly flag a potential match.
    • Public Events Ready: From football stadiums to music festivals, the tech can juggle thousands of faces in a flash.
    • Law Enforcement’s Great Ally: The South Wales Police used it at events like the 2017 UEFA Champions League Final, rugby internationals, and even an Elvis Presley festival.
    • Data’s a Personal Stuff: Every captured image is personal data, so its use leans into serious privacy conversations.

    As straight‑up numbers say, the more the score, the higher the odds that you’re a match in the system—no kidding, it sounds like a sci‑fi movie. That’s why the idea can feel a bit like Big Brother. But hey, it’s also a tool that helps catch crooks, stop chaos, and keep crowds safe.

    South Wales Police: A Case Study

    • The police hired face‑recognition “AFR” technology, and they kept it tight‑scope: only used for specific event checks.
    • All recorded CCTV footage that didn’t trigger a match was shredded—no clutter, no ghosts.
    • Even with a tech‑powered scan, every flag was ultimately examined by a human officer.
    • The Data Protection Act 2018 was fully honored.

    When the whole operation faced a courtroom showdown, the decision was clear: the police were good guys, and their approach had a solid privacy backbone.

    Royal‑Pritchard and a Twisted Twist

    Other folks, like a trendy developer in King’s Cross, used AFR to sift through the bustling crowds of London. But why? And did they have the proper legal rights? The Information Commissioner’s Office (ICO) stepped in, and a close‑look investigation followed.

    • ICO warned: “Scanning faces while people casually go about their day can seriously bump into privacy rights, especially when done without people knowing.”
    • ICO will scrutinize the tech’s nitty‑gritty operation and enforce compliance.
    • The companies that want to deploy facial recognition need to be fair, transparent, and accountable—keep the books open and the process honest.

    What the U.S. Teaches Us

    In the U.S., some firms bring facial recognition into the hiring process, studying how candidates’ faces react in interviews. The downside? Research shows the system can favour men when the firm’s past hires were mostly male—a classic bias alert.

    Bottom Line

    • It’s not illegal in the UK to use facial recognition, but proportionality, transparency, and compliance with the GDPR and Data Protection Act 2018 are must‑haves.
    • Businesses should run a privacy impact assessment, guard against bias, and have airtight policy documents that justify their use.
    • Talk to the ICO first—customers will be grateful for the transparency, and you’ll dodge the “Big Brother” headline.
    • Finally, if it’s for public safety, feel free to flaunt the tech—but know that the public might still question the watch‑and‑judge vibe.

    It’s a fine balance: keep the streets safe while respecting the right to go about your day with a little less scrutiny. That’s the truth behind the click of a camera, the hum of a database, and the line between security and surveillance.

  • Feeling Like a Fraud? Turn Imposter Syndrome into Turbocharged Business Confidence

    Feeling Like a Fraud? Turn Imposter Syndrome into Turbocharged Business Confidence

    Learn both how to recognise if you have these negative thoughts and how to banish them so you can perform better in your role.

    Outwitting the “Imposter” in Your Own Mind

    Peter Ryding—known as the CEO coach and turnaround whiz—recently dropped a brain‑boosting lesson for small‑business owners. In a chat with Managing Editor Richard Alvin in our podcast, he unpacked how the private bully we call imposter syndrome can choke growth and how to shut it down for good.

    The “I’m Not Really Here” Mindset

    Ironically, the grandest of self‑doubt shows up where you least expect it: at the top of the ladder. Senior leaders often shrug, “I just got lucky,” or “I don’t have the full playbook yet, but I’m winging it—gives me confidence.” They’re so used to the role that the inner critic mutters, “You’re not truly qualified.”

    First Step: Own It

    Recognition is the starting line. Imposter syndrome can weigh a career, derail a company, and sabotage success. A subtle hint that you’re stuck in the cycle is when someone walks up to you after a meeting and says:

    • “Great job—You nailed those three key points.”
    • “But next time, maybe work on… yeah, that’s a place to improve.”

    If you feel like your ego gears are stuck on the ‘critic’ side, you’re probably letting the inner voice dominate. Most of us handle self‑talk like a task queue—pushing important stuff to the back while the nitpicking critic stays front‑and‑center, taking a direct toll on confidence.

    Make Your Inner Best Friend

    Start treating yourself as you would a supportive teammate or confidant. Smile at your achievements, give yourself props, and let the feedback do its job—without derailing your momentum. The trick? Shift from “I’m a fraud” to “I’m learning, growing, and getting stronger.”

    Want to Keep the Good Vibes Going?

    Listen to the full conversation with Peter Ryding on our podcast—just strum down that set of earbuds, and you’ll walk away with the tools to ditch the negative loops and keep building the business you’ve envisioned.

    Treat yourself the way you would treat a best friend. You’d want them to focus on the positives.

    Unmasking the CEO Within

    Stop the self‑doubt drama

    Ever spent hours getting to know a chief executive? I do, because the trick is to see past the façade and learn who the real person is. The moment you get that coaching insight, the brain‑generated myths—“I’m not cut out for the top spot” or “I’ll never cut my own teeth”—start to look like bad reruns.

    You’re already a winner

    Running a company puts you in the top 1 % of the crowd. Think of it like being on a private island with a secret clubhouse. That alone says you’ve got a combo of skill, grit, and a dash of sparkle that most people only dream of. So why let those random voices win?

    Ask the tough questions

    • What values are non‑negotiable for you? Imagine a list of your core principles. If a deal threatens any of them for a few extra dollars, say nope, thanks.
    • Who is your future self? Picture yourself in your ideal role—maybe the visionary, the mentor, or the relentless problem‑solver. Who wants to sit at this table?

    Never stop polishing the diamond

    Every day offers another chance to sharpen your edge. Ask yourself: “What can I improve right now?” Even a small tweak can slide you closer to that top‑1 % status. And remember, growth isn’t a one‑time sprint; it’s a marathon filled with milestones and occasional detours.

    Bottom line? You’re already on a winning track. Keep the stories that boost you, ditch the ones that undermine, and let the best version of you lead the way.

    One really interesting question which often my clients take a few goes to come up with answer is: who must you stop being so that you can become the person that you want to be?

    Letting Go: A Quick Guide to Shaping the Future You

    We’re all juggling a handful of roles—kiddo, boss, couch‑potato, and the ever‑inspiring one that we’re dreaming of becoming. The problem?

    There simply aren’t enough hours, energy, or brain‑space to be both the person we were and the one we’re trying to grow into.

    Step 1: Spot the “sticky” items that’re holding you back

    The hardest part is often not knowing what’s stopping me. Those nagging habits and old habits can feel like invisible boulders in a marathon.

    Step 2: Ask the hard questions—facts, not feelings

    • What’s the one skill I’ve been procrastinating on and why?
    • Which daily routine keeps me stuck in a loop?
    • When was the last time I truly felt alive at work?
    • What’s the realistic budget of time and effort I can dedicate to becoming my future self?

    Write down the answers. Let’s keep them data‑driven and not wishful.

    Step 3: Draft a “realistic CV” of yourself

    Instead of a fancy résumé, jot down:

    • Current job titles and responsibilities
    • Key strengths (e.g., hammering deadlines, crafting killer emails)
    • Weak spots (like “I can’t hold a meeting under 10 minutes”)
    • Things you’d do if you had no constraints

    Step 4: Map the transformation

    Look at that CV and ask: “Who am I, and who do I need to stop being to get to who I want to be?”

    Maybe you’re the “drid‑d” who always says “yes.” To become the “bold” in leadership, you may have to learn to say “no” with confidence.

    Final Thought

    It’s all about shedding the clutter. Once you know what you’re handing over to your future self, the rest is just a game of choosing the new wardrobe.

    As a coach I know that there are various things called scripts, imposters, rules and values which get in the way.

    Rewriting Your Life’s Script: From Disney to Street‑Wise

    Picture yourself as a film‑star—you’re handed a script, read every line, and deliver your performance exactly like the director wrote it. The first big moral: when you’re 18‑21, you’re drafting your own personal playbook. It tells you what sparks joy, what triggers irritation, and when you’ll hit the “meh” zone. But just like a blockbuster needs a fresh twist, your life’s playbook needs regular rewrites.

    The Hilarious “No Beard” Rule

    • Think about this guy who ran an IT startup. He had a hard‑to‑shake belief: bearded people are liars. So he refused to hire anyone with a whisker.
    • The origin? A childhood scare—his uncle with a big beard tried messing around with him. Naturally, trust eroded.
    • Fast forward 30 years: the big beard rule is still in play, yet it’s hampering growth.
    • Result? The office stayed barely diverse until the consultant stepped in and rewired the rule.

    Turning Toxic Rules into Empowering New Scripts

    • Identify the negative belief (e.g., “Bearded folks are shifty”) and note its origin.
    • Replace it with a new belief that opens doors (e.g., “A beard doesn’t dictate trustworthiness”).
    • Implement the new rule: welcome a range of looks, spices, genius.
    • Outcome? A more dynamic, innovative workplace, and the entrepreneur finally hires a bearded superstar coder.

    Coach calls it rewriting your script. The take‑away: whenever you feel the need to cut a line—be it a belief or rule—pause, cut, and rewrite. Your life screenplay gets as exciting as you want it to be.

    Deal with imposter syndrome right now

    Conquering Imposter Syndrome

    Ever feel like you’re just passing through your career instead of living it? That’s imposter syndrome for you—an invisible teacher that tells you you’re not good enough. The good news? You can outsmart it in a few simple steps.

    1. Accept It’s a Thing

    First thing first: acknowledge that this feeling exists. It’s like spotting a sneaky shape in the corner of your eye—you don’t dismiss it, you look at it.

    2. Treat Yourself Like a Friend

    Imagine you’re giving a pep talk to your best buddy. You’d say, “You’ve got this.” Then say the same to yourself. Drop the self‑deprecation and replace it with genuine kudos.

    3. Define Reality With Real Facts

    Write down three wins you’ve truly earned (no fluff). These are your facts—your evidence that you’re not just overthinking. Keep them handy like a good cheat sheet.

    4. The 80/20 Rule Cheat Sheet

    Picture two buckets: 80% of your happiness in the big bucket, 20% of your success in the small one. Spend most of your time boosting that 20%—the epic wins that carry you forward. When those big successes pile up, the imposter voice fades into silence.

    5. Get a Coach—Your Secret Weapon

    • Why? A coach is like a bodyguard for your confidence—he spots the hidden traps in your mindset.
    • What does he do? He keeps the conversation confidential, challenges your self‑limiting beliefs, and reminds you that you’re a star, not a ghost.
    • Result? You discover those early-life “rules.” Once spotted, those doubts get knocked out of the lineup.

    Wrap‑Up

    So, next time you feel that impostor ghost creeping around, remember: accept it, champion yourself, back it up with facts, hone your top wins, and bring a coach on board. With a little practice, the ghost fades, and you start celebrating your real self.

  • Getting divorced? Make sure you speak to your accountant!

    Getting divorced? Make sure you speak to your accountant!

    That’s why I would always recommend that clients who own a business talk to their accountants at the outset of a marriage breakdown.

    Solicitors and accountants will often work together when a couple is going through a divorce, particularly if one party has their own business, or if the couple are ‘co-preneurs’ and jointly own a company.

    Although as a business owner you are probably financially savvy, you are unlikely to be comfortable dealing in the financial matters surrounding divorce – particularly when it comes to agreeing the split of assets with your former spouse.

    By employing an accountant, business owners receive the professional help they need to identify earnings and ascertain the value of any shares, investments, options and pensions.

    In particular, an accountant will know how to evaluate the worth of the business – whether that’s a sole trader, a partnership or a limited company.

    Discussing business and taxation affairs with an accountant as soon as it has been agreed to separate is a helpful first step towards the financial disclosure element of any divorce.

    Depending on your personal situation, it may be advisable to see the accountant first – indeed he or she may be able to recommend an experienced family lawyer. However, if a situation is acrimonious, then a divorce solicitor should still be the first port of call.

    If your ex does not work, then his or her lawyer will request appropriate disclosure of your income and assets. A key tip, however, is not to make rash promises about a house and maintenance before you speak to both your lawyer and accountant.

    Sometimes a forensic accountant will need to be called in to examine information provided to lawyers if it is viewed as incomplete or suspicious. For instance, if one party claims to be poverty stricken, but is seen buying new cars and going on expensive holidays.

    Unfortunately, some people try to hide their assets or try to reduce the profitability of their business so that they can reduce their income levels and payments to their ex. As I have written previously, no court will look favourably on this behaviour – and if you hide assets, you will be found out.

    If you have a business to protect through a divorce then a chat with your accountant makes good financial sense.

  • Maximize Your Business Growth with Targeted PPC Strategies

    Maximize Your Business Growth with Targeted PPC Strategies

    Believe it or not, it has been 20 years since pay-per-click was first introduced to our screens, which, according to research, was developed by online directory site, Planet Oasis.

    Why PPC Still Rules the Digital Playground

    By 2016, people were clicking on paid ads 67 % of the time whenever they hit the search bar. Google raked in simply over 67 billion dollars in 2015 alone.

    Bottom line: If you want to stay in the game, you’ve got to jump aboard.

    It’s clear that pay‑per‑click advertising isn’t going anywhere. For any business looking to give its online presence a boost, the adage “when you can’t beat them, join them” couldn’t be truer.

    Top Three Strategic Moves to Make Your PPC Campaign Pop

    • Know Your Audience Inside Out: Dive into the demographics, interests, and search intent of the people you’re targeting. The more specific your audience, the sharper your ad spend.
    • Craft Compelling Headlines: Think of your headline as a first impression. Make it witty, concise, and straight to the point – people scan; they click on the headlines that feel relatable.
    • Optimize Your Landing Pages: Don’t let clicks walk into a blank, confusing page. Keep the content relevant, the call‑to‑action clear, and the load time lightning‑fast.

    Remember: a smart PPC strategy is less about splurging and more about precision. Keep these pointers handy, and watch your clicks convert into customers.

    Goals and objectives

    Set Your Campaign Goals—The Smart Way

    Before you fire off any digital marketing blitz, you gotta lock down clear and realistic goals. Think of it like setting a GPS for your campaign—without it, you’ll just wander aimlessly through the internet.

    Why Goals Matter

    • Focus – When you know exactly what you’re chasing, you won’t get distracted by shiny distractions.
    • Measurement – Goals let you check the scoreboard: Are you getting more clicks, more sales, or more fans?
    • ROI Check – Finally, you can see if the money you threw into ads is coming back home, richer.

    Common Goal Types

    • Click‑through rate (CTR) to bring visitors to your site.
    • Conversions and online sales – turning traffic into moolah.
    • Brand awareness – making your name the talk of the digital town.
    Quick Tips for Setting Game‑Changing Goals

    1⃣ Keep it SMART: Specific, Measurable, Achievable, Relevant, and Time‑bound.
    2⃣ Start simple; you can always add more layers later.
    3⃣ Dance with data: Periodically review performance and tweak to stay on track.

    So hammer out those goals before you send your first ad. With purpose in your pocket, you’ll walk away knowing whether that campaign really paid off—no shiny ads, just clear results.

    Mobile

    Mobile Users Are Now the Crowd-Pleasers

    Back in the day, desktop reigned supreme… but last year the tide turned. More people grabbed their phones than laptops for the first time! And that trend? It’s still climbing.

    Why “Tuning Out” Desktop-Only Can Cost You Big Time

    • Who wants a crowdsourced parking lot? By playing it safe and only targeting desktops, you’re handing the entire parking space to your competitors.
    • Fewer clicks, fewer customers. A phone‑wandering crowd means missed opportunities just sitting on a digital sidewalk.
    • The traffic sank deeper. A massive chunk of consumer traffic flows straight into anyone who also aimed at mobile-first.

    Bottom Line?

    Want your ads to stay in the spotlight? Include mobile targeting. It’s not a one‑dimensional checkbox—it’s the ticket to be seen by the biggest slice of the market.

    Content

    Make Your Ads Feel Like Royalty

    Why the King Still Rides High

    Content is the throne that keeps everything in line. It’s not just about showing up on Google’s first page—it’s about captivating users from the first click.

    Getting to the Top Spot

    • Ad copy that sings: Write headlines that pop, invite curiosity, and make your audience say, “I want this now!”
    • Landing pages that shine: Make sure every keyword you tossed into the ad actually appears on the page. No surprises—just the right dirt in the right place.
    • Google’s love language: They reward when your landing page feels coherent with the ad. Think of it like a speed‑dating match.
    Funny Tip

    Imagine Google as a picky chef—if your dish (ad) says it’s spicy but your side (landing page) is bland, you’ll get a humble pie. Keep the menu consistent for that golden garnish.

    Final Word

    Focus on the user experience and watch your ads rise like royalty. When the words sync up, the algorithm takes a bow and you’ve got a standing ovation.

  • Transformative Leadership: Embracing Listening and Support

    Transformative Leadership: Embracing Listening and Support

    In the dynamic and ever-evolving landscape of leadership, the conventional perception of managers as authoritative figures and problem solvers is gradually fading into obsolescence.

    In order to unlock the full potential of their teams and navigate the complexities of the contemporary workplace, modern leaders must undergo a transformative shift from a directive management style to one anchored in the principles of active listening and robust support.

    The Power of Active Listening: Beyond Traditional Managerial Roles

    This paradigm shift recognises the paramount significance of comprehending and valuing the diverse perspectives of team members, thereby creating an atmosphere conducive to collaboration and innovation. Embracing an empathetic and supportive leadership stance becomes the linchpin for fostering a culture of open communication, trust, and empowerment within the organisational framework.

    Fostering Collaboration: Building a Culture of Inclusivity

    By prioritising active listening, leaders not only gain deeper insights into the unique strengths, challenges, and aspirations of their team members but also foster a sense of inclusivity. This approach promotes a collaborative environment where individuals feel heard, valued, and understood. Moreover, it serves as a catalyst for the cultivation of a positive workplace culture that encourages the free exchange of ideas and perspectives.

    Comprehensive Support: Empowering Growth on Personal and Professional Fronts

    Support, in this context, extends beyond traditional managerial roles to encompass providing resources, mentorship, and a safe space for professional and personal development. This multifaceted support system empowers team members to thrive in their roles and contributes to a more resilient and adaptive workforce. Through this lens, leadership transforms from a top-down directive force to a facilitator of growth and collaboration.

    Transformative Leadership in Action: Augmenting Team Dynamics and Performance

    The end result of embracing a more empathetic and supportive leadership approach is the augmentation of team dynamics and overall performance. Teams led by transformative leaders are not only more cohesive but also more innovative and resilient in the face of challenges. This evolution in leadership style aligns with the demands of contemporary work settings, characterised by rapid changes, diverse perspectives, and a need for agility.

    Embracing the Era of Transformative Leadership: A Call to Action

    In conclusion, the era of transformative leadership beckons, urging leaders to transcend outdated paradigms and embrace a more nuanced and empathetic approach. By prioritising active listening and comprehensive support, modern leaders can create an environment that nurtures the potential of each team member, fosters collaboration, and propels organisations to thrive in the dynamic and unpredictable landscape of today’s workplaces.

  • 5 ways to get your corporate travel under control

    5 ways to get your corporate travel under control

    Business travel is back! In fact, the Global Business Travel Association (GBTA) believes that global business travel spend will reach 2019 levels by 2024, a full year earlier than previously predicted.

    It’s an exciting time. Even more so because it’s the small to mid-sized companies powering the recovery, rather than the corporate giants.
    On the other hand, managing travel is more complicated than you think when it’s for multiple people, and it’s a little more complex right now. Think border closures, travel restrictions and Covid regulations. It’s daunting – and time consuming – for that one person that books travel for everyone in your company.
    A business making 50 travel bookings per month is losing over £10,000 annually on wasted time by doing it themselves (that’s our own calculations). It can take as long as 49 minutes to research and book even the most straightforward trip online. And a company can spend up to 10% of their travel budget on change and cancellation fees alone.
    Most SMEs don’t have the time to manage their own travel, especially when the team expands quickly and they’re travelling to all corners of the world.
    That’s exactly what happened to Bennett Aviation when they had a growth spurt. Suddenly, booking travel whenever and wherever they wanted became far too much for one person to handle. There was little way of easily tracking where people were at any given time and how much it was all costing. Processes were clunky and it wasn’t long until the PA at Bennett was swamped with complicated travel requests and changes.

    But don’t fear! There are ways you can get your business travel under control.

    Understand the frustrations your team face

    Ever been stuck on the phone to an airline call centre? It can take hours when there’s a major incident. It’s a big pain, especially if you’re a traveller stuck in a country or if you’re the executive assistant that has travel tacked onto their regular day-to-day duties. No one wants to spend all that time on hold during what’s already a stressful time.
    Imagine if someone needed help out of work hours or over the weekend. Who do they call at your company, what support do they receive? Given how the last two years have been, it’s a big thing to consider.
    Then think of the admin. The receipts, the expenses and keeping track of vouchers and credits. How much time is being wasted by travellers and the finance team making sure everything’s in order? How do you know the true cost of business trips once you total up the airline, hotel, taxis and meals?

    Reduce the stress on people and risk

    Safety and wellbeing is a big deal now across all parts of business. And it doesn’t stop when your team are out on the road travelling to other countries.
    If your travellers are booking their own trips, how do you know where they’re travelling to, who they’re booking with, and whether they’re at risk? Scary. As their employer, you’re ultimately responsible for your people when they are out on the road.
    There’s companies and technology out there to help. It makes all the difference for travellers to know you have their back, especially if there’s an emergency and they need to be contacted and to travel home.

    Know what you’re spending

    Business travel usually features in the top three spots on a company’s profit and loss statement; it’s a big spend category. Which means it’s important to keep a handle on your spend and identify savings wherever you can.
    How do you start? It’s all in the data, such as:

    Annual spend on flights
    Annual spend on hotels
    Popular routes flown eg London – Berlin or Edinburgh – New York

    When you have that information to hand, you have a base to start saving money in all kinds of ways. A specialist business travel agency like Corporate Traveller has all the tactics and contacts to help. If you’re using an airline regularly, we can talk to the airline and get preferential prices. Dashboards can show you booking information in real-time and you can pull reports in minutes.

    Reconsider booking on loads of different websites

    Connor in Sales should be focused on his clients instead of spending hours searching for flights and hotels. Endlessly searching the internet and having all those open tabs is wasting so much time. With the right tech it can take less than five minutes to book a trip (including the hotel and car hire).
    We’ve estimated that would save you on average £12.96 per booking if you’re using a tool like ours. Plus when you’re thinking about data, with everything booked in one place you can get discounts and access to special corporate deals and perks you can’t get anywhere else. It’s a win-win however you look at it.

    Pick a travel partner that works for you

    Does your business use Teams or Slack? Quickbooks or Sage? Like all platforms, they have their own pros and cons, capabilities and features. You chose the best tool to suit your needs.
    Travel companies, aka travel management companies (TMCs) in our world, are no different. You can choose to work with a local travel company, a global TMC or to book travel through multiple websites and providers. Ultimately though, you need to consider three things:

    Culture – choose a company that aligns with your vision and values
    Tech capabilities – never settle for less than what your business needs
    Pricing, including hidden costs

    There’s no doubt that small to mid-sized companies will drive the UK’s post-pandemic economic recovery. That’s why we’ve created a SME Corporate Travel Toolkit. It will give you pointers on where to start with formalising travel booking processes, where to find savings without compromising traveller safety, the pitfalls of booking randomly online and so much more.

  • How can employers avoid problems at staff parties?

    How can employers avoid problems at staff parties?

    With the festive season fast approaching, many employers have already finalised their plans for a staff party. Others may prefer a more spontaneous approach.

    Either way, there are many legal issues for employers to consider. This is because work-related functions such as Christmas parties and similar events are effectively work activities covered by the same legislation that applies to the workplace.
    Consequently, employers can be vicariously liable for their employees’ actions, such as
    harassment, bullying and even personal injury. Of course, the individual engaging in inappropriate behaviour can be personally liable, too.
    Harassment is defined in the Equality Act 2010 as unwanted conduct related to a relevant “protected characteristic” which has the purpose or effect of either:

    Violating an individual’s dignity or
    Creating an intimidating, hostile, degrading, humiliating or offensive environment for an individual

    Protected characteristics include (but are not limited to) someone’s age, sexual orientation and race. Sexual harassment, which has been a high-profile issue throughout 2023, is unwanted conduct of a sexual nature. It is all too easy to see how offensive behaviour at an office party can constitute harassment.
    Employers may have to manage grievances or disciplinary proceedings if the social event does not go to plan. In the worst-case scenario, they may be involved in Employment Tribunal proceedings.
    So, what can employers do to ensure social events run smoothly?

    As office parties are an extension of work, remind everyone that the usual policies and procedures still apply. Bullying, harassment and disciplinary procedures could all be relevant.
    Consider whether you want a specific policy for work-related social events. This would provide clarity on acceptable standards of behaviour.
    Remind senior managers beforehand of the expected standards of behaviour and that they need to set an example.
    Depending on the location and guests, you may need a health and safety risk assessment of the venue.
    As well as vicarious liability, you have a duty of care to your employees, so discourage excessive alcohol consumption.
    If you provide free alcohol, limit this to either a couple of hours or to certain types of drinks.
    Make sure you provide plenty of non-alcoholic drinks for those who are driving or who do not drink for religious or other reasons.
    Remind everyone that it is illegal for employees under the age of 18 to consume alcohol and that disciplinary action could follow for the individual or anyone buying them alcohol.
    Make it clear that it is strictly forbidden for anyone to be under the influence of, or use or be in possession of illegal drugs.
    If the traditional evening party seems too risky, hold a lunchtime event to reduce the possibility of employees drinking too much alcohol and behaving inappropriately.

    There is another option, of course, not to have a staff party at all. Bullying and harassment, inappropriate sexual comments, upsetting photographs on social media and drunken fights occur all too frequently at staff parties. For these reasons, many employers no longer organise any staff social events. However, if you choose not to have a party, you should consider how this may impact staff morale and engagement.

  • Earn outs explained

    Earn outs explained

    An earn out is a purchase price adjustment mechanism commonly used on the sale and purchase of a company where the buyer wishes to make a part of the purchase price contingent on the post-completion performance of the company during a period of between 1 and 3 years.

    This can be any type of performance but typically relates to sales figures, profits or EBITDA (Earnings Before Interest Taxes Depreciation and Amortization).
    In practice, the buyer pays an initial cash sum on completion of a sale, followed by one or more deferred payments contingent on the company’s financial performance over the agreed period.
    An earn-out provision can reassure a buyer that it won’t be “overpaying” for the company if it under-performs post-completion and conversely can reassure a seller that it will receive the highest sale price achievable if post-completion performance proves stronger than could have reasonably been anticipated.
    Earn outs can however be extremely risky for the seller if it does not negotiate appropriate levels of control over the target’s operational performance in the post-completion period as it will risk receiving a lower payment than expected.
    Earn-outs are best used when neither party can assert with complete confidence that its own anticipated expectation of post-completion performance will be the correct one and there is genuine scope for uncertainty, for example:

    with an early-stage company which has good potential for quick growth;
    where the company has recently introduced a new product or service line;
    where an existing company with strong historic performance has suffered a negative “one-off” impact on sales due to an unexpected event such as Covid-19.

    Sales or EBITDA targets?

    Neither is perfect.
    Using “gross sales” as the earn-out target may put the buyer at risk if profits decrease because the seller retains discretion, for example, to increase the company’s spend on marketing or to provide deferred payment terms for customers.
    Using “EBITDA” as an earn-out target may put the seller at risk if the buyer has the right, for example, to impose a new management charge on the company or unilaterally increase staff or other costs.
    So whichever type of earn-out target is used contractual protection for both parties will be required to prevent abuse.

    Buyer control/ interference

    After completion, the seller loses those rights of control over the company which derive from being the controlling shareholder, such as appointing the board and senior management.
    From the seller’s perspective, therefore, it will want to retain control of those areas of operation of the business which have the greatest impact on possible achievement of the earn-out target.
    The seller will therefore want to negotiate a service or consultancy agreement with the company granting such control (subject to restrictions) and will want to negotiate similar agreements for all key team members.  Careful attention should be paid to: (i) the term of the contract which should be co-extensive which the duration of the earn-out period and (ii) the termination clause which should restrict the company’s right of termination to situations justifying summary dismissal (which are typically in the individual employee’s control to avoid).
    In addition, there may be included a series of specific restrictions on action by the seller or buyer with a view to artificially increasing or decreasing revenues or profits plus general principles such as a requirement to carry on the business “in the ordinary course”.  There may be restrictions on the acquisition or disposal of key assets but the incoming board will need to ensure they have sufficient control to carry out their statutory duties correctly.
    If earn out payments are to be made on an interim basis rather than waiting to the end of the full earn-out period there may need to be provisions for the carry-forward or carry-back of profits, revenues or costs so that interim over-payments or under-payments can be corrected in the final calculations.

    Tax considerations

    Finally, tax advice should be taken on structuring the payment of the earn out so that the most beneficial tax treatment for the seller is obtained.  Depending on circumstances, this might require the maximum earn-out to be contracted to be paid by the buyer in instalments with the buyer entitled to make a £ for £ warranty claim if the warranty that the earn-out targets will be met proves incorrect.
    Where the seller stays on in the business with a service contract, it will be important to show that the seller is being paid a market rate for the job to reduce the risk of HMRC trying to argue that some of the consideration for the shares sale is in fact disguised emoluments which should be taxed at a higher rate.
    Hitherto it has been possible to obtain non-statutory clearances from HMRC confirming that HMRC will treat sale proceeds a capital gain rather than income.

  • Top Five Tips for Business Start Ups

    Top Five Tips for Business Start Ups

    With that in mind and in the spirit of business development, I have put together my top five tips for start-ups, beneficial for all new businesses across the UK.

    1: Prioritise your expenditure

    Whether you secure £25,000 or £250,000 in investment I guarantee that the money will quickly run out! Therefore it is vital to prioritise your expenditure, only investing in what is necessary for day-to-day success and business development. When you reach the point of making a profit, it is so important to stick to the business plan and reinvest funds to secure that steady growth.

    2: Mistakes are there to learn from

    No matter how hard you plan, prioritise and organise there will still come a time when you make a mistake – we’re only human after all. However, there is very little point in wasting time obsessing over it. Instead, be productive and focus on what you have learnt and what you can now do to prevent it from happening again.

    3: Spend time sourcing the right staff

    Hiring the right employees is essential for every business and I cannot stress this point enough. Really take the time to source, interview and develop new team members, ensuring they are right on board you when it comes to your vision and goals for the future success of the business. I have said this before, but will say it time and time again – bad staff can break a business, but good staff can make it.

    4: Source a good business mentor and listen!

    Every good businessman or woman has or has had a business mentor. Richard Branson and the late Steve Jobs included. In winning the Apprentice 2015, Joseph will now benefit from the invaluable advice of Lord Sugar, which from experience is the real prize. A business mentor has the experience, the patience and the belief to guide and help you when it comes to making those all-important decisions – often providing an alternative perspective, which, in most, is difficult to see for yourself.

    5: Marketing Marketing Marketing

    You may have the best business concept, product or service in the world, but there is little point if no one knows it exists! Make sure you take the time to research your market and develop a coherent strategy that will focus on promoting your USP to the right target audience. At risk of stating the obvious, online or digital is the best place to start, and will be the first place people look when searching for a similar product or service.
    Mark Wright, Director of Digital Marketing Agency Climb Online

  • Equal Pay: Nightmares or Legitimate Differences?

    So what’s’ reasonable’ when considering the duty to make reasonable adjustments?

    One chap following a back injury cannot work in confined spaces, another has had issues with the movement of their wrists and so cannot pack product, and another has Crohn’s disease and so struggles to work away from an office.

    More often than not the manager involved tells me they need to make the person redundant as they can’t do their job anymore. But actually it’s not that simple. Firstly because the role isn’t redundant; it’s the individual who can’t do the role anymore so it’s not actually a redundancy situation, and secondly if the individual is classed in law as being ‘disabled’ the company is required under the Equality Act 2010 to make so called ‘reasonable adjustments’.  Sadly that’s as helpful as the act gets as it’s only through case law that we are learning what that actually means.

    So here are a few pointers and things to consider should this situation occur in your business.

    Defining a reasonable adjustment – the key issue here is what is reasonable to expect an employer to do, be that in terms of costs to implement, impact on others, how practical it would be, the ability to retrain, or the opportunity to change a job role. Now let’s be clear it’s not insisting that you create a brand new job, it’s asking you to consider what changes could be made.  The size of the company and the resources available also play a big part; a larger company with a number of roles and opportunities will be expected to do more, where as a small company would have a lesser expectation placed on it. This shows clearly what may be reasonable in one situation may not be reasonable in another.  It’s all about considering the facts and circumstances at that time.

    Defining a disability – an employee may be classed as having a disability under the Equality Act if they have a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on their ability to do normal daily activities. ‘Substantial’ is obviously more than minor or trivial – e.g. it takes much longer than it usually would to complete a daily task like getting dressed or brushing their teeth, and ‘long-term’ means 12 months or more – e.g. a breathing condition that develops as a result of a lung infection, or a progressive condition that gets worse, such as multiple sclerosis.  There are a few exceptions to the ‘length’ qualification – the day an employee is diagnosed with cancer or is advised they have an HIV infection they are defined as having a disability.  Being an alcoholic is not a disability, nor is having asthma ordinarily.  But please note I am not a medical specialist, each case must be considered on its own merits, and often with medical practitioners involvement.

    So what can you actually do? There are three requirements of the duty to make adjustments as follows, with examples –

    1.      Changing the way things are done

    • Modifying procedures
    • Providing information in an accessible format
    • Allocating part of the disabled employees duties to another person
    • Altering hours of work
    • Transferring to an existing vacancy (where they have the skills or can be trained)
    • Adjusting a redundancy selection criteria so someone who takes short periods of absence because of their condition is not penalised

    2.      Making changes to overcome physical barriers in the workplace.  This includes: staircases, kerbs, floor surfaces and paving, car parks, entrances and exits (including emergency escape routes), doors and gates, toilets, lighting and ventilation, lifts, escalators and furniture.

    • Widening doors
    • providing a ramp for access
    • changing size or height of desks
    • assigning the employee to a different place to work – be that building, office or location

    3.      Providing extra equipment or getting someone to do something to assist the disabled person

    • so for someone who loses their sight may be providing computer equipment and/or braille readers
    • Larger screens for a visually impaired person
    • Adapted keyboard for someone with arthritis
    • employing someone else to assist the disabled person (this is often funded by government bodies or charities) such as a reader, a sign language interpreter or a support worker.
    • Providing additional training or mentoring

    It’s all a question though of what, as an employer you are able to do, can do without a huge detrimental impact on the company and at a reasonable cost. Many of the adjustments you can make will not be particularly expensive, and remember you are not required to do more than what is ‘reasonable’ for you to do, and yes it is advisable to discuss any adjustments with the disabled worker, to ensure they are effective.

    However, if you do nothing, and your disabled employee can show that there were things that you should have identified and reasonable adjustments you could have made, they can bring a claim against you in the Employment Tribunal, and you may be ordered to pay them compensation as well as make those changes.

    In the cases quoted at the start the chap with the back injury had the requirements to go into confined spaces removed from his role, the person with the sore wrists now rotates through the various different tasks to ensure they vary their work and reduce the risk of repetitive strain, and the chap with Crohns still goes out and about but with a list of local supermarkets and public conveniences should he have a requirement. See – all easy things to do and not costly, and keep my clients out of legal bother.

    For more help and advice about disability employment issues contact us at www.threedomsolutions.co.uk   or follow us on twitter @3domSolutions

  • A guide to the new legal duty on employers to prevent workplace sexual harassment

    A guide to the new legal duty on employers to prevent workplace sexual harassment

    A new duty on employers to take reasonable steps to prevent sexual harassment is imminent. What do businesses need to do to prepare?

    From 26 October 2024, employers will be under a new duty to take reasonable steps to prevent sexual harassment of their workers. This new preventative duty is contained in the Worker Protection (Amendment of Equality Act 2010) Act 2023.
    The preventative duty relates only to sexual harassment and not other “protected characteristics” included in the Equality Act 2010. It is in addition to the current protection from discrimination, harassment and victimisation contained in that Act.
    On 26 September 2024, the Equality and Human Rights Commission (EHRC) published comprehensive updated Technical Guidance for employers and an Employer 8-step guide: Preventing sexual harassment at work which are well-worth looking at.

    What is sexual harassment?

    The Equality Act 2010 defines this as unwanted conduct of a sexual nature which has the purpose or effect of either violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them.
    Examples include unwelcome physical contact, sexual jokes or comments, sexual advances, sending sexually explicit emails/texts and displaying sexually graphic images.

    What is the preventative duty?

    The Guidance describes it as “a positive and proactive duty designed to transform workplace cultures”.

    Employers should anticipate scenarios when their workers may be subject to sexual harassment in the course of their employment and take action to prevent it.
    If sexual harassment has taken place, employers should take action to stop it from happening again.
    The preventative duty applies to third-party harassment (unlike the Equality Act 2010) from, for example, clients, customers, service users, or members of the public.
    An individual cannot bring a standalone claim for breach of the preventative duty itself, but where there has been a breach, this can impact the amount of compensation, which is considered below.

    Reasonable steps

    The Guidance makes it clear that there is no prescribed minimum. What is reasonable will vary depending on the employer, and relevant factors include:

    Employer’s size, resources and sector
    Risks in that workplace
    Contact with third parties
    The likely effect of taking a particular step and whether an alternative step could be more effective
    Time, cost and potential disruption of a particular step weighed against the benefit

    Factors to consider in a risk assessment

    Significantly, the Guidance states that employers are unlikely to be able to meet the preventative duty if they do not carry out a risk assessment.
    It is not a static duty, and employers must review their preventative steps regularly.
    The Guidance refers to various risk factors that may increase the risk of sexual harassment in the workplace, and these include:

    A male-dominated workforce
    A workplace culture that permits crude/sexist “banter”
    Gendered-power imbalances
    Lone or isolated working
    Workplaces that permit alcohol consumption
    A casual workforce
    There are no policies or procedures to deal with sexual harassment

    Consequences for breach of the new duty

    If a worker successfully claims sexual harassment and compensation is awarded by the Employment Tribunal, the Tribunal must consider whether the employer has breached the preventative duty. If they have, the Tribunal can order a compensation uplift of up to 25%. Compensation for sexual harassment is unlimited and includes past and future loss of earnings and injury to feelings; consequently, the compensation uplift could be considerable. Note that the EHRC can also take enforcement action against the employer.
    With only a few weeks before the preventative duty takes effect, what can employers do to prepare?

    Carry out a risk assessment

    Consider the risks of sexual harassment, the steps that would mitigate those risks and which steps are reasonable to implement.

    Educate workers about sexual harassment and what actions amount to such conduct.

    Refer to the Equality Act 2010 definition and provide examples of what would constitute unwanted sexual conduct.

    Foster an inclusive culture in the workplace

    Implement a zero-tolerance approach to sexual harassment, which will help instil a respectful and inclusive environment. Management and senior leaders have a critical role to play.

    Implement a clear anti-harassment policy

    Encourage staff to report sexual harassment and establish an effective complaints procedure. Make it clear that harassment can lead to disciplinary action. Publicise the policy and ensure that it is easily accessible and reviewed regularly. Provide support for complainants.

    Provide training to workers and managers

    Tailor this for the specific workplace and target audience. Where third-party harassment is a risk, the training should address this. Keep records of who has received training, and crucially, refresh it regularly.

    Detect sexual harassment

    Be proactive and look for warning signs in the workplace, such as sickness, absence, a dip in performance, behavioural change or resignations.

  • From Startup to Scale-up: 6 Essential Questions Every Growing Business Leader Must Answer

    From Startup to Scale-up: 6 Essential Questions Every Growing Business Leader Must Answer

    Getting a business off the ground brings with it many challenges. And, when it then comes to scaling up, leaders will have to contend with a whole other set of matters. But the hard work is worth it and rewards plentiful.

    Scaling Up: The UK’s Secret Sauce of 1%

    Imagine a tiny brewing kettle on a bustling street—only one out of every hundred SMEs in the UK is a scale‑up, but these dynamic little potions churn out a staggering £500 billion. That’s a full 22 percent of all SME turnover, a hefty punch from a minuscule slice of the market.

    What Exactly Is a Scale‑Up?

    • Growth threshold: 20 %+ rise in staff or sales over the last three years.
    • Today’s scene: roughly 29,000 scale‑ups already bursting onto the stage.
    • More than that—an extra 13,000 businesses are in the “so‑soon‑we’ll-be‑here” queue, ready to disrupt.
    • Each one is a seed of innovation, poised to shake up markets with fresh ideas.

    From Start‑Up Chaos to Scale‑Up Magic: Six Essentials

    1. Mindset Shift: Start‑ups thrive on hustle, scale‑ups thrive on strategy. Imagine swapping a sprinting marathon for a strategic road trip.
    2. Systematization: Automate the repetitive, and you’ll free up brainpower for the big questions. Think of it as building a self‑sustaining ecosystem, not a tornado of chaos.
    3. Talent Tactics: Hiring was once about “can you survive in a cramped office?” Now, it’s about “can you scale with us?” Bring in folks who grow with the business.
    4. Funding Wisdom: Scale‑ups need capital, but not just any capital. Look for investors who understand your goals, not just the numbers.
    5. Customer Focus: Scale‑ups must maintain the personal touch that made them a hit while ramping up offerings. Imagine being a friend‑in‑the‑community while expanding a national franchise.
    6. Adaptable Leadership: The captain of a scale‑up needs to chart multiple courses simultaneously: product, culture, and growth. It’s a balancing act that only the brave can master.

    If you’re steering a start‑up ship and eyeing the horizon where scale‑ups roam, keep these anchors in mind. The road is wild but walking it with a bit of humour, grit, and a clear vision can transform your dream into a four‑letter economic headline.

    What’s the purpose of your business?

    Why Your Biz Exists: It’s Not Just About the Dough

    Hey there, business owners and dream‑chasers! Let’s cut to the chase: you’re probably wired to think that money is the sole reason behind your venture. But the truth is, that’s only half the story.

    Money vs. Happiness: The Real Deal

    A recent study from the University of Bath had a nice chin‑wrestle with the classic “more cash, more joy?” question. Here’s the kicker:

    • Up to a certain income threshold, a bit of green can indeed add a sparkle to life.
    • Beyond that sweet spot, the link between fat stacks and smiles becomes fuzzy—think of it like a blurry selfie.
    • Other ingredients—purpose, community, fun—often outshine the paycheck.

    The North Star: Purpose

    Picture this: a crew that’s all on the same page, driving toward a shared mission. That’s the secret sauce. It binds the team, gives the business a roadmap, and fuels everyday hustle.

    • Teams with a clear purpose report higher “happiness” levels.
    • They’re also supercharged—they get more done and hit those growth targets faster.

    Workplace Mojo: Happy Workers = More Pay

    Statistics have spoken loudly: happy employees are 12 % more productive than their gloomy counterparts. If that didn’t tickle your brain a bit, here’s another bonus:

    • Companies that keep their folks engaged see a whopping 21 % boost in profitability compared to the disengaged stuff.

    So, next time you’re drafting a pitch or winging that launch, remember: chasing the cash is great, but chasing genuine purpose is the fastest way to a booming, joyous business.

    Are you ready to make systemic change?

    From Start‑Up to Scale‑Up: The Rough Road Ahead

    Moving a business from the lab‑equipped startup phase into the bustling world of scale‑up isn’t a tidy, smooth transition. It’s messy, unpredictable, and downright tough. And guess what? Those who lead this mission better be ready to roll with the punches.

    It Takes Grit (and a Bit of Risk)

    To skyrocket your venture you’ll have to face the hard truths about how you’re running things. Ask yourself:

    • Why am I doing it this way?
    • Are my processes on point?
    • Am I stuck in the same old habits, or am I copying another company?

    Honest self‑assessment is the first step. It’s the courage you need to spot what works and what’s dragging you down.

    The Work‑Week Shake‑up

    One of the biggest shifts in UK business right now is how we structure our working time. For decades the script has been: Monday to Friday, 9 am‑5 pm. But the four‑day workweek is rewriting that story. Tyler Grange even made the change permanent after a successful pilot. The outcome? Higher productivity. More employee joy. Fewer tired teams and lower absenteeism.

    Try not to think of this as a mandatory four‑day week. The bigger message is: Flexibility matters. Whatever work rhythm better fits your lifestyle and business model is worth exploring.

    Are You Stuck in the Old Routine?

    Workplace trends are changing at break‑neck speed. If you’re still clinging to yesterday’s practices, you’re risking relevance. The stakes? Drift into obscurity or even business failure. So, you’ve got to think hard about what standards you’re keeping and whether they need a serious makeover.

    Are you committed to ESG and social impact?

    Why ESG Is the New Buzzword in Business

    ESG isn’t just a fancy acronym that points to greener factories or kinder Mondays. It’s the secret sauce that helps companies cut costs, unlock fresh markets, and snag customers who care about the planet. And, it’s shaping the way we all live.

    Business Leaders － Your Duty to Make ESG Stick

    It’s no longer just a side note you can ignore. Think of ESG as the new politics of commerce. Employees, clients, suppliers, and even your partners are demanding that you take it seriously. If you skip the strategy, you’ll find hiring, sales, and procurement turning into a maze that’s harder than a “C” level monster.

    Build a Purpose‑Driven Plan

    Once you draft and share a solid ESG strategy, you’ll create a purpose that goes beyond the dollar sign. Picture it like a safety net that lets your business prosper, no matter whether hurricanes or tech disruptions hit.

    Key Takeaways:
    • ESG boosts efficiency and opens new revenue streams.
    • It’s a societal force—your company influences how we live.
    • Neglecting ESG can make hiring, selling, buying feel like a labyrinth.
    • Implementing a plan gives you resilience and a definitive purpose.

    Do you place equal importance on your employees’ physical and mental health?

    Why Your Team’s Well‑Being Is the Secret Sauce for Success

    Top‑tier startups that flip their mindset around employee flourishing will reap the biggest rewards. Mental health has become the headline issue for HR pros across the UK, and tackling it head‑on is the key to staying ahead.

    Stress‑Sick in Britain: A Hurt‑Fast Reality

    • Nearly one in five working adults had to take a break because of stress last year.
    • Experts warn that the UK could be on its way to becoming a “burnt‑out nation.”
    • Work‑related mental health problems have doubled, costing businesses a whopping £118 billion every year.

    It’s clear: a massive makeover is needed. We’ll have to put more effective safety nets in place for anyone in distress – and keep them at the center of retention and reward plans, not hand‑rolled by under‑seasoned HR teams.

    “Mental‑Health‑First Aid” is Just a Band‑Aid

    Why settle for a quick fix? Mere apps and “first‑aid” packets won’t do the trick. Employees deserve real support—real initiatives that genuinely boost mental well‑being. And when people feel good, their physical health, motivation, morale, and output skyrocket.

    In‑House Psychologists: The Long‑Term Game Changer

    More firms are hiring in‑house psychs and counsellors, and the payoff is huge.

    • Take Tyler Grange—after bringing in an in‑house psychologist, absenteeism dropped by 70 %. That’s a headline worth losing.
    • It’s not just the big names; small and midsize teams are embracing the trend.

    When you care for people properly, you turbo‑charge your growth journey. By keeping the same workforce on board, you hit milestones faster and free up time for strategic thinking—which is the secret ingredient that keeps businesses moving forward.

    Ignore It, And You’ll See Growth Stall (Or Worse)

    Failing to address mental health can slow or even halt your business’s trajectory, often starting with the founders. That’s why qualified specialists are essential. Well‑meaning amateurs can accidentally cause more harm than good.

    Bottom line: build a culture that nurtures brains as well as wallets. Your people will thank you, and your company will thank you more.

    Is your company culture clearly defined?

    Why Company Culture Is Your Secret Weapon

    Ever feel like your company is a ship without a compass? That’s because most businesses miss one crucial ingredient: culture. It’s not just another corporate buzzword—it’s the real backbone that lets CEOs, employees, and customers vibe together.

    What’s your purpose? What do you stand for?

    If you can’t answer “Why do we exist?” and “What’s our North Star?” it’s hard to let anyone else see whether you’re a good match for them. Think of it like this: you’re a recipe. Without the right ingredients, the whole dish falls flat.

    • Customers: Want a brand that feels authentic.
    • Recruiters: Hunt for places where people love their work.
    • Suppliers: Prefer partners who’re reliable and share values.

    A Strong Culture = Easier Scaling

    Once you nail down your culture, you’re basically building a company that runs itself. Here’s the corporate version of “Good things happen when you let your people lead.”

    Peter Drucker put it best: “Culture eats strategy for breakfast.” Picture a steaming bowl of breakfast meals surrounded by a team that’s already aligned—no need to spend hours persuading them why the strategy matters. It just feels right.

    How to Get It Right

    Start small, keep questions in mind, and involve everyone:

    • Ask “What matters most to us?”
    • Make your values visible in daily actions.
    • Celebrate small wins that reinforce the vibe.

    Once you’ve got that, the rest of the business—product development, marketing, sales—just flows in sync. That’s when growth becomes a natural part, not a grind.

    Does your business plan reflect the world around you?

    Flexibility: The Secret Sauce for Modern Business

    We’re living in a world that flips, turns, and tosses the status‑quo like a frisbee—so if you think a fire‑proof plan is the ticket to success, you’re in for a surprise. A lock‑step roadmap is about as useful as a stop‑sign in a hurricane.

    Planning Is like Setting a Date in a Time Machine

    Remember the old German field marshal, Moltke the Elder, who told us “no plan survives first contact with the enemy”? In the business arena, the enemy is the market itself. The moment you put a plan on paper, it’s wearing a guardian angel’s halo until it’s tossed aside by reality.

    Why the “Fixed Plan” Mentality Is a One‑Way Ticket to Boredom

    • Launch with enthusiasm, finish with flexibility. Great ideas are launchpads, not unmoving endpoints.
    • Pivot like a champ. If your product tastes stale, throw it out, remix it, or write a brand‑new recipe.
    • Keep your eyes on the horizon. A clear direction beats a jagged, rigid path any day.

    Tyler Grange: From Email Scammers to ESG Champions

    With over a hundred team members spread across seven UK offices, Tyler Grange isn’t just about meeting deadlines and office parties. They’re a proud member of the All‑Party Parliamentary Group on ESG, the Better Business Network, and strong supporters of the Better Business Act. Their mission? A cleaner, greener, and fairer future—one business at a time.

  • A guide to the new legal duty on employers to prevent workplace sexual harassment

    New Legal Duty: Employers Must Proactively Stop Workplace Sexual Harassment

    A new duty on employers to take reasonable steps to prevent sexual harassment is imminent. What do businesses need to do to prepare?

    Heads Up! A Fresh Twist to Workplace Safety

    On 26 October 2024 a brand‑new rule will kick in for every employer that wants to keep their team safe. Think of it as an extra shield, specifically aimed at stopping sexual harassment at work.

    What’s Changing?

    Under the new Worker Protection Act, “preventative duty” means every boss, manager, and even the HR crew must take reasonable steps to stop sexual harassment. The key points:

    • The duty only covers sexual harassment. It doesn’t touch other Equality Act 2010 protected characteristics like race, gender or disability.
    • It sits on top of the existing Equality Act safeguards that fight discrimination and victimisation.
    • There’s a strict timeline: 26 October 2024—after that, the law is enforceable.

    How to Keep the Workplace Safe

    The Equality and Human Rights Commission rolled out a Step‑by‑Step hand‑book on 26 September 2024. If you’re an employer looking to stay ahead, the 8‑Step Guide to Preventing Sexual Harassment at Work is a must-read.

    1. Spot the Risk: Look for any patterns or behaviours that signal harassment.
    2. Raise the Alarm: Create clear reporting channels.
    3. Train the Troop: Regular workshops on respectful conduct.
    4. Speak Up Quickly: Respond promptly to any complaints.
    5. Document Diligently: Keep accurate records to protect yourself.
    6. Enforce Consequences: Deal with misconduct firmly.
    7. Review & Revise: Periodically update policies.
    8. Feedback Loop: Encourage anonymous suggestions.

    Why It Matters

    When employees feel secure, productivity skyrockets. Tackling sexual harassment isn’t just compliance—it’s a commitment to a respectful, thriving workplace.

    Got questions? Dive into the EHRC guidance, grab the handy guide, and make sure you’re on the right track before the 26‑Oct deadline.

    What is sexual harassment?

    Sexual Harassment According to the Equality Act 2010

    In plain English: the Act says that any unwanted sexual conduct that either rubs the wrong way or creates a negative vibe—think intimidation, hostility, degradation, humiliation, or outright offense—falls under the legal definition of harassment.

    Typical Examples

    • Unwelcome physical touch that feels more like a nuisance than a friendly gesture.
    • Sexual jokes or comments that make you feel less than a human being.
    • Persistent sexual advances that ignore your boundaries.
    • Sending explicit emails or texts that leave you feeling violated.
    • Displaying graphic sexual images without consent.

    When any of these happen, they’re not just awkward—they’re illegal. So keep it respectful, keep it professional, and remember that “no” is a very real, very clear word.

    What is the preventative duty?

    Redefining Workplace Safety: A New Playbook for Employers

    In a bold move, the latest Guidance calls for a positive and proactive duty—a whole new approach to flipping the script on workplace culture.

    What This Means for You and Your Team

    • Heads‑up is key – Think ahead. Picture every scenario where a staff member might face sexual harassment during their job. Your job is to shut it down before it happens.
    • Act fast when it does – If harassment pops up, employers must spring into action to stop it from happening again—no excuses.
    • No “desk‑only” breach claims – You can’t simply sue for violating the preventative duty by itself. But a breach does affect how much compensation might be awarded.
    • Third‑party worries – Unlike the old Equality Act 2010, this duty extends to harassment from clients, customers, service users, or even the general public. Remember, “you’ve got the right to work in a safe space” applies to everyone who might interact with your employees.

    Why It Matters

    Think of the preventative duty as a security system for your workplace. It’s designed to prevent the sneaky “troublemaker” pitfalls and keep your team from feeling unsafe or unprotected. When a breach is caught on the radar, it throws a wrench into the compensation calculus, meaning employees can potentially claim more if the employer didn’t do enough.

    Bottom Line, Bottom Line

    Employers, keep your guard up. Zero tolerance is the new motto. And while no one wants to deal with harassment, taking preventive steps now keeps the workplace respectful, safer, and more enjoyable for everyone.

    Reasonable steps

    Putting the “Reasonable” in Workplace Safety

    When the Guidance says there’s no set‑and‑forget minimum, it’s basically giving employers the freedom to decide what makes sense for their own kitchen. Think of it like picking the right size of a pair of shoes – it’s all about fit, foot‑feel, and the terrain you’re walking on.

    1. Size, Resources, and the Industry “Backyard”

    • Big‑box vs. Garage‑Sale: A multinational corp has a different safety budget compared to a family‑owned bakery. Larger firms can spread safety costs across departments, while small outfits need tighter pockets.
    • Sector‑Specific Snafu: A chemical plant’s hazards are as different as a rollercoaster ride compared to a remote‑work office. Tailor the safety measures to what the industry actually shoves at you.

    2. Risks – The Unseen Velcro of the Workplace

    • Every job has a list of potential missteps—from pinch points in a factory line to sticky surfaces in a laboratory.
    • Buffer them with well‑thinking safety protocols, but keep updates fast and flexible. You don’t want a “one‑size‑fits‑all” blanket on a high‑speed assembly line.

    3. Third‑Party Contact – The Guest List

    • Who else is using your space? Contractors, vendors, consultants – each brings a scatter of extra risks. Make sure your plan covers everyone that hops onto your property.
    • It’s like setting a house‑party rule: “Bring your own responsibilities.”

    4. Effectiveness vs. Alternatives – The Decision Dial

    • Ask yourself: “Will this step solve the problem, or might there be a better, less disruptive route?”
    • Remember, alternatives can be cheaper and smoother—for instance, a guardrail might do less good than a procedural check if the area is already a “no‑go zone.”

    5. Time, Cost, and Disruption – The Three‑Finger Stopwatch

    • Big up front costs can be a deterrent if they slow production to a crawl.
    • Balance the budget with the upside: If implementing a new safety wheel brings measurable spill reduction, the ROI might win the day.
    • Keep the benefits vs. disruption ratio in mind. A fancy safety vibe that stitches everyone over a holiday? Maybe not. But one that lowers downtime and keeps the crew happy? Absolutely.

    Bottom line? There isn’t a one‑size, universal safety minimum. It’s the blend of your company’s scale, the type of work, who’s around, how a step plants itself, and whether you’re willing to budget for the time and hassle. Tailor it, test it, tweak it—your safety plan should feel like a custom‑fit, rather than a generic shipment.

    Factors to consider in a risk assessment

    Keeping the Workplace Harassment-Free: A Quick & Friendly Guide

    In a nutshell, the Guidance makes it crystal clear: you won’t meet your preventive duties if you skip the risk assessment. Think of it as the difference between a coffee that’s just great and one that’s actually safe to drink.

    And remember, this isn’t a one‑time checklist. Review your preventive measures regularly—every now and then, a quick refresher is just the way to stay ahead.

    What Flags the Risk of Sexual Harassment?

    • A male‑dominated workforce where everyone’s wearing the same uniform of variables.
    • A culture that thinks “crude, sexist banter” is a grocery item everyone should buy.
    • Clear gendered power imbalances that let some folks feel like they’re left in the vending machine line.
    • Working lone or in isolation – the lone wolf scenario can double the risk.
    • Workplaces that allow alcohol consumption – definitely not a recipe for safety.
    • A casual workforce where the line between casual and careless blurs.
    • No policies or procedures in place to tackle sexual harassment.’’

    Consequences for breach of the new duty

    Ready, Set, Guard: The Quick‑Fix Playbook for Your Workplace

    Got only a few weeks before the preventive duty rolls out? No sweat! Here’s a snappy, almost‑you‑can‑do‑it‑in‑a‑day set of moves to keep your crew safe, respected, and—most importantly—happy.

    1. Risk Assessment—Think of It Like a Health Check‑Up

    • Take a top‑to‑bottom look at how and where sexual harassment could slip through the cracks.
    • Sketch out the steps that would squash those risks—shorter exclusions, clearer lines of accountability, and yes, an invitation to voice concerns.
    • Ask yourself: “What’s realistically reasonable to implement right now?” (No over‑engineering, no “we’re already doing it.”)

    2. Educate Your Team—Because Knowledge Is Super‑Power

    • Hold quick workshops that detail what sexual harassment looks like—from subtle smalltalk to overt advances.
    • Anchor every example in the Equality Act 2010—give them clear, relatable scenarios.
    • Encourage the “bottom‑line” mindset: “Know it, say it, and hold yourself and others accountable.”

    3. Cultivate an Inclusive, Zero‑Tolerance Culture

    • Make respect the non‑negotiable baseline: “No walls, no boundaries, no harassment.”
    • Up the leaders’ game—rank‑up senior managers to harassment sherpas who lead by example.
    • Let the staff feel they’re the first line of defense—this prevents a toxic “I don’t notice it” vibe.

    4. Draft a Clear Anti‑Harassment Policy—The Playbook Everyone Can Read

    • Publish it in plain language, everywhere: on intranet, in break rooms, hand‑out sheets.
    • Embed a strict yet fair complaints procedure—include a hotline or a dedicated email.
    • Pin a quick reminder: “Harassment = Disciplinary Action.”
    • Support the whistleblowers—think counseling, legal guidance, or just a listening ear.

    5. Train Workers & Managers—Tailored, Not “One‑Size‑Fits‑All”

    • Break the training into bite‑sized modules: role‑play for managers, quick quizzes for staff.
    • Address third‑party risks (customers, suppliers) if they’re part of your daily mix.
    • Keep a roll‑call. At the end of every session, scribble the names of attendees—trust me, you’ll thank yourself later.

    6. Detect It Early—Your Body‑Language Glitches

    • Keep an eye on the “red flags”: sudden dips in performance, unplanned sick days, or migraines for a reason.
    • Spot behavioural changes or quick exits—they’re the silent screamers of something’s wrong.
    • When you see a suspicious pattern, address it promptly before it turns into a saga.

    Remember, the goal isn’t to nitpick; it’s to create an environment where every teammate feels safe and heard. Got a solid game plan at the ready? Your team will thank you—maybe even bring you coffee in appreciation.

  • Calling all regional estate agents: solidify your standing within the community post covid

    Calling all regional estate agents: solidify your standing within the community post covid

    As Britain moves out of official lockdown and into the recovery phase post-covid, the property market nationwide has had to adapt.

    Business Matters speaks to Jamie Rolls, Residential Sales and Lettings Director of regional estate agents Anglotown, about the impact of covid on their business and the property market in general at this time.

    Would you say that the industry is now in recovery despite the country’s general economic state?

    So far yes. I think that lockdown has made a lot of people re-assess their
    I think that providing banks are still lending money, people will always buy property. We’ve been overrun with enquiries since some of the bans were lifted because I think lockdown has made a lot of people question where they live. People who haven’t got gardens or balconies are wanting to sell and move and a lot of people want walking access to nature or to live by the sea just in case a second wave of the virus occurs and restrictions go in place again.

    What steps have you taken to adapt during and post covid?

    Covid has been the biggest test our business has known to date. We knew that if we were to survive we needed to react very quickly to the news of a lockdown. Myself and the other two partners sat down and discussed what we wanted to achieve and then developed a strategy for how best to implement the plan. We wanted our staff to remain with us long term so in the short term we furloughed some members and topped up the 80% government funding with 20% to ensure they had 100% of their wages every month. We wanted to reassure our staff immediately that they would be looked after as the stress of the uncertainty could have been bad for their mental health.
    Then we personally called and checked in with all of our rental tenants and landlords to discuss all options available to them. We wanted to make sure that where possible people knew that they were supported.

    A lot of long days …

    Yes particularly running at a 50% work force. To adhere to the social distancing rules we were creating schedules of who needed specific information at certain times to ensure there was only ever one person in the office.

    So the most important element presiding through the lockdown and moving forwards for you is communication.

    Yes and caring. I think if you have those two elements you’ll make sure you’re listening to your staff and customers to ensure everybody’s needs are met and if you care then you’re going to take extra time to help them.

    Has your industry been affected by online ‘sell it yourself’ companies?

    We haven’t seen a massive knock on effect since those types of websites came to the marketplace and I think that’s largely due to their client base being very different to ours.

    How so?

    Well when it comes to selling your personal property people fall into one of two categories – they either want to co-ordinate the images and sale themselves or they want to hand it over to an expert who knows what the state of the property market is on any given road and sell it accordingly. An agent will be proactive and create opportunities. If they’re good and have been established for a while they will also have a network of investors and people primed to sell to. Very often leading to properties not even being placed on the market or not being visible for very long.

    So really solidify your USPs to your local community …

    Yes, be tenacious and revamp your service until you feel certain and proud to deliver it. As an agent you should know how to advise clients on whether or not a property needs renovation before selling and work out how to do so in a cost effective way for your clients. You must be transparent about all of your fees, know how to price properties at just the right price point.

    What advice would you give to fellow agents who may have had their business seriously uprooted during the past four months?

    Make your business as cohesive as possible – some people love moving and find it exciting, however if people associate it with vast amounts of stress then you need to build your business to ease that worry and take stress away. Create links with interior designers, local tradesmen for upkeep and repairs. Ensure that people in your proximity know that you’re there and trading. Good local knowledge is essential but the most crucial element of all is communication – both with your team and your audience. People want everything instantly now so get back to people as quickly as possible. Set up systems for dealing with inquiries as they happen as opposed to allocating time at the end of each day.

    Do you think having links with London is beneficial?

    Yes, I think wherever your business is based, ensure that you build good links with property teams in London, so the moment they are asked about sourcing a property for a client whether it be for relocating or to have as a weekend home.
    I also think taking pride in knowing your local area and staying abreast of council changes to systems and land is essential. You can be the first to jump on board with investment opportunities then. There are so many opportunities for growth within the property world and providing a brilliant service can be expanded on. It takes pride, effort and tenacity, but that’s the same regardless of any business.

  • Level Up: Why Leadership Skills are the Secret Sauce for Start‑Ups

    Level Up: Why Leadership Skills are the Secret Sauce for Start‑Ups

    Five Months In: My Start‑Up Reality, Point‑Blank

    It’s been half a year since I officially signed Cake Communications up at Companies House, yet every day feels like the start‑up rollercoaster I remember.

    From meetings that feel like endless circles, to pitching, writing proposals, and the dreaded admin grind, my life has become a whirlwind of activity. A financial whiz partner handles the books, letting me focus on business development, hunting new clients, and steering our core vision.

    What Good Leadership Looks Like

    I’ve seen the dramatic difference that great leaders can make. On the flip side, weak bosses can grind down both people and progress. That’s why when I set out to launch my own company, I vowed to lean into inspiration, not indifference. Investing in my own leadership skills was a no‑brainer from day one.

    Charles Darwin once said, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” In a communications world that’s shifting faster than a TikTok trend—traditional media fading, digital explosions, and fragmented channels—adaptation is the lifeline.

    My Leadership Quest

    Throughout my career, I’ve watched leaders become so wrapped up in delivering day‑to‑day that they neglect their own growth. That stagnation ripples out, hurting teams and stunting the business’s potential. I’ve also worked under leaders who ignited my passion and gave me a purpose to rally behind. These experiences shaped my ambition: real, actionable leadership training.

    Everyone warned me I was “crazy” for pursuing this path, but their skepticism only sharpened my resolve—thanks for the pep talk!

    Enter the 20 Twenty Program

    Instead of a purely theoretical course, I chose the 20 Twenty programme by the Cardiff School of Management at Cardiff Metropolitan University. A 10‑month sprint combining workshops, action learning groups, master‑classes, mentoring, and coaching, the goal is to craft a three‑year growth strategy. This practical, outcomes‑first approach set it apart for me.

    So far, every moment has been a highlight. Even amid the chaos of day‑to‑day, stepping away to meet fellow entrepreneurs who genuinely care about scaling their businesses has been electrifying.

    Key takeaways so far

    • Sharpening coaching skills.
    • Developing new strategies for tough scenarios.
    • Building a network of like‑minded founders.
    • Winning a speed‑networking challenge (not a surprise, given my wandering business field).

    The most delightful part? Meeting seasoned entrepreneurs who, after two decades running their “babies,” decide to invest in themselves. They prove it’s never too late to hit the books, admit you’re clueless, and grow.

    As John F. Kennedy put it: “Leadership and learning are indispensable to each other.” And that rings true, now more than ever.

  • How employers can support staff going through menopause

    How employers can support staff going through menopause

    More and more employers are taking action to support staff going through menopause.

    This is partly due to high-profile campaigns from trade unions and celebrities; it’s also because menopause affects such a significant section of the workforce that it’s become impossible to ignore.
    In fact, around 13 million people are currently peri or menopausal in the UK, equivalent to a third of the entire UK female population. But it is important not to fall into the trap of thinking that menopause only affects older female staff.
    This issue affects a wide range of the workforce in terms of age because someone may experience premature menopause, medically induced (temporary) menopause or surgical menopause. In addition, the issue also affects transgender, non-binary and inter-sex staff.
    Many employees sadly maintain silence around their experiences of menopause. This is partly due to a fear of ageism and losing their jobs or status if they admit to some common consequences of menopause, including brain fog and hot flushes.

    Cost of Menopause to business and the economy

    Women over 50 are the fastest-growing group in the workforce, and many are highly skilled and at the peak of their careers.
    Research by the CIPD in 2021 found that six in ten working women experiencing menopause said it negatively impacted them at work. In addition, one in ten women leaves their job because of menopausal symptoms, while one in five women do not seek the promotion they deserve because of a loss of confidence linked to their menopause transition. Consequently, there are potential knock-on effects on the gender pay gap, the pension gap and the number of women in senior leadership positions.

    The legal position

    Menopause is not a “protected characteristic” in the Equality Act 2010. Earlier this year, the Government confirmed it would not be making any changes to the Act, and menopause would not become a new “protected characteristic”, which was disappointing for those who had campaigned for that change. The Government believes that the existing protected characteristics of sex, age and disability already protect against discrimination and harassment due to menopause.

    What are my legal duties as an employer?

    Employers have a legal duty to prevent workplace discrimination and harassment. Employers also have a duty to protect their employees’ health, safety and welfare and assess workplace risks. If the individual has a disability, the obligation to make reasonable adjustments may arise.

    How can I best support staff going through menopause?

    Many responsible employers are already taking steps to break the taboo and support staff going through menopause by encouraging open conversations, covering menopause during the induction processes and appointing workplace menopause champions. Others have implemented a menopause policy and held regular training sessions to educate staff. Employers can also look at adjusting sickness policies to address menopause-related absences.
    For example, policies with “trigger points” (when several short-term absences trigger a performance review or disciplinary action) have a particular impact on menopausal employees.
    Other proactive approaches can include setting up informal support networks such as menopause cafes and signposting to further support for those experiencing debilitating symptoms.
    Some employers already provide access to menopause clinics and app-based services. Other measures may include more flexible working, such as changing shift patterns and altering start times.
    Employers can also improve the working environment for people experiencing menopause. Such measures can include providing access to fans and good ventilation to help combat hot flushes, the ability to control workplace temperature and making adjustments to staff uniforms which may cause discomfort.
    Extensive guidance is available for employers from organisations including ACAS, CIPD, Over the Bloody Moon, Menopause Support and Menopause Matters UK.
    There are many benefits for employers in taking a more proactive approach towards menopause. By fostering safer and fairer workplaces for people working through menopause, employers are more likely to retain the talents of experienced and skilled workers while boosting morale and well-being in their team.

  • Landmark inheritance tax ruling could save families six-figure sums

    Landmark inheritance tax ruling could save families six-figure sums

    A landmark tribunal ruling could provide major inheritance tax relief for families who engaged in historic ‘home loan’ schemes, potentially saving them six-figure sums in tax bills, according to national law firm Clarke Willmott LLP.

    The ruling in Elborne v HMRC overturned a previous decision that would have allowed HMRC to claim inheritance tax on properties placed in trust decades ago. The case involved the estate of Leslie Elborne, who used a ‘home loan’ scheme in 2003 to transfer his £1.8 million property into a trust. The successful appeal means the estate will avoid an estimated £700,000 tax bill.
    “These were very popular schemes, but it’s difficult for an individual taxpayer to take on the huge resources of the state and win,” said Paul Davies, a partner in Clarke Willmott’s private capital team. “HMRC has been able to steamroller people for years.”
    Widely used in the 1990s and early 2000s, ‘home loan’ inheritance tax schemes involved homeowners transferring their property into a trust in exchange for a loan note, which was then gifted to a second trust. The aim was to remove the property’s value from the owner’s estate, as gifts made more than seven years before death are generally exempt from inheritance tax.
    However, in recent years, HMRC challenged these arrangements, arguing they constituted aggressive tax avoidance. Although legislative changes in 2003 and 2004 effectively ended the use of such schemes, many families who entered them decades ago have faced uncertainty over their tax liabilities.
    The tribunal’s decision sets a precedent that could benefit thousands of families in similar situations. However, HMRC is reportedly disappointed with the ruling and is considering an appeal, meaning the legal battle may not be over.
    For now, the verdict provides a significant win for taxpayers, offering potential relief to those who participated in inheritance tax planning strategies that have been under scrutiny for years.

  • Digital marketing: Where to start

    Digital marketing: Where to start

    Feeling Overwhelmed by Digital Marketing?

    Digital marketing is basically any way to shout out your brand on the web. Think of it as a toolbox—full of gadgets that can help you hit those goals. But no matter how shiny new the tech is, the big question pops up: where to begin?

    Common Pitfalls When You’re Not Sure

    Maybe you’re debating: Social media, PPC, email blasts, or flashy banners?

    The Starter Kit – Three Must‑Try Moves

    • Set Up a Social Media Profile – Even if you’re old school, a quick Instagram or LinkedIn page can start building a community. Keep it simple, post consistently, and watch engagement grow!
    • Launch a Small Pay‑Per‑Click Campaign – Think of it as renting a billboard for a few dollars. Target the right keywords, set a modest budget, and test what clicks.
    • Send a Targeted Email Newsletter – Personal, direct, and usually cheaper than a banner. Offer something of value, and let your audience come to you.

    Pick one, test it, learn, and iterate. That’s the magic trick that turns digital marketing from a messy jungle into a clear path.

    Website

    Your Website: The First Big Hello

    Think of your website as that warm handshake that sets the tone for your whole business. With over 80 % of UK folks surfing the web daily to hunt for products and services, it’s basically a crystal ball that tells people who you are and why they should care.

    Why a Memorable Site Matters

    • Aesthetics & copy. Eye‑candy and punchy words win hearts.
    • Seamless flow. Navigation that feels like a walk in a park.
    • CTA that clicks. Call‑to‑action buttons that actually drive sales, not just clickbait.

    But getting people to peek inside? That’s where the real grind begins.

    SEO: The Magic Elevator to the Top Spot

    Search Engine Optimisation is often treated like a black‑box spell, but it’s actually a set of clear tricks. When your site speaks nicely to Google, it climbs higher in the search results — and since 90 % of UK online queries happen on Google, that means more eyes on your page.

    What Does SEO Do?

    • Nice tags. Meta tags, title tags, alt text that humans and bots love.
    • Image treatment. Optimised pictures that load fast and give context.
    • Kitchen‑decks of tricks. Structured data, sitemaps, mobile‑first design.

    And the easiest hack? Write fresh, useful content. A blog post or a FAQ page that answers real questions keeps the algorithm humming and the visitors coming.

    Next Stop on the Digital Highway

    Once your site and its SEO are polished, it’s time to wing it onto the social media stage. A solid social media program isn’t just a checkbox; it’s a chance to meet your audience where they already hang out, share stories, and build loyalty.

    So, lace up your sneakers, tweak those meta tags, drop some killer content, and let the world know you’ve got something great to offer.

    Social media

    How the Big Three Are Roasting Your Biz – and How to Get in the Kitchen

    Think of Twitter, Facebook, and LinkedIn as the social‑media kitchen where your brand gets seasoned, plated, and served to a hungry crowd of potential customers.

    Why Your Content Is the Secret Ingredient

    In the world of digital marketing, it’s not just the platform that does the heavy lifting – it’s what you cook up in your feed. The more flavorful your posts, the more folks will bite.

    What to Expect When You Let Third‑Party Sites Work Their Magic

    • Instant Exposure: Your business gets handed out straight to millions of users. Picture a billboard that’s portable.
    • Audience Targeting: From age groups to niche interests, the platforms slice the market to focus on the people most likely to buy.
    • Brand Persona: Your tone, eye‑catching visuals, and storytelling become the face that the world will see.

    It’s Not Just About the Platform

    Social media is a playground with more tricks than a magician’s hat. If you’re still scratching your head about where to start, dive into one of my earlier Business Matters columns: Using social media for your business?. It busts out the nuts and bolts, explains the how‑to’s, and shows how these channels can transform the way you talk to customers.

    Bottom Line

    Turns out, you don’t just need a presence on Twitter, Facebook, and LinkedIn – you need a story that’s as unforgettable as a good joke. Put in the effort, serve it up, and watch the hyped audience mingle around your brand’s table.

    Email marketing

    Why Your Emails Might Be Falling Flat (And How to Fix It)

    Hold your phone—before you just hit “mute” on your marketing, let’s clear up a couple of big myths. Email isn’t magic; it’s a tool, and if you use it right, it can feel like a conversation with friends instead of an unwanted spam‑alert.

    What’s the Difference Between “You Can’t Miss” Emails and the Good Stuff?

    There are basically two camps:

    • Unsolicited (spam) emails: These come from data you neither asked for nor purchased properly. Think pirate emails—bad reputation, low open rates, and an angry unsubscribe button.
    • Opt‑in newsletters: These are the clubs where people voluntarily signed up. The good stuff—your golden ticket to build a loyal following.

    Talk to these sign‑ups like you’re chatting with a long‑time friend. Show them who you are, what you’re doing, and why they should care. It’s your chance to:

    • Share special offers and sneak previews.
    • Send timely, relevant content—regulations, market shifts, insider tips.
    • Grow trust, so they’ll think about your product before they shop elsewhere.

    Not All Emails Are Created Equal

    At Gravity Digital, we use three main email types—each with its own personality. Pick the right one for your goal:

    • E‑briefings: The “handy, in‑depth guide.” They’re serious, packed with new data, and designed to inform without telling you’re selling.
    • E‑bulletins: News, stories, and eye‑catching visuals. Think of a magazine—beautiful, engaging, and keeps the reader scrolling.
    • E‑shots: The classic “Hey, check this out!” promo. Full of words and images, all spun around your brand’s message.

    Ready to Rule the Email Jungle?

    These tools are great, but email marketing is not a one‑size‑fits‑all approach. For real results, you’ll want a customized plan that turns your subscribers into customers—lively, loyal, and long–term.

    Take the next step: Call an email marketing whiz. They’ll help you decide whether an e‑briefing, e‑bulletin, or e‑shot will get the most bang for your buck.

  • What Trump’s tariffs could mean for UK business & consumers

    What Trump’s tariffs could mean for UK business & consumers

    President Donald Trump’s sweeping new tariffs on global imports — including a 10% charge on all UK goods — have triggered fears of a global trade war, with wide-ranging implications for UK consumers, investors and businesses.

    While the UK’s tariff rate is lower than that faced by some countries, the knock-on effects could still be significant — from higher prices and rising inflation to weaker pensions, lower interest rates, and job losses in key sectors.

    Will prices rise?

    At this stage, the UK has not introduced retaliatory tariffs on US imports, meaning American goods entering the UK remain unaffected. However, if the UK were to respond in kind, prices for US goods could increase, especially for products with tight profit margins, where importers may pass on costs to consumers.
    Some importers may choose to switch suppliers to countries unaffected by US tariffs, which could help keep prices down. If supply from alternative markets grows, prices could even fall in the short term, although such outcomes are highly uncertain.
    There have been questions around the role of VAT in Trump’s trade complaint, but the UK government is unlikely to alter VAT rules in response — doing so could unfairly advantage US imports over domestic products.

    What about pensions and investments?

    Stock markets have reacted sharply, with both UK and US markets falling in response to the escalating trade tensions. For UK consumers, this could affect pensions and personal investments, especially those with exposure to US equities.
    Most pension funds are globally diversified, and even savers with indirect exposure will likely see a dip in fund values. However, market corrections can provide buying opportunities for those contributing regularly.
    Tom Stevenson, investment director at Fidelity International, said: “It may sound counterintuitive, but staying invested throughout times of volatility is the best strategy. Trying to time the market can lead to missed opportunities.”
    He added: “Taking a long-term approach is more likely to deliver the outcomes investors are looking for.”

    Could mortgage rates fall?

    The Bank of England has held interest rates at 4.5%, but hinted at a gradual decline amid growing economic uncertainty — with tariffs now part of that picture.
    Money markets are already pricing in a potential interest rate cut as early as May, with further reductions possible this year. If this happens, mortgage rates could fall, making borrowing more affordable.

    Are jobs at risk?

    One of the clearest risks is to UK manufacturing jobs, especially in export-focused industries such as automotive. US tariffs on car imports have been set at 25%, putting intense pressure on British carmakers.
    Think tank IPPR estimates that over 25,000 UK jobs are at risk, particularly at Jaguar Land Rover and the Mini plant in Cowley, Oxford.
    If demand for UK exports falls due to tariffs, businesses may scale back operations. Redundancy protections exist — workers are entitled to statutory redundancy pay if they’ve been with their employer for two years or more — but the wider economic impact could stretch beyond the automotive sector.

    The outlook

    The full implications of Trump’s tariff policy are still unfolding, but UK consumers should brace for increased volatility, both in prices and the jobs market. At the same time, lower borrowing costs and potential long-term investment opportunities could help soften the blow — if the UK economy navigates the turbulence with care.

  • Could Alternative Dispute Resolution become compulsory?

    Could Alternative Dispute Resolution become compulsory?

    Over the last three decades, we have seen increasingly widespread use of Alternative Dispute Resolution (ADR), as parties with disputes have sought swifter and less expensive ways of settling claims.

    ADR is a generic term that covers various means of resolving disputes other than by litigation or arbitration. Negotiation and mediation are the prime examples of ADR, but other methods have developed in recent years, including adjudication and neutral evaluation.
    Nowadays, ADR is commonly used in settling family law issues. This process is called family law mediation wherein separated couples work together to address and resolve their parenting and property issues with the help of an impartial and independent mediator. Under the family mediation process, the mediator will assist you in identifying potential solutions in order for the parties to reach an amicable settlement. Thus, because of ADR’s ability to resolve issues amicably, especially in terms of family issues, many people wonder if they should be a mandatory requirement for parties with conflicting claims.
    A question has frequently arisen about whether parties should be compelled to seek ADR before being allowed to ‘have their day’ in court.  A popular theme of seminars as long ago as the 1990s concerned the man with the sandwich-board slogan “mediate don’t litigate”, suggesting that ADR was some sort of panacea or ‘magic bullet’ which could most effectively bring matters to a conclusion. This was always fruitful ground for animated (even heated) discussion.
    The courts have, on occasions, been called upon to rule on whether litigants should be forced to engage in some form of ADR as a pre-condition to pursuing legal due process. In most cases, parties have been left in no doubt that they should strain every sinew in exhausting an ‘alternative’ process, with a potential sanction hanging over their heads (in terms of adverse costs orders) should they engage in what the court might view as ‘conduct unbecoming’. Thus, for example, unreasonably refusing to engage properly in dialogue with a view to settling could be considered to be such ‘conduct unbecoming’.
    However, in certain circumstances, some parties have been free to pursue their case through the courts without engaging in ADR. For example, in the landmark case of Halsey –v- Milton Keynes General NHS Trust, in 2004, the Court of Appeal ruled that requiring unwilling parties to refer their dispute to mediation “would be to impose an unacceptable obstruction to their right of access to the court”.  The fundamental principle that applied was that ultimately (assuming that the parties were acting reasonably), litigants would have ‘access to justice’.  This is unsurprising given that this is a fundamental principle of the Civil Procedure Rules and is enshrined in Article 6 of the European Convention on Human Rights (the right to a fair trial).
    Therefore ‘compulsory’ ADR has remained a topic of hot debate. Last week, the Civil Justice Council (in response to a request made by Sir Geoffrey Vos, the Master of the Rolls) turned up the heat further.  It had been asked to look at the ‘legality and desirability’ of compulsory ADR and, in a report published on 12 July, it concluded that mandatory (alternative) dispute resolution (note the parentheses applied to the word ‘alternative’) would be compatible with Article 6 European Convention on Human Rights.  The Judicial/ADR Liaison Committee chair, Lady Justice Asplin, commented that “(A)DR can be made compulsory, subject to several factors.  More work is necessary to determine the type of claim and the situations in which compulsory (A)DR would be appropriate and most effective”.
    Although this is a comment and report, with several qualifications – rarely are there ‘absolutes’ in questions of law – the report is seen as potentially shifting the dial significantly and permanently. It could well be that ADR will be considered a requirement (other than, perhaps, in a very small minority of cases), thus fundamentally changing how disputes are handled.
    Whilst most (reasonable) advisers have for many years given serious and considered thought to – and advice upon – the merits of ADR, it was generally viewed as being a key option and, when used correctly and for the right type of dispute, the best way of bringing about the conclusion of the case.  However, the (alternative) option of litigation/arbitration could equally be cited as a powerful incentive to drive parties to take matters into their own hands. There must be a risk that, by removing that element, parties might be forced into more protracted and costly bouts of discussion and mediation without being able to force things along.
    There is a distinct possibility of the unintended consequence that, should ADR be made compulsory, it will open the door to more frivolous claims. This could result in the party on the receiving end being ‘bounced’ into settlement discussions due to the dilution of its right to put the matter before a judge to make a decision.  A parallel may exist here with the move towards Conditional Fee Agreements that rose (and then fell) in use when the true impact that such arrangements had on legal costs and process became clear. One thing is sure – this is an area of legal development to watch closely as the debate about the merits of compulsory ADR continues.

  • Empower Your Teams to Achieve Unprecedented Success

    Empower Your Teams to Achieve Unprecedented Success

    A strong leader who demonstrates caring for their team is more likely to have a team who in turn care about their own personal goals and successes. A team that cares can mean the difference between moderate and maximum productivity and performance.

    Mastering the Art of Leading a Squad

    Not every human is born with a natural instinct for steering a crew, but that’s no reason to sit on the sidelines. Leadership, like picking up a guitar or mastering a new recipe, is a skill you can learn by practicing, getting stuck in the trenches, and, most importantly, having a little fun along the way.

    Step‑by‑Step Blueprint to Becoming that One Leader Everyone Wants in Their Team

    • Know the Deck: Start with a solid understanding of your own strengths and blind spots. A quick self‑check helps you steer the right way without burning out.
    • Talk the Talk, Walk the Walk: Be present. If you’re asking questions, listen. If you’re giving directions, lead by example. Humor is a great ice‑breaker, but clarity keeps everyone on the same page.
    • Collect Feedback Like Loot: Treat every piece of feedback as treasure. Ask teammates for honest input, and don’t shy away from both praise and critique.
    • Plan, Pivot, Repeat: Set goals, but be flexible. If the weather changes, shift tactics—just like a captain keeps course when a storm rolls in.
    • Celebrate Big Wins & Small Victories: Reward progress. A shout‑out or a quick celebratory coffee can boost morale and show you value teamwork.
    • Keep Learning: Read, attend workshops, or seek a mentor. The world’s constantly evolving, and so should your leadership toolbox.

    Remember: Leadership isn’t a lightning‑fast sprint—it’s a marathon that rewards persistence, humility, and a good sense of humor. With each practice session, you’re not just building skill; you’re crafting a vibe that pulls everyone together. So grab your metaphorical steering wheel, put the pedal to the metal, and let’s get this crew sailing!

    Have Their Back

    Leadership That Walks the Talk

    Why Real Leaders Carry the Heavy Load

    When a leader takes the brunt of the effort, they allow the rest of the crew to focus on what they do best—skillfully getting things done. Think of it like a tug‑of‑war where the champ refuses to let the rope snap on the team’s side. By doing so, they earn trust and loyalty that sticks like a good pair of friendship bracelets.

    • Protecting the team: They shield teammates from needless hard‑hits, so folks can burst into productivity without the fear of being knocked off balance.
    • Building faith: When people know their captain has their back, confidence blooms like a spring garden—no more “I’m not sure if I should push myself” moments.
    • Fostering trust: The more teammates see leadership stepping up, the stronger the rope of cooperation becomes.
    • Spreading positivity: A leader who shares the load keeps morale high, turning the workday from a slog into a spirited march.

    In short, a leader who tackles the toughest bits helps the team stand tall—and in the end, everyone enjoys the ride a lot more when the journey feels less like a battlefield and more like a friendly team adventure.

    Be Adaptable

    Building Trust in the Fast‑Lane of Leadership

    Ever feel like your leadership direction is a roller‑coaster that refuses to stop even when the track changes? That’s a common headache for team leaders—stubbornly sticking to a path even when the map’s been updated or the original plan crashes like a soda can.

    Why it’s easier to hide the slip‑ups

    1. Spotlight fear: People often think admitting a mistake will drag them down. The truth is, it’s a spotlight that actually reveals resilience.
    2. Revealing strength: Acknowledging the wrong move shows you’re accountable and capable of learning on the fly.

    Team Members: The Crux of Credibility

    • Honesty > Hype – Teams respect leaders who say, “I misspoke,” over those who just plaster “We’re on point” across the board.
    • Transparency > Grandeur – An open mind builds a trusting team that feels safe to follow and support, even when the go‑ahead isn’t perfect.

    At the end of the day, if your crew can trust your gut and back your decisions, you’re not just leading—you’re leading in a way that feels less like a battlefield and more like a shared adventure. Keep it real, keep it honest, and enjoy the ride.

    Unite Your Team

    Building Trust, One Laugh at a Time

    Why Team Leaders Should Roll Up Their Sleeves

    It starts with a simple chat—not a spreadsheet or a performance review, but a genuine conversation about favorite pizza toppings and weekend plans. When you listen, you’re not just collecting data; you’re gathering stories that show who people truly are beyond their job titles.

    Creating Positive Social Moments

    • Organize a Friday trivia night—six cool facts about the company’s history plus a game prize.
    • Host a potluck Wednesday—the best dishes earn bragging rights on the #team channel.
    • Schedule a quick coffee break before the next sprint—just a few minutes to share laughs.

    Why It Works

    Those moments trigger the body’s love hormone, oxytocin. When oxytocin is released, we feel empathy, connection, and a buzz of trust—think of it as the secret sauce that makes collaborative projects feel like a friendly karaoke session rather than a chore.

    Put Yourself in Their Shoes

    Why Heads Up—Not Down—May Mean Losing Your Warmth

    Ever heard the saying that the higher you climb in a company, the more you lose your sense of humour and heart? That’s the case for many senior leaders. The sheer weight of strategic decisions often kicks emotional intelligence (EI) to the backseat. But if you’re steering a ship, don’t let the helm keep you from feeling the waves your crew is surfing.

    What Happens When You’re a Billion-Dollar Boss?

    • Decision fatigue makes you second‑guess every conversation.
    • Purely objective metrics guide your approvals, leaving no room for a human touch.
    • Boardroom coffee is more espresso shots than conversations.

    Result? You start to forget that your team’s not just numbers on a spreadsheet; they’re people with feelings, fears, and weekends that count.

    Why Putting On Their Shoes Isn’t Optional

    Empathy is the secret sauce that keeps a team motivated. If you start to feel like a stern manager on autopilot, the crew might feel invisible. Here’s how putting yourself in their shoes helps:

    • Understanding motives → You’ll see why someone did the 3 pm coffee run even when you’d prefer “just a paper clip.”
    • Feeling their stress → You’ll catch the “yes, I’m fine” that’s actually “I’m burning out.”
    • Mitigating conflict → When you see the other side’s point of view, “yeah, let’s talk this out” feels far less like a meeting‑called‑out.

    Imagine Their World

    Ask yourself these questions during a break or a quick call:

    1. What’s tearing them apart? Maybe it’s a looming deadline or a laptop that keeps crashing.
    2. What do they fear? Missing their kid’s recital, having to move or missing a good latte.
    3. What’s their biggest win right now? That could be a fresh idea they’re still tweaking.

    When you genuinely picture these scenarios, you become more than a boss—you become a teammate who knows the lay of the battlefield.

    Bottom Line

    Going up the corporate ladder doesn’t have to mean dropping your soul. By recognizing and engaging with your team’s emotions, you keep the human side alive and the workplace fun, not just a spreadsheet carnival.

    Set Goals

    The Coach’s Blueprint for Champions

    Picture a sports coach and an athlete on the field. The athlete delivers a spectacular performance, the scoreboard lights up, and the coach beams with pride. But the show isn’t over yet. A good coach is the kind who keeps pushing the line.

    What Comes After the Applause

    • Spotting the Blind Spots – Even the best athletes have tiny missteps. The coach calmly walks them through how a missed footnote here or a slightly off-shift there can shave time—or win a game.
    • Setting the Next Target – After celebrating each win, the coach turns the spotlight toward the horizon. The next goal is always just a few reps, a few laps, or a few more reps away.
    • Real‑World Feedback – Feedback isn’t finger‑pointing; it’s a friendly mapping of what can be sharper. Think of it as a GPS for progress.

    Why Teams Love a Coach Who Challenges

    Teams thrive when a leader pushes them beyond complacency. It turns “good enough” into “greatness.”

    • Motivation Boost – Knowing a coach wants more keeps the energy high; it’s the spark that turns practice into a passion.
    • Continuous Improvement – The cycle of deliver, critique, and refocus creates a culture of relentless growth.
    • Shared Success – When the coach’s eye is set on the next goal, success becomes a shared mission rather than a solo triumph.

    Takeaway

    If you’re aiming to win—whether on the track, in the boardroom, or in your personal life—think of a coach who doesn’t just applaud. Think of one who is a partner in progress, constantly finding ways to turn great performance into next‑level excellence. That’s the kind of leadership that teams, and you, can’t afford to skip.

    Don’t Get Too Invested

    Finding the Sweet Spot Between Caring and Productivity

    We all love it when a boss genuinely cares about us, right? Being a little more approachable and building genuine trust can instantly boost morale. But, here’s the twist: too much of the emotional sauce can turn the team into a mushy, unproductive stew.

    Why Over‑Emotion Can Backfire

    • Decision‑making gets slowed down – when emotions rule, choices may be biased or delayed.
    • The “easy answers” trap – opting for quick, sentimental fixes often leaves the real problems unresolved.
    • Team boundaries blur – colleagues start treating work and personal feelings as the same, which messes up focus.

    The 3‑Step Road to Honest Leadership

    1. Set a clear, tough benchmark. Decide what the goal is, then stick to it even if it feels hard.
    2. Communicate transparently. Be open about the challenges and the trade‑offs, rather than hiding behind passive‑aggressive vibes.
    3. Offer support, not sympathy. Look for practical solutions – e.g., extra training – instead of just saying “I feel bad for you.”

    In the long run, a leader who “does what’s right” rather than what’s easy earns the respect that really drives results. So, keep the caring heart, but let your decisions be powered by hard data and clear purpose – that’s the winning combo.

    Communicate

    Decoding the Team Whisper Code

    Ever notice how a friend’s sigh delivers more info than their words? That’s the same intuition you need when navigating team vibes. If something feels off, trust your gut—it’s your internal radar for spotting trouble.

    Risk vs. Ambiguity: The Team’s Big Debate

    • Risk: Known threats with predictable outcomes.
    • Ambiguity: Unclear situations where the future is a puzzle.

    Research shows people lean toward dealing with risk instead of getting lost in ambiguity. That means: make the unknown things clearer.

    How to Keep the Trust Flowing

    1. Spray knowledge everywhere: Share details, not just headlines.
    2. Listen as often as you speak: Let your teammates feel heard.
    3. Keep the dialogue open: Two‑way conversation beats one‑direction whisper.

    When you flood your crew with info, you build a fortress of trust—because nobody wants to be blindsided by a missing piece or an unchecked risk.

    A Quick Takeaway

    Be the transparent navigator of your team’s journey. Anticipate the inevitable bumps, clarify the unknowns, and watch trust rise like morale on a sunny day.

    Value Your Team

    Feeling Valued: The Real Secret Sauce for Happy Teams

    Picture this: you’re at work, and the only thing that makes you feel like you matter is a simple shout‑out or a friendly nod from your boss. That is how you’re bothered an emotional wheel of fortune.

    Why Breaking the Recognition Rule is a Recipe for Chaos

    • When nobody says, “Nice job!” your motivation slides into the realm of meh.
    • Research (yes, we’ve checked the stats) shows that the lack of recognition is the #1 culprit behind employee heart‑break.
    • Without a proper pep‑talk, progress stalls, productivity dips, and the office vibe curls into a gloomy T‑shirt quick‑look.

    Spotting the Missing Pieces

    It’s simple: You want to feel important. Your whole philosophy stays grounded on two core beliefs:

    • Everyone deserves to know they’re an integral part of the company’s puzzle.
    • When your work is celebrated, you’re motivated to push the envelope further.
    Fast Facts: The Team Effect

    Teams that get noticed are the show of life—their happiness spikes, they chase goals, and the result is a cascading wave of improvement.

    Do you want to lead your teams successfully?

    Get Ahead with Easy Leadership Hacks

    Boiling the idea down: if you can rally your crew, there are a few simple, plug‑and‑play tools that will make your team slicker.

    Why Leadership Isn’t Born‑in-the-Seat

    • Even the natural rockstars hit curveballs.
    • Every captain faces a storm—planning, communication, patience.

    Top 3 Quick‑Start Tools

    1. One‑Minute Check‑Ins: Roll up to a quick standing meeting; ask “What’s stalling?” and solve fast.
    2. Clear 30‑Day Goals: Write the mission on a sticky note—clear focus beats vague flairs.
    3. Open Feedback Loop: Anonymous surveys or quick Slack pulse—listen, act, repeat.

    Need a Little Guidance?

    Honestly, coaching is no luxury; it’s a gift. If you’d rather be a pro at leading—without the trial and error—our coaching service is ready to give you the playbook.

    Take the Leap

    We’re cheering you on. Armed with these hacks, your team’s productivity will climb, and you’ll navigate the leadership maze with less chaos.

  • Don't become complacent with auto-enrolment

    Don't become complacent with auto-enrolment

    For thousands of businesses across Britain, the new auto-enrolment regulations will no longer be looming on the distant horizon but already up and running.

    With the staggered “staging dates” from the Pensions Regulator having been rolling forward since 2014, it’s likely that the majority of Britain’s SMEs are already auto-enrolling their staff. But that doesn’t mean there aren’t still complexities for employers when it comes to making sure they continue to comply with the rules.

    Clearly, this will include the employment of new members of staff – whether casually or full-time – for whom auto-enrolment decisions still need to be made. And with last year’s announcement that the Government spend on enforcing the rules was nearly doubling, from £21.3m to £40.4m, it’s clear the regulators mean business.

    So what should employers continue to be looking out for?

    1. Check the thresholds: Each year the government will review the earnings thresholds for automatic enrolment so employers need to check these figures on www.thepensionsregulator.gov.uk. This year the earnings trigger for auto-enrolment has stayed the same as it was last tax year (2014/5) at £10,000. But the upper level has increased slightly to £42,325 from £41,865 last year.
    2. Don’t forget new members of staff: When taking on new members of staff, remain rigorous about checking eligibility. It’s very important to know what kind of contracts employees have – for example, whether they are self-employed or employed by you. The Pensions Regulator offers only guidance on this, drawing a difference between contracts for or of services. For small companies without large HR departments, it may well be worthwhile to take professional advice on how to identify different types of workers as you continue to take them on.
    3. Continue to communicate: As with when companies signed up to auto-enrolment, it’s still imperative to maintain the same levels of communication about the rules with all new staff members as it was when signing up to the new system in the first place. For all new employees, you need to communicate clearly what the auto-enrolment rules are and let them know that they are automatically enrolled if they meet the correct age and earnings criteria, but can opt out if they wish. Also, as with before, if employees don’t meet the criteria – if they’re under 22, don’t work in the UK or earn under £10,000 – they still get the option of signing up to auto-enrolment but it may mean that you as their employer don’t have to make contributions to their pension pot.
    4. Don’t forget about your existing staff: If any employees opted out of auto-enrolment when it was first put in place, remember that as their employer it is your duty to re-enrol them every three years – which still gives them the choice to opt out again if they want. Remember that the law places the burden or responsibility firmly on the employer: they cannot be penalised for forgetting the rules, but you certainly can!

     

  • Your persona achieves acceleration and lift off when you attach it to a Cause-related ‘Campaign’ – Jamie Oliver Is A Master At This

    Your persona achieves acceleration and lift off when you attach it to a Cause-related ‘Campaign’ – Jamie Oliver Is A Master At This

    Throwing different-sized content blades from a variety of release points is all well and good for day-to-day image maintenance, but even the best one-day story doesn’t elevate your profile to enough height with enough longevity unless it’s accompanied with a series of full-scale campaigns that are fully wrapped around it.

    ‘The Campaign’ evokes a sense of urgency, purpose and legitimacy for any image building, putting your persona on a particular trajectile.
    It also glides through all the sometimes tangential, sporadic press opportunities you might have landed by joining up all the dots.
    It also visibly draws in and namechecks many of your associates without the process looking in any way forced.
    The right campaign disguises all of your mechanics. Like in a good film, you stop seeing the edits, you stop noticing the music, you just fall into the world you’re viewing.
    The Campaign creates that immersive experience for your persona.
    Jamie Oliver is a phenomenon in the world of food. He is well-known as one of the world’s best-loved television chefs and restaurateurs.
    But Jamie isn’t just a Master chef, he’s also a Master image builder, deliberately using Campaigns that he leads consistently over his career to turbo boost his persona and ‘household name’ status.
    He’s now launched a global campaign to tackle the child obesity epidemic through better food education in schools. To that end he wants to halve childhood obesity in the UK by 2030.
    The campaign to do just that is entilted ‘Jamie Oliver’s Food Revolution’. The Food Revolution is positioned as ‘beyond a campaign’, but instead a ‘movement’ to reach the goal of halving childhood obesity in the UK by 2030.
    He’s doing this alongside the young activists at Bite Back 2030. This is a youth-led charity Jamie Oliver launched in 2019. With this charity vehicle he’s campaigning for a fairer food system so that ‘every child has access to decent, nutritious food, no matter where they live’.
    In May this year, Oliver organised a protest outside Downing Street following then Prime Minister Boris Johnson’s obesity U-Turn. He got members of the public to turn up with desserts to rally against the government’s delay to ban the buy-one-get-one-free deals for unhealthy food products. He made one giant Eton mess for a photocall, as a way of taking a direct pot shot at Eton educated Boris Johnson.
    In 2017, Jamie Oliver did a similar obesity-centric campaign called ‘Love Letter To London’ where he told Sadiq Khan to end junk food ads across Transport for London. As a result, London households bought 1,000 fewer calories from less healthy products every week.
    Jamie’s School Dinners in 2015 gathered considerable momentum, gaining increasing public support, with Oliver approaching members of the government, to campaign for increased funding for ingredients and staff wages in school canteens.
    In 2005, he opened a campaign, Feed Me Better, to introduce schoolchildren to healthier foods, which was later backed by the government. He was then became the owner of the restaurant chain, Jamie Oliver Restaurant Group, which opened its first restaurant, Jamie’s Italian, in Oxford in 2008. All helped with a social responsibility, campaigning message.
    All of these campaigns have essentially been the rocket fuel for Jamie Oliver to be positioned as the saviour of the nation and remain that way for years and years.
    Campaigns can be political, or philanthropic, or even environmental – drawing out all the other likeminded souls around a specific purpose.
    When I used to do PR for Dame Vivienne Westwood’s Julian Assange campaigns and Fracking, it gave her the positioning of being ‘punk with purpose’ and made the clothes she sells mean more than just looking good. They jumped off the coat hanger with attitude and meaning.
    Of course, some campaigns can elevate you so high you don’t ever come back down again. Bob Geldof, the Boomtown Rat and entrepreneur, got so defined by Live Aid, that despite all efforts, he’s now Mr. Charity and ‘Saint Bob’.
    The Campaign is a total overrider from the standard blade-throwing process of content.
    It stimulates and legitimises all the aspects of your persona.
    Some campaigns can be long running, others can be short. Some personalities attach themselves to a multiude of campaigns.
    When we take a look at four of the Top 10 advertising campaigns for brands worldwide, we can see
    how simple yet powerful a campaign slogan can be.
    Nike Just Do It. Launched in 1998 featuring amateur and professional athletes alike. An 80-year-old marathoner Walt Stack who runs 17 miles every morning was featured.
    Attach yourself to that.
    Its totally no nonsense and attitudinal to the core. But when launched it essentially manifested the idea into an active campaign.
    Dove’s ‘Real Beauty’ campaign from 2004. Research showed only 2% of women considered themselves beautiful. Real women replaced models for the campaign. This formed real dramatic reality.
    Coca Cola’s ‘Share a Coke’ campaign. They printed different people’s names across Coke bottles. Again, this used ‘real life’ to make people feel closer and more entwined with the brand.
    Apple’s ‘Creativity Goes On’ campaign launched as a reaction to Lockdowns. Despite the restriction, creativity was flourishing. And now Apple is celebrating that.
    This is not the same as the Single-minded proposition of the individual persona, but instead the slogan for a campaign which in these cases is for a brand. But equally they could be campaigns for ideas and thoughts.
    Leading a campaign will always give you more brand building qualities that if you’re just part of the chorus line. Perhaps you lead one, and join in and support two or three others.

  • How to get rich dealing in modern art & vintage furniture

    How to get rich dealing in modern art & vintage furniture

    We are a nation of house-buyers, with Brits desperate to put their money in bricks and mortar.

    However with mortgages harder to come by people are seeking out alternative options. If you have some collateral, that doesn’t mean you shouldn’t invest.
    I may have a solution for you – dealing in modern art and vintage late twentieth-century furniture.
    You may think this is the reserve of the posh and rich. But, as a one-time working-class lad from East London, I can tell you it absolutely is not.
    Starting off as a clerk at Sotheby’s at the age of 17, I left at 24 to start my own business, and now own a large gallery called Decoratum in London’s trendy Marylebone.
    I live in the prettiest square in a very fashionable part of North London, and count Kate Moss, George Michael and Jude Law among my neighbours.
    Now I’m going to let you in on the secret of how you can do the same….
    *YOU WILL NEED SOME MONEY
    I’m not going to kid you – it’s tricky for somebody without a decent sum of money to get on the art-dealing ladder.
    But it’s the same as buying a house. So, if you have £20,000 or more for a deposit, but can’t or don’t want to invest in property, read on…
    *SEEK THE RIGHT ADVICE
    Anyone can do very well buying and selling modern art and modern/vintage furniture if given good advice.
    It’s vital you get to know the main players, and one way is to regularly visit dealers.
    I don’t know any major dealer who wouldn’t be delighted to give advice to a potential customer. Their advice is invaluable in getting onto the first rung of the dealing ladder. However, stick to galleries with a reputation…
    *EXPERIENCE BIG EVENTS 
    If you want to get into dealing, go to as many exhibitions and auctions as you can and take in the atmosphere.
    The best are at Sotheby’s Christie’s, Bonhams and Phillips, and their main glitzy evening sales are held a couple of times a year. You will see some pieces sell for £100 million or more and you’ll be hooked.
    *DON’T RUSH INTO ANYTHING
    Very few people buy on the first night of exhibitions. In my experience, serious punters have often already been. So ask for a preview of the exhibition, instead.
    *BUY FROM BIG NAME GALLERIES
    If it’s serious investment you want, buy from galleries that have been around years – such as Gimpel Fils, or Marlborough Fine Art – who used to look after Freud, and now look after Anthony Gormley, and other huge names.
    They are run by serious academics, which museums latch onto quickly, and promote their artists – unlike high-street galleries, where the artists on sale are the celebrity equivalent of Z-listers.
    *LOOK ABROAD
    Check out art from other countries, not just England. Chinese art is going to get bigger and bigger. Also, art from the Middle East is a good buy.
    *REMEMBER THE RISK OF ‘CONTEMPORARY’ ART
    While you can make a fortune dealing modern art, you can lose it in an instant if you don’t buy at the right price.
    Remember, the word ‘contemporary’ is made up of two words…
    Con: Art dealers will hype something – but if there’s too much hype… keep away.
    Temporary: Today’s flavour of the month is very quickly tomorrow’s garbage.
    *AVOID POP-UP GALLERIES/EXHIBITIONS
    The stuff may look nice on the wall, and be cheaper than wallpaper, but it very rarely goes up in value unless by a big name.
    Better to have a poor painting by a well-known artist than a great painting by someone you never heard of. But make sure you like it…
    *LIKE WHAT YOU BUY
    Buying purely as an investment rarely turns into an investment. If you buy something that you 95 per cent love, and 5 per cent for investment, then more often than not you will be onto a winner.
    *DO NOT BUY AT AUCTION THINKING YOU ARE CUTTING OUT THE MIDDLEMAN
    Don’t be fooled into thinking you will buy art cheaper at auction than you will from a dealer. It’s a fallacy.
    Dealers love auctions. We are very careful what we buy and need good stock in our galleries. But when we get bored with a great painting that hasn’t sold in ages, off to the auction it goes!
    *IF YOU MUST BUY AT AUCTION, GET AN INDEPENDENT EXPERT 
    If you do see something that interests you at auction, don’t be afraid to ask a dealer to buy for you. People get carried away at auction and it’s their job not to let you overpay. Yes, they charge 5 per cent, but their advice and knowledge pales this into insignificance.
    *AND REMEMBER THE ADDED COSTS
    It’s easy to forget that you have to pay a so-called ‘hammer premium’ (like a service charge) on top to the auctioneer of around 20 per cent. I have seen people forget… and get badly stung.
    TO GIVE YOU A FLAVOUR OF THE POSSIBILITIES – HERE ARE MY FIVE BEST BUYS
    1) A decanter I bought 40 years ago in a very expensive shop in the Burlington Arcade for £60 and sold at auction £460. I know this doesn’t seem a lot but shows it’s often more profitable to go to expensive shops where goods are already restored rather than buying something cheap and having to do the restorations yourself.
    2) A 17th Century walnut “kneehole” desk that I bought 20 years ago for £60,000 from the most expensive shop in New Bond Street and sold at a London auction house for £310,000, including the ‘hammer premium’. It shows all my best bargains are purchased from the most expensive dealers.
    3) A painting by American artist Roy Lichtenstein that I paid £28,000 for from a dealer 15 years ago and sold two years later for £180,000.
    4) A painting by David Hockney that I paid £90,000 for eight years ago and sold after four years for £550,000.
    5) Last year I bought a 1998 Damien Hirst ‘spin painting’ with butterflies for £22,000, and sold it at auction in the same year for £53,000.

  • Mastering the Art of Business Growth: Essential Strategies for SMEs in 2024

    Mastering the Art of Business Growth: Essential Strategies for SMEs in 2024

    In today’s fast-paced business world, SMEs face numerous challenges in their quest for growth and success.

    As we step into 2024, it’s more important than ever for these businesses to master the art of business growth. The strategies that worked in the past may no longer be effective, and new approaches are needed to thrive in the ever-evolving market.
    Here we will delve deep into the essential strategies that SMEs should adopt to conquer the challenges and unlock their potential for growth in 2024. From leveraging digital marketing to harnessing the power of data analytics, we explore the key tactics that can make a tangible difference. By embracing innovation, fostering a customer-centric mindset, and developing robust partnerships, SMEs can position themselves as competitive players in their industry.

    Understanding the Current Business Landscape

    The first step to mastering the art of business growth in 2024 is understanding the current business landscape. The world is rapidly changing, and SMEs must keep up with the latest trends and developments to stay relevant. One of the key factors shaping the business landscape is the advancement of technology. From artificial intelligence to blockchain, emerging technologies are disrupting industries and creating new opportunities for growth.
    Moreover, the COVID-19 pandemic has accelerated the digital transformation across industries. SMEs need to adapt to the new normal and embrace digital solutions to thrive in the post-pandemic era. This means investing in digital infrastructure, leveraging cloud computing, and adopting remote work practices. By embracing technology, SMEs can streamline their operations, improve efficiency, and tap into new markets.
    Furthermore, globalization has opened up new doors for SMEs. With the rise of e-commerce and cross-border trade, businesses can now reach customers all over the world. However, this also means facing increased competition from both local and international players. To succeed in this globalized market, SMEs need to differentiate themselves by offering unique value propositions, delivering exceptional customer experiences, and building strong brand identities.

    Identifying Growth Opportunities for SMEs

    To master the art of business growth, SMEs must identify and capitalize on growth opportunities in their industry. This requires a deep understanding of market dynamics, customer needs, and emerging trends. Conducting market research and analysis can provide valuable insights into untapped market segments, unmet customer needs, and potential areas for innovation.
    One growth opportunity that SMEs should consider is diversification. By expanding their product or service offerings, businesses can reach new customer segments and increase revenue streams. This could involve developing new products, entering new markets, or targeting different customer demographics. However, it’s important for SMEs to carefully assess the feasibility and profitability of diversification strategies to avoid spreading resources too thin.
    Another growth opportunity lies in strategic partnerships and collaborations. By forming alliances with complementary businesses, SMEs can leverage each other’s strengths, share resources, and tap into new markets. This could involve partnering with suppliers, distributors, or even competitors to create win-win situations. Strategic partnerships can also provide access to new technologies, expertise, and distribution channels, enabling SMEs to scale their operations more effectively.
    Lastly, SMEs should consider the potential of international expansion. With the rise of e-commerce and globalization, businesses can now expand their reach beyond national borders. This could involve setting up international offices, establishing distribution networks, or entering into joint ventures with local partners. However, international expansion comes with its own set of challenges, such as cultural differences, regulatory compliance, and logistical complexities. SMEs must carefully evaluate the risks and rewards before embarking on this growth strategy.

    Developing a Growth Strategy for Your SME

    Once growth opportunities have been identified, SMEs need to develop a comprehensive growth strategy. This involves setting clear goals, defining actionable steps, and allocating resources effectively. A growth strategy should be aligned with the overall vision and values of the business, and it should take into consideration the strengths, weaknesses, opportunities, and threats facing the SME.
    One key aspect of a growth strategy is setting measurable goals. These goals should be specific, achievable, and time-bound. For example, an SME might aim to increase revenue by 20% within the next year or expand its customer base by acquiring 100 new clients. By setting clear goals, SMEs can track their progress and make adjustments as needed.
    Another important element of a growth strategy is identifying the key drivers of growth. These drivers could be factors such as innovation, operational efficiency, customer satisfaction, or market expansion. By focusing on these drivers, SMEs can prioritize their efforts and allocate resources accordingly. For example, if innovation is a key driver, the SME might invest in research and development, hire creative talent, or collaborate with external innovation hubs.
    Furthermore, a growth strategy should include a detailed action plan. This plan outlines the specific steps that need to be taken to achieve the defined goals. It should include timelines, responsibilities, and key performance indicators to track progress. By breaking down the growth journey into actionable steps, SMEs can ensure that they stay on track and make steady progress towards their goals.

    Leveraging Digital Marketing for Business Growth

    In the digital age, effective marketing is crucial for business growth. SMEs must leverage digital marketing strategies to reach and engage their target audience. Digital marketing encompasses a wide range of tactics, including search engine optimization (SEO), social media marketing, content marketing, email marketing, and paid advertising.
    First and foremost, SMEs should focus on optimizing their online presence for search engines. This involves conducting keyword research, optimizing website content, and building high-quality backlinks. By improving their search engine rankings, SMEs can increase their visibility and attract more organic traffic to their website.
    Social media marketing is another powerful tool for business growth. SMEs should identify the social media platforms where their target audience spends the most time and create a presence there. By consistently sharing valuable content, engaging with followers, and running targeted ad campaigns, SMEs can build brand awareness, generate leads, and drive conversions.
    Content marketing is also essential for SMEs. By creating and sharing valuable, relevant, and informative content, businesses can position themselves as thought leaders and build trust with their audience. Content marketing can take various forms, including blog articles, videos, podcasts, infographics, and ebooks. SMEs should develop a content strategy that aligns with their target audience’s interests and needs.
    Email marketing remains one of the most effective channels for customer acquisition and retention. SMEs should build an email list of subscribers who have expressed interest in their products or services. By sending personalized and targeted emails, SMEs can nurture leads, promote new offerings, and drive repeat purchases.
    Lastly, paid advertising can provide an immediate boost to business growth. SMEs can run targeted ads on search engines, social media platforms, or other relevant websites. By carefully selecting keywords, demographics, and interests, SMEs can ensure that their ads reach the right audience at the right time. Paid advertising can be a cost-effective way to drive traffic, generate leads, and increase conversions.

    Implementing Effective Sales and Marketing Strategies

    In addition to digital marketing, SMEs must implement effective sales and marketing strategies to drive business growth. These strategies should be customer-focused, data-driven, and aligned with the overall growth strategy of the business.
    One key aspect of successful sales and marketing strategies is understanding the customer journey. SMEs should map out the various touchpoints that a customer goes through when interacting with the business, from initial awareness to final purchase. By understanding these touchpoints, SMEs can identify opportunities for improvement, optimize conversion rates, and deliver exceptional customer experiences.
    Moreover, SMEs should invest in data analytics to gain insights into customer behavior and preferences. By analyzing data from various sources, such as website traffic, social media engagement, and sales transactions, SMEs, with the help of a fractional CMO, can make informed decisions and tailor their sales and marketing efforts to meet customer needs. Data analytics can also help identify trends, predict customer behavior, and identify new growth opportunities.
    Another important element of effective sales and marketing strategies is building strong relationships with customers. SMEs should prioritize customer retention and loyalty by providing excellent customer service, personalized experiences, and ongoing support. By focusing on customer satisfaction, SMEs can generate positive word-of-mouth, repeat business, and long-term customer loyalty.
    Furthermore, SMEs should consider implementing referral programs to incentivize existing customers to refer new customers. Referral programs can be a cost-effective way to acquire new customers and tap into the power of word-of-mouth marketing. By offering incentives, such as discounts, exclusive access, or rewards, SMEs can motivate their loyal customers to become brand ambassadors.

    Streamlining Operations for Improved Efficiency

    To support business growth, SMEs must streamline their operations and improve efficiency. By eliminating inefficiencies, reducing costs, and optimizing processes, SMEs can free up resources to invest in growth initiatives.
    One effective approach to streamlining operations is implementing lean methodologies. Lean principles focus on eliminating waste and maximizing value for the customer. SMEs can apply lean principles to various aspects of their operations, such as inventory management, production processes, and supply chain logistics. By identifying and eliminating non-value-added activities, SMEs can improve productivity and reduce costs.
    Moreover, SMEs should invest in technology solutions to automate manual tasks and streamline workflows. This could involve implementing enterprise resource planning (ERP) systems, customer relationship management (CRM) software, or project management tools. By leveraging technology, SMEs can improve accuracy, speed up processes, and enhance collaboration among team members.
    Additionally, SMEs should regularly assess and optimize their supply chain management. This involves evaluating suppliers, negotiating contracts, and monitoring performance. By partnering with reliable suppliers and optimizing logistics, SMEs can ensure a smooth flow of materials and reduce lead times. This, in turn, can improve customer satisfaction, minimize stockouts, and increase operational efficiency.
    Lastly, SMEs should foster a culture of continuous improvement within their organization. This involves encouraging employees to identify areas for improvement, experiment with new ideas, and learn from failures. By embracing a growth mindset and promoting a culture of innovation, SMEs can stay ahead of the competition and adapt to changing market conditions.

    Investing in Talent and Employee Development

    To fuel business growth, SMEs must invest in talent acquisition and employee development. Building a high-performing team is crucial for driving innovation, delivering exceptional customer experiences, and executing growth strategies.
    When it comes to talent acquisition, SMEs should focus on attracting top talent that aligns with the company’s values and culture. This involves clearly defining job roles and responsibilities, conducting thorough interviews, and assessing candidates based on their skills, experience, and cultural fit. SMEs should also consider offering competitive compensation packages and opportunities for career growth to attract and retain top talent.
    Once talent is onboarded, SMEs should provide ongoing training and development opportunities. This could involve organizing internal workshops, enrolling employees in external courses, or providing mentorship programs. By investing in employee development, SMEs can enhance skills, foster creativity, and promote a culture of continuous learning and improvement.
    Furthermore, SMEs should create a positive and inclusive work environment. This involves fostering a culture of open communication, collaboration, and mutual respect. SMEs should encourage employees to share their ideas, provide feedback, and contribute to decision-making processes. By fostering a supportive work environment, SMEs can boost employee morale, improve retention rates, and attract top talent.
    Lastly, SMEs should consider implementing performance management systems to track employee performance, provide feedback, and set goals. This can help align individual objectives with the overall growth strategy of the business and ensure that employees are accountable for their contributions. Performance management systems can also provide valuable insights into employee strengths, weaknesses, and training needs.

    Building Strong Customer Relationships for Sustainable Growth

    At the heart of business growth is building strong and lasting customer relationships. SMEs must prioritize customer satisfaction, engagement, and loyalty to drive sustainable growth and differentiate themselves from the competition.
    One key aspect of building strong customer relationships is delivering exceptional customer service. SMEs should strive to exceed customer expectations at every touchpoint, from pre-sales inquiries to post-purchase support. This involves providing timely responses, resolving issues promptly, and going the extra mile to delight customers. By delivering outstanding customer service, SMEs can generate positive word-of-mouth, foster customer loyalty, and attract new customers through referrals.
    Moreover, SMEs should actively engage with their customers through various channels, such as social media, email marketing, and customer feedback surveys. By listening to customer feedback, SMEs can gain valuable insights into their needs, preferences, and pain points. This feedback can then be used to improve products, services, and overall customer experiences. SMEs should also proactively seek feedback through customer satisfaction surveys, focus groups, or one-on-one interviews to ensure continuous improvement.
    Another effective strategy for building strong customer relationships is personalization. SMEs should strive to understand their customers on an individual level and tailor their offerings accordingly. This could involve segmenting customers based on demographics, purchase history, or preferences and delivering personalized recommendations, offers, or experiences. By personalizing interactions with customers, SMEs can create a sense of loyalty and make customers feel valued and appreciated.
    Furthermore, SMEs should consider implementing customer loyalty programs to reward and incentivize repeat business. Loyalty programs can take various forms, such as point-based systems, tiered memberships, or exclusive perks. By offering rewards, discounts, or exclusive access to loyal customers, SMEs can encourage repeat purchases, increase customer lifetime value, and foster long-term loyalty.
    As SMEs navigate the dynamic business landscape of 2024, mastering the art of business growth is essential for success. By understanding the current business landscape, identifying growth opportunities, and developing a comprehensive growth strategy, SMEs can position themselves for success. Leveraging digital marketing, implementing effective sales and marketing strategies, streamlining operations, investing in talent and employee development, and building strong customer relationships are all key elements in the journey towards business growth.

  • Where has your target market gone? How SMEs can roll with the changes to develop a business growth strategy with impact

    Where has your target market gone? How SMEs can roll with the changes to develop a business growth strategy with impact

    For businesses looking to scale successfully, a growth strategy detailing how to overcome current and future challenges is essential.

    What might have worked well in the past has now been complicated by a rapid change in the way that we consume content, who we trust and how we live our lives. As the business landscape moves on in 2024, companies need to keep up with the industry and the latest tactics to see themselves grow.

    What does a growth strategy look like?

    Under the current business climate, a growth strategy for every stage of your business is more important than ever. Your growth strategy is a decision on where you plan to focus your business efforts to bring in greater profit in 2024. That could be:
    ·       More customers – expanding your target market;
    ·       Sales – selling more product/services to your existing customer base;
    ·       Improving products or processes;
    ·       Putting up your prices for existing products;
    ·       Improving your revenue or profit margin – supplying the same products or service at lower costs to you.
    A well-constructed growth strategy will usually include a combination of the above and can help your business expand sustainably or overcome the financial impact of a changed business landscape. Aspects could include market expansion, developing services and new technology innovations.

    Where is my target market engaging?

    We’re not in Kansas anymore, Toto. The business development landscape has changed rapidly in the past couple of years. The pandemic sped up the trend to work from home some or all of the time, which also impacted how customers interact with businesses. Home delivery and online marketing has replaced many physical interactions with customers.
    The pandemic also contributed to the change in the sources of information that people trust. The number of people that previously had a high level of trust in broadcast and print media has plummeted with just 37% of people trusting the media now. More trust is placed in social media platforms – with many businesses now having a TikTok presence – and podcasts. Trade and business press have also turned to online-only delivery.

    How to create impact with your growth strategy

    PR is one of the fastest ways to drive business growth and increase market penetration. A good PR agency will have strategies to get to hard-to-reach audiences through non-traditional routes such as working with influencers and vloggers, creating video content to gain traction on social media sites, or securing your company CEO a guest speaker slot on a trending podcast.
    It’s vital to develop a process to align your PR strategy with your growth strategy. For example, if you’re trying to bring in more customers from new demographics, your PR campaigns should focus on building your credibility in the places these demographics hang out – whether that’s on the business pages of the FT or with the influencers on YouTube Shorts. By adapting content and processes to work across a number of channels, PR can ensure your messaging remains clear and measure whether you’re hitting your development goals.

    Employees are your best brand ambassadors

    Your most important audience is not your customer base, but your employees. Keeping them upskilled and motivated means you have a crowd of brand ambassadors promoting your company whenever they leave the premises. It’s all part of building a positive employer brand.
    Company costs to develop employees, such as increasing their knowledge of new technology, can be a sound financial investment for the future. Whether staff feel valued can determine the success or failure of your company.

    If you do one thing this year

    If your business isn’t trying out how AI and business function automation can make you more efficient, you’re already behind the curve. We’ve had well over a year to get to grips with large language models (LLMs) and systems such as ChatGPT and, when used well, applications for businesses are varied. As well as content creation, AI can be used by companies for working out how marketing and PR campaigns will be received by your target audience. It can also point out questions people will ask about new products or services, manage diaries of your sales people, assist with visualisation and analysis of sales data, conduct business impact analysis of PR campaigns, and automate certain customer interactions.
    AI can’t replace the humans in your business, but it can save them time, freeing them up to do more strategic tasks and focus on growth. However, it’s a mistake to think your employees will get the most out of AI resources without any training in how to structure an AI prompt or how to tweak results to get from 80% success to 100%. Investing now in upskilling colleagues to use AI systems to reduce resource requirements and manipulate data can contribute to business growth.

    Do more of what works

    Setting clear objectives and an actionable plan means you can measure the impact of your growth strategy: have you increased market share or penetrated a new market, added a business function or begun production of a new product line or service?
    To maintain a rapid growth stage, it’s vital to carry out a business impact analysis of your growth strategy regularly to continually improve your critical business processes to adapt to each disruptive event (general election, anyone?) and industry pressure that occurs in 2024.

  • Startup founders are busy, but they still need to prioritise privacy

    Startup founders are busy, but they still need to prioritise privacy

    Privacy is a human right. With all the reasons startups fail, ensure privacy isn’t one of them.

    Nigel Jones, ex-Google lawyer and now co-founder of the Privacy Compliance Hub, says the early days of founding a growing startup are the perfect time to get your ducks in a row when it comes to privacy compliance
    It’s easy to get caught up in the fast-paced world of building a startup. Most entrepreneurs start with the spark of an idea, or a problem they think they can solve. They hire engineers to build a product. They start attracting customers and/or clients and make plans for future growth, investment and features on the product roadmap. And they begin to collect data. But it’s rare that they’ve stopped for a second to think about privacy.

    That’s a problem. Because privacy really matters.

    And it’s down to businesses of all sizes and from all sectors to protect this fundamental human right.
    Making a public commitment to privacy is good for business too. A whopping 92% of the British public say they feel uncomfortable about the number of businesses that collect data about them, and 41% say they’ll never return to a business after a breach. Investors are interested as to whether companies are complying with privacy laws, and place emphasis on this factor when doing due diligence. Falling foul of the UK General Data Protection Regulation (GDPR) can, after all, cause significant reputational damage and come with heavy penalties. The Information Commissioner’s Office (ICO) has the power to fine a company up to 4% of its worldwide turnover, or £17.5m (whichever is higher), for breaches of the UK GDPR. It has also recently gone public with its intention to name and shame companies moving forward.

    With that in mind, here’s how startup leaders can prioritise privacy from day one.

    Focus on your people

    It’s easier to build an effective privacy culture when you’re overseeing a team of 50 rather than 500. And with 88% of data breaches down to human error, it makes sense to centre your privacy programme on the people within your organisation. Make sure there’s a comprehensive training strategy in place, with frequent refresher sessions. That’s particularly important with the shift to hybrid working, as phishing attacks are increasing in frequency and complexity. Once your team is big enough, appoint privacy champions in every department to keep compliance on the agenda. When employees understand privacy, they care about it and are willing to play their part in protecting it every day.

    Consider your processes

    The influx of Big Data has opened up endless opportunities for innovation in the startup world. But it does become problematic when it comes to privacy, not least because many businesses quickly become overrun by information. Start with an audit of what personal data the business collects, how it’s processed, where it is kept (and for how long), and what happens to it when it’s no longer needed. This exercise will help you streamline workflows to ensure that data is being processed in accordance with the law at every stage. You’ll also have the information you need to be transparent with customers about the data you’re collecting and why – a key requirement of the UK GDPR.

    Be careful about sharing data externally

    It’s a fact of modern day business that organisations increasingly share data with each other. But the UK GDPR requires you to only share personal information with companies that take privacy as seriously as you do. If one of your partners has a sloppy approach to compliance, which leads to a data breach that affects your customers, you risk a hefty fine and reputational damage. Ask the question whether it’s necessary for personal information to be shared externally at all. If it is, make sure your team is doing the necessary due diligence and that there’s an appropriate agreement in place before you start sharing data with another organisation. The buck always stops with you, even if a breach is solely down to your partner’s actions.

    Get the executive team on board

    Too often, privacy is seen as the responsibility of an IT or legal lead and not something that involves the entire organisation. Employees are more likely to follow your lead if you make it clear that this is something you and the rest of the leadership team cares about. Give privacy a seat at the top table by adding it to the agenda of board meetings, and appoint a key person to take ownership of driving progress forward. Someone needs to be able to look ahead and ask, what are the implications of what we’re building – in the short, medium and long term? It’s always better to build well in the first instance, rather than try to mend the dam after it’s sprung a leak. In fact, it’s a legal requirement under the UK GDPR.

    Commit to developing a culture of continuous privacy compliance in the long term

    Privacy isn’t a tick-box exercise that’s over before it’s begun. It’s an ongoing effort that will become part of your startup’s culture. Getting privacy right in the early days means customer data will be kept safe and treated with the respect it deserves as the business grows and adapts. That boosts innovation – when employees know exactly what they can and can’t do with data, they feel empowered to act. It builds your reputation as an ethical company, among customers and your future talent pool. And it puts you in the best place to expand into new markets or services, and scale faster than your competitors.
    Keen to make sure you’re compliant? Take your free 10-minute GDPR health check here.

  • Start-up advice: Accounting and taxes – you don't need to be a maestro

    Start-up advice: Accounting and taxes – you don't need to be a maestro

    The number has grown sharply in the past five years – since the onset of the recession – as more people, either having lost their jobs or facing that prospect, took the decision to go it alone.

    However, while setting up a business is exciting, as you are in charge of your own destiny and can potentially earn a lot more, you will rarely be successful without the basics in place.

    And the most basic part of any business is the financials. Unless a company’s numbers are managed correctly, and carefully, it will generally not succeed.

    Now you don’t need to be a maestro of accounts to run a small business successfully, but a basic understanding of the principles of bookkeeping and finance will go a long way.

    Bookkeeping

    Good bookkeeping is the bread and butter of any business. There are various ways of tackling this — from manual records to snazzy accounting software based online. Creating, issuing and chasing invoices, recording expenses and monitoring outgoings, and paying employees (if applicable), is integral to most businesses. If you haven’t got the time to do it all yourself, find someone or use a service that can.

    Annual Accounts

    This is a formal record of your business’s financial performance over the year, including sales, costs and amounts owed, and is laid out in a prescribed format. When they are due depends on whether you operate as a sole trader or limited company. In either case, you can choose when your accounting year ends, but since taxable income for sole traders is calculated on an April to April basis and accounts need to be sent to HMRC for this period, it often makes sense for sole traders (and partnerships) to have an accounting year that runs from 1 April to 31 March. The accounts will need to be completed before the following 31st January, so they can be used when completing your self-assessment tax return which is due on this date.

    Corporation Tax

    Paid by all UK limited companies, CT is currently charged at 20% on any profit generated within the year, for profits up to £300k (and slightly higher for companies with profits above this). A corporation tax return must be completed, with tax due for payment to HMRC within nine months of the accounting period.

    Self-assessment income tax

    This is the form that must be filed to calculate your personal income tax on all of your income for the year 6 April to 5 April. It must be completed and filed, and any tax paid, no later than the 31 January following the previous 5 April tax-year.

    Income tax rates

    Everyone receives a tax-free personal allowance on which no tax is payable – currently £9,440 (until April 2014). Roughly the next £32,000 of ‘basic rate’ income above the personal allowance is taxed at 20%. Income above this is falls into the ‘higher rate’ band and is currently taxed at 40%, and then 45% for earnings above £150,000. Those earning over £100,000 also start to lose their personal allowance.

    National Insurance is also payable on income from employment (salary and wages) at various rates and within various thresholds. Dividend income, from a limited company, is taxed at slightly different (lower) rates and also attracts no National Insurance.

    VAT

    Regardless of your business structure, if your annual turnover (sales) is £79,000 or more, you must register for VAT. If below this, registration is optional. Where registered, you will generally be required to charge your customers at the standard 20% rate VAT, i.e. add 20% to your sales invoices. You will then be able to reclaim any VAT you have paid on business-related purchases and expenses. VAT returns and payments are due on a quarterly basis.

    PAYE

    When you take out a salary, or employ staff, you will generally be required to calculate income tax and national insurance and pay it over to HMRC on their behalf. This is calculated and paid monthly and you deduct this from your employee’s gross salaries, so it is not a cost to your business.

    National Insurance is deducted at a rate of 12% for employees (although both income tax and NI only kick in once a certain earnings limit is reached). Employer’s national insurance is also charged at a rate of 13.8 per cent on the gross salary (again within certain thresholds).

    What next?

    Having read the above, you’ll probably have an instinctive feeling about whether bookkeeping and basic accounts are something you can manage yourself or if you’re better off outsourcing it to an expert.

    Whichever it is, try to make this decision as quickly as possible and then commit to it. The one thing you should avoid is spending hours trying to do it all yourself and then, having discovered you’re out of your depth, getting someone else to do it.

    When you start out in business, spending on something as unexciting as bookkeeping and accounts can feel a bit frustrating, but over time the investments will reap dividends as your company starts to grow. The real benefits are in being in good control of your business and in ensuring that you are set up in a tax-efficient way.

    John Hoskin is a director of CleverAccounts.com, an online accountancy firm that seeks to simplify the task of business accountancy. Paying a fixed monthly fee, small businesses, limited companies, sole traders, freelancers and contractors have access to accountancy, business-set up and tax planning services, simple-to-use online bookkeeping, a 24/7 view of their figures and on-going tax advice.

  • Making the most of the information you have

    Making the most of the information you have

    Part 1: Make sure you’re collecting the right stuff
    In my experience from working with hundreds of businesses, small business owners fall into two main camps regarding information and the use of it: those who don’t keep information systematically and those that do – however leave it lying fallow in a mass of spreadsheets. 
    Unless you’re one of the rarities, there’s another camp I’d like to introduce to you and persuade you to join: those who keep information systemically, analyse it, and use it to make key decisions about their business.
    The overall purpose is to ensure the fundamental elements of your business (marketing, sales, operations, finance and new product development) are working properly and to spot trends that will allow you to focus your precious efforts where they’ll have the most impact.
    Let’s start with identifying the kinds of data you need to collect. Some examples:
    • Response rates on marketing campaigns
    • Hit rates on your website
    • Customer information: products/services bought, when, and what value
    • Source of customers (referrals/campaigns/lead sources/networking etc)
    • Aged Debtors 
    • On time delivery performance
    • Customer satisfaction surveys
    None of this is revolutionary. However, the test is whether you are able to review the measures relevant to your business on a daily, weekly or monthly basis (without having to spend hours digging it out) – and make decisions about how you are running your business. 
    If you’re not able to put your hands on key metrics with ease, I’d strongly recommend you review the systems in your business that you’re using for marketing support, sales tracking, website monitoring, finances and the operational aspects of your business. 
    Spreadsheets are more than adequate to get most businesses started – however they become a problem as more people come on board and develop their own variants of the sheets. The result is either you stop collecting data as it’s too much hassle, or it goes into a hole and its full value is lost.
    Actions:
    1. Think through the most important pieces of information you need to know to establish whether the different pieces of your business are on track and what the key trends are
    2. Review how you are currently collecting this information – is it mainly manual and hard work or fully automated?
    3. How easy is it to analyse the information in a way that is useful to you to make decisions? For instance some accounting and CRM packages will collect all the data and produce standard reports – but are very inflexible when it comes to doing additional reports
    My next article will focus on simple ways to analyse your information in order to drive results for your business.
  • How to set and achieve your goals as an entrepreneur in 2021

    How to set and achieve your goals as an entrepreneur in 2021

    When you start out as a business owner, there’s no set path to follow. You need to create your own progress, and if you want that progress to be significant, you’ll need to set some goals for yourself.

    But most entrepreneurs—in fact, most people in general—struggle with setting goals and achieving them. Whether it’s related to the success of your business, your health, or your personal life, setting and achieving goals is a difficult process that leaves many people feeling discouraged and frustrated.
    Over my 40 years of coaching business owners, I’ve been able to develop my own tools and frameworks for setting goals, and I’ve seen what works and what doesn’t. I’d like to share some tips that I’ve found to be effective. These may seem simple in nature, but they’re meant to shift your thinking around goal setting and how it applies to your business and personal life. Often, a shift in mindset is all it takes to achieve goals that would otherwise seem out of reach.

    A goal is a vision

    One of the biggest mistakes business owners make when setting goals is that they focus only on the numerical component. Setting measurable goals is important, of course—it’s something I recommend all entrepreneurs do—but it’s just one component of the goal-setting process. A goal should be more than just a number.
    When I set a goal for myself, I look at it as a chance to create a bigger and better version of myself. I look at it as a vision of myself in the future, being able to operate with bigger and better capabilities. Sure, there may be a number involved to help me get there, but the goal is more than just the numerical component.
    This way of thinking makes the goal exciting. It’s no longer just a mountain of numbers to climb; it’s a new version of yourself that you can visualise. In the future, you’re going to be a new business owner operating in a new way, and the goal is just meant to get you there.
    This is perhaps my biggest goal-setting tip for entrepreneurs. While numbers are a vital component of the process, they’re not the be-all and end-all. Focus on creating a vision for yourself over the next year.
    What new capability do you want to have? This could be anything: more revenue, a new piece of knowledge, a new business opportunity … Whatever it is, visualise it and how you’ll feel when you achieve it.

    100 books in 100 quarters

    When I talk to entrepreneurs about goals, I often bring up one of the most lofty goals I’ve set for myself over the years. When I was 70 years old, I set a goal to write 100 books in 100 quarters.
    When I set this goal, I made it very public. I told my team, my clients, and everyone in my network that I was going to put out 100 books over 25 years. And within just a few weeks, I was already thinking, “What did I get myself into?”
    This goal seemed unattainable. I had no idea what I was doing or how I would manage it.
    Sound familiar? I’m sure most entrepreneurs reading this can relate to this situation and how I was feeling.
    But I took a step back and remembered my own advice. What did I really want to accomplish here? What was my vision for the future? When I broke it down, I discovered that I was really looking for two things: I wanted to present a new book to our entrepreneurs every quarter, and I never wanted to run out of new ideas or concepts for Strategic Coach.
    From there, everything started to fall into place. The easiest way to start was to take the main idea I was currently focused on for our workshops and turn that into a book with help from my team. Then, it just became a matter of coming up with one new idea each quarter and using teamwork to turn it into a book.
    For me, this new vision was exciting, simple, and attainable. Creating a new book is a daunting endeavour. But coming up with new ideas to help entrepreneurs? That’s what I do best!

    3 goal-setting tips for entrepreneurs in 2021

    I hope that example shows you that even your most lofty goals are attainable if you shift your thinking. And with that in mind, here are three simple goal-setting tips that you can implement for the year ahead.

    Start by visualising yourself at the end of 2021. What’s going to be true about you as a business owner entrepreneur at the end of this year? What will be true about your business? Your personal life?

    These questions will help you clarify what you ultimately want to achieve in 2021 and who you want to be. It all goes back to that first piece of advice—creating a vision, not a goal.

    Clarify your goals! Entrepreneurs often set goals without actually thinking through all the components. One of our most popular tools at Strategic Coach is called The Impact Filter, and it’s built to provide clarity on any number of things, including goals. Regardless of whether you use the tool or not, the idea is simple.

    For every goal, you should clarify:

    What the goal is
    Why it’s important
    What difference it’s going to make
    What the ideal outcome is
    The best and worst results
    The success criteria

    This will give you some much-needed clarity on your goals. If you’ve never taken the time to do something like this before, you’ll be amazed at how it improves your entire goal-setting process. I can’t recommend it enough.

    Instead of asking how to achieve your goals, start asking who will help you get there. Business owners often feel overwhelmed by their goals because they don’t know how they’ll achieve them. If you shift your thinking to focus on who instead of how, your capabilities become infinite and everything becomes easier.

    When I first started on my goal of writing 100 books in 100 quarters, I had no idea how I was going to get all the work done. The primary reason I’ve been able to be successful with this goal is because I focused on finding the “Whos” for my “Hows.”
    When you approach goals with this mindset, it makes them less daunting and more enjoyable. You don’t have to worry about all the things you don’t know how to do, because someone else will do them for you, freeing you up to focus exclusively on what you do best. Whether it’s a partnership, new hire, or freelancer, there is someone out there who can help you achieve your goals—and they’ll be happy to do so. You just need to find them!
    These tips are simple, but I guarantee that any entrepreneur who follows them will be able to make 2021 their best year yet.

  • Business Development, dark art to team sport

    Business Development, dark art to team sport

    In today’s competitive landscape, effective business development hinges on your entire team representing your brand with conviction and clarity.

    Simple right?
    Well… not really. The challenge is, many leaders aren’t confident business developers themselves, so empowering their teams to ‘do BD’ is often goes in the ‘too hard’ basket.
    Here’s a few quick tips for leaders to get more comfortable with business development and, in turn, create a culture of business development that empowers everyone in the business to hunt down new opportunities and bring them through the door.

    So, what is a culture of business development and how do you create one?

    I’ll let you into a little secret…it’s not a one-page cheat sheet with the core messages you want your team to parrot out to whoever will listen.
    Creating a culture of business development begins with your team possessing a deep understanding of your organisation’s identity – its vision, purpose and core values – and genuinely buying into it.
    Everyone should be clear on your long-term growth objectives and the type of clients and projects you are targeting. And everyone should be equipped with the skills to identify opportunities and convert prospects into clients – regardless of how tenuous those opportunities may appear.
    With all these components in place you have the basis for a thriving and exciting business development culture.

    The dreaded Elevator Pitch

    Even as a leader, initiating conversations aimed at generating positive outcomes can be daunting.
    How comfortable are you at succinctly introducing yourself and your business? Are you confident your team could do the same?
    If the thought of this makes you squirm, it’s time to take action!
    Opportunities to connect can arise unexpectedly – whether in a social setting or casual encounter, your ability to articulate your role and introduce your company succinctly is essential. The most coined phrase for this interaction is an elevator pitch – and no, you don’t have to be in an elevator to do it!
    So, what are the components of a good intro elevator pitch?

    Be succinct: you have 30 seconds max to give a quick overview of who you are (in a professional capacity – we’re not interested in star signs at this point!), your role, your company and the challenges you solve or value you create. Don’t get too specific at this stage, we’re looking for a brief overview, nothing more.
    Body Language Matters: Maintain open and confident body language. Make eye contact and adopt a posture that invites trust and engagement – no arms crossed!
    Authenticity is Key: Be genuine. People prefer to engage with those who come across as relatable rather than overly scripted.
    Cultivate Curiosity: Conclude your introduction with an open-ended question to encourage dialogue. Listening attentively allows you to tailor your responses effectively.
    Aim for an Outcome: Every interaction should lead to a tangible result, whether it’s exchanging contact details, scheduling a meeting, or identifying a potential project, try and come away with something useful.

    First impressions matter

    In a world where first impressions count, the art of confidently introducing yourself and engaging others in genuine dialogue is imperative.
    When you have the opportunity to initiate contact, a warm greeting can pave the way for a quicker outcome because you can tailor your intro (elevator pitch) to your audience, leading with elements about your role or organisation which are more relevant.
    A warm intro can literally be as simple as, “Hi, I’m XYZ, what’s your name?”, then be curious and ask some open questions to continue the conversation. If you’re at a networking event I can guarantee that you’re not the only person in the room feeling daunted, so be bold, break the ice and say hi, you’ve got nothing to lose and everything to gain.

    You don’t need to have all the answers

    So, you’re in full flow having a great chat with a new or existing contact and they ask you a question about something you don’t know the answer to, don’t panic!
    Don’t try and fudge the answer if you don’t know it. It’s much better to respond with something like, “I’m not 100% on that but I would love to introduce you to XYZ person in the office who could provide that insight for you”, or simply “I don’t know the answer to that off of the top of my head but I’ll find out and either drop you an email or we can meet up and I can go through it with you”. Either of these responses can still generate a positive outcome.

    Don’t let your guard down, loose lips sink ships

    You might be having a lovely chat with someone and be well on your way to generating a positive outcome but don’t get complacent. Sometimes there are confidential things you should never share outside of your organisation, so you  need to be conscious of what you’re divulging.
    For example, if you’re working on a top secret project that’s under NDA (Non-Disclosure Agreement), it is imperative that you keep that under wraps, no matter how much someone may probe you for intel or how much you’d love to share your excitement about it. One slip and you could ruin your client relationship, damage your company reputation or even face legal ramifications.
    Another example might be around some company news which hasn’t yet been announced externally, for example, promotions/expansion/lay-offs, by sharing this information in an unplanned way can be detrimental both internally and externally.
    But how do you know what you can/can’t say? Again, this is down to the leadership team to clarify. If you’re not sure, ask your boss before discussing outside of your organisation.

    Diversion tactics

    But what do you do if you’re being relentlessly quizzed by someone on something you know you can’t disclose?
    Well, there are some simple rebuffs. For example, you could simply say, “I’m not at liberty to discuss that”, or, “I’m really not sure, but I can put you in touch with XYZ leader who may be able to provide some insight on this for you” thereby passing the tricky question to your leadership team who should be well-versed in dealing with diverting away from sensitive information.
    No matter what, if you know you can’t share something, don’t share it. It is not worth yours or your company’s reputation.

    Final Thoughts

    Fundamentally, your team is already representing your business with every interaction they have with contacts and clients. Business development happens everywhere, and everyone is playing their part. As a leader, it’s your responsibility to ensure you support and guide them in this vital endeavour.
    When you create a company where purpose is clear, culture and values are lived, and your people understand their roles, you position yourself for success.
    By empowering your team with the knowledge of what they can and cannot share outside your organisation, you lay the groundwork for proactive business development.
    In this environment, every team member becomes an ambassador for your brand, driving growth and forging meaningful connections. Embrace this potential, invest in your people, and watch as they turn everyday interactions into powerful opportunities for engagement and success. The future of your business depends not just on strategies and goals, but on the collective efforts of a motivated and informed team empowered to support your organisation to thrive.

  • Seven urgent challenges for your business in 2014

    Seven urgent challenges for your business in 2014

    I’ve felt for a long time that from 2010 – 2015 is a transitional “grace period” whereby the market will let you figure out how to transform your business and your life to match these new trends. After that, I believe that a lot of people will be left behind while a small percentage of savvy entrepreneurs do extremely well. From 2015 onward, you better have your house in order as the new, enhanced, digital economy really starts to take flight.

    What that means is you have this year (2014) to really shift the way you make money and live your life. Get it right and the next 10 years will feel like you’ve got super powers, get it wrong and the next decade will feel like you’ve been robbed.

    Here’s my top 7 things to focus on for 2014:

    1. Free stuff – every business is now expected to do a lot for free. In your industry, the business with the most free stuff will scoop the market. People want free apps, free video, free PDFs, free consultations, free advice, free samples and free bonuses. The good old days of saying “I’m £150 per hour, take it or leave it” are over … They will leave it.

    2. Your business is ALSO a media business – this follows from the last point because the only way you’re going to cope with demand for free stuff is to pump out media content. You’re no longer a “widget business”, you’re also a “widget media business”. Dentists, Architects, Fitness Instructors, Management Consultants and everyone else need to master the art of constantly pumping out photos, videos, slides, podcasts, download and software.

    3. Your business is an IT business too – “We’re not very techie” is the sound businesses make before they die in 2014. Maybe YOU aren’t particularly tech savvy but someone on your team better be. You need to be fast at building web sites, collecting meaningful data, powerfully using that data and generally optimising your business online.

    You need to know what’s worth paying for, what’s worth doing in-house and what you can bolt together for free/almost free. It shocks me to discover how many entrepreneurs are completely unaware that they are still paying £2000+ for something that is now available for under £100. A step beyond that, it amazes me how many businesses have 7 staff when 5 would do if they had a simple piece of software (effectively they are paying £60,000 p.a. too much!)

    4. Your business must engage people on a mobile device – This is the year that mobile disrupts everything. The mobile is 10x more disruptive than the PC could have dreamed to be and this will effect every industry. When was the last time you had a conversation with someone and neither of you looked at your phone? 2009?Most people are Googling, updating and surfing their way through conversations constantly. This means your business must be optimised for mobile. Your new clients are going to discover you on their mobile device first. They might hear about you in a conversation and search for you that minute; what comes up in that search determines your income.

    5. Your business depends on your brand – not your businesses brand, your brand, as in you, the person reading this. Very few businesses are able to get away with being faceless entities anymore. Like it or not, you will be Googled before every big deal. If you aren’t seen to be credible, you’ll miss your big break. You will also lose out if you litter the internet with cheesie, pointless garb or you try to make yourself into an “expert” when you actually aren’t one.

    6. Time for money is over – before the industrial age, most people were paid on results. If you brought a bag of potatoes to market, you got paid for the bag of potatoes and no one cared how long it took you to grow them. “Attendance based compensation” was an industrial revolution concept designed to standardise pay for workers on a factory line. If you’re not being paid for results or products sold, you’re going to be devalued. Track what you are really worth and get paid for it.

    7. Selling information is over – selling information products is a thing of the past. People are drowning in high quality, instantly accessible information. Most people have eBooks and audio podcasts by Richard Branson that they haven’t gotten around to reading, what makes you think they want to buy your stuff for £39? I’m a huge fan of releasing books, articles, podcasts and membership programs, but forget trying to make money from them. Your money will come from implementing the ideas you’re giving away for people who don’t have the time.

    This year could be a pivotal year for you but only if you get onto the front foot. You were an early adopter on Facebook in 2007 – so what! You had a website years before your competition in 2003 – so what! You were tweeting back when Stephen Fry was the most followed celebrity – So what!
    You can’t afford to rest on your laurels this year. You have to innovate, you have to advance you have to be ready for when this whole thing really kicks off in the not too distant future.
  • Elevate Your Maternity Leave: Expert Tips for a Stress‑Free Transition

    Elevate Your Maternity Leave: Expert Tips for a Stress‑Free Transition

    Yes, Kate has finally had her Prince, and you would suspect the way the Press is carrying on that he was the only baby in the world. But, strangely enough, he isn’t.

    Maternity Leave Made Easy (With a Smile)

    Okay, let’s face it: somewhere in your office, someone’s about to welcome a new little one, or already has one of those tiny toes and endless diaper changes. That means you’re sitting on the “secret sauce” of a smooth maternity break. Here’s how to keep it buttery sweet for the whole team and keep the mom‑to‑be happy as can be.

    For the Squad: Keeping the Ship Sails Smoothly

    • Plan the Pre‑Launch Checklist. Know who’s covering what before the baby arrives.
    • Set Clear Boundaries. Even if it’s a pajama‑in‑the‑office vibe, everyone should respect each other’s downtime.
    • Keep Communication Open. A quick check‑in keeps projects humming without feeling like a relay race of confusion.
    • Celebrate the New Addition. Drop a heartfelt note or a small office cake—bonus points for “Will you move the coffee pot?” nods.
    • Provide the Right Resources. Laptops, flexible schedules, babies‑friendly office perks—happy teams, happy returns.

    For the Mom: A Gentle Guide to Your Away Time

    • Wind Down with a 30‑minute “Me Time.” Even a quick stroll helps keep that brain on autopilot.
    • Keep the Office In White‑Space. After the leave, an attentively curated welcome back is a nice overture.
    • Seek Support. Lean on family, friends, or a professional. The less paperwork, the more musings on the first soothing lullaby.
    • Keep Learning Gently. Casual refreshers to remind yourself of evolving responsibilities.
    • Lean on the Team. They’re ready to assist—share a bit and spread the love.

    Because in the end, making maternity leave smooth for both the office and mom is just another way we can all grow—both personally and professionally. Happy baby‑times and sweet returns!

    1. Timing of announcement

    There is a fine balance between when you, the business owner, want your employee to tell you so you can cover off the health and safety concerns and start planning for their absence, and when they want to tell you so they don’t feel they are treated differently as a result of being pregnant. There is still a fear of many mums-to-be that they will not get offered that great promotion or be given really lousy jobs once it becomes common news. So when is best to know? It’s normal that the news is shared after the 12 week scan when mum-to-be knows everything is ok.

    2. Celebrate the news (appropriately)

    It’s the employee’s news not yours – allow them to share it with whom they wish, while also ensuring you have covered all the legal bases you need to. Don’t rush around telling everyone – after all not everyone needs to know now do they?

    3. Maternity Risk Assessment

    There is no legal requirement to conduct a specific, separate risk assessment for a new or expectant mother. However, should you choose to do one the link below is a useful guide http://www.hse.gov.uk/mothers/index.htm As a minimum, sit down and ask the ‘mum-to-be’ about her work and what pressures or concerns she may have and see what measures you could put in place to support her.

    4. Share Maternity rules and rights early on

    There are a whole host of timelines and expectations in terms of notifications. It is important to share these as soon as possible. The key ones are:

    Antenatal care – the employee is entitled to reasonable paid time off during working hours to attend antenatal clinics or to receive antenatal care. You should use a maternity calculator that will take into account the employee’s start date, expected week of childbirth, and other relevant information to provide a clear timeline. This level of precision will help avoid any miscommunications or misunderstandings.
    When to take maternity leave – the company must be told 15 weeks before the baby is due, and the leave cannot actually start earlier than 11 weeks before the baby is due. If the employee wishes to change the date they must give 28 days’ notice.
    Rights during leave – the contract of employment continues and your employee is entitled to receive all their contractual benefits, except for salary. Any benefits in kind (such as life assurance, private medical insurance, permanent health insurance, private use of a company car or laptop and gym membership) will continue; annual leave entitlements will continue to accrue and pension contributions will continue to be made. Salary will be replaced by statutory maternity pay (SMP) if the employee is eligible to receive it.
    When to return –assume the new mum will be taking 52 weeks. If she wishes to come back before that she must give you eight weeks prior notice.
    Rights upon return – she has the right to return to the job in which she was employed before going on leave. If resuming work after AML, again she is entitled to return to the same job as before commencing leave however, if it is not reasonably practicable, you may offer her a suitable alternative, on terms and conditions that are no less favourable than had she not been absent.

    5. Lose the maternity jargon

    Expected Week of Childbirth (EWC) – this is the week in which the baby is due (as stated on form MATB1 which the GP or midwife will complete).
    Ordinary Maternity Leave (OML) – is the 26-week period of maternity leave to which all pregnant staff are entitled.
    Additional Maternity Leave (AML) – is the further 26-week period of maternity leave to which all pregnant staff are entitled, up to a 52-week period in total.
    Compulsory Maternity Leave (CML) – the two week period immediately after childbirth when an employee MUST not work for her employer.
    Statutory Maternity Pay (SMP) – payment by the employer to qualifying employees.

    6. KIT days

    No not making a kit car, but Keeping in Touch days. These are up to 10 days the new mum can use to come back into the work place to do as it says on the tin – keep in touch. She gets full pay for that day and doesn’t lose any of her maternity pay. She doesn’t have to use them, but if she wants, make sure they are useful days to both you and her.

    7. General actions

    Talk to the ‘mum-to-be’ about such things as:
    • Who would they like to deal with their mail (internal and external)? Would they like to see everything, or would they prefer to receive copies of key memos or letters?
    • Do they want to be in regular contact with work, or prefer to have a complete break?
    • To what extent would they like to be kept up-to-date with individual clients or projects with which they were involved?
    • Consider if maternity coaching is appropriate – be proactive to minimise any issues and ensure that on returning to the workplace the new mum is able to operate at their full potential quickly, rather than be reactive to problems when they arise.
    All these will make the transition smoother and help set parameters for you both to understand.

    8. And finally… if you are the ‘mum-to-be’ think about:

    Maternity Leave: Quick‑Hire Checklist

    Congratulations, you’re about to become the next big thing—no, not a future queen, but the next big story in your workplace. Switching from desk to diaper can be a smooth ride if you tackle a few simple tasks first. Here’s a breezy, no‑BS guide to keep everything ticking while you’re away.

    1. Timesheets & Expenses

    • Wrap up your hours. Submit a timesheet that covers the whole period up to and including your last working day. Think of it as your final “I worked X hours” statement.
    • Expense claims. Hang up any pending expense forms before you hit pause. That way, your accountant won’t be chasing you long after you’re gone.

    2. Keep IT in the Loop

    • If your employer handed you a laptop or a mobile phone, let IT/Telecoms know you’re going on maternity leave. They’ll lock down your device, so you won’t have to deal with laptop gremlins while juggling baby gear.

    3. Out‑of‑Office Madness

    • Swap your “in‑office” status for an out‑of‑office message in your email—because even the tech gods need a heads‑up that you’re off the grid.
    • Include the name(s) of your desk‑saviour or backup contact. That way, any disappearing emails or urgent memes know who to reach out to.

    4. Childcare: The Early‑Bird Gets the Spot

    • Don’t wait to look for a nursery or daycare. The earlier you start, the higher your chances of snagging a spot on the short list.
    • Many nurseries have long waiting lists, so start scouting anytime you can—your future self will thank you.

    5. You’re Not Alone (and Neither Will the Queen)

    Turns out, being a mother and working at the same time is more common than it sounds. If you’re nervous about juggling both, remember: you’ve got friends, a company that cares, and a lot of other moms who’ve navigated the same waters.

    Need More Guidance?

    For extra support or coaching on maternity issues, reach out at www.threedomsolutions.co.uk or follow @3domSolutions on Twitter. They’ve got your back, from planning to execution.

  • A need-to-know guide on music in the workplace

    A need-to-know guide on music in the workplace

    With stress levels rising in workplaces over the last few years, it’s no wonder that music is seen as a perfect solution to ease the tension and lift staff morale.

    Recent research by London-based performing rights societies Phonographic Performance Ltd (PPL) and the Performing Rights Society (PRS) for Music found that 62 per cent of employers positively believe they can influence the behaviour of employees through playing music, while 87 per cent of employees agree that music improves staff morale.
    But before you reach for that DAB switch or press play on your Spotify playlist, remember that when it comes to playing music in the workplace, those same licensing companies represent the artists and composers of the music so require you to pay for the privilege!
    The price tag for playing music at work can be hefty, and it’s long been a bone of contention for small business owners. Many think that by purchasing the music (including Spotify membership, Soundtrack your brand etc) they are covered. However, this may not be the case as you will also need a music licence from PPL PRS.
    Before you go ahead with a guide on getting a license, decide the form of music you want to go for and if there’s anything that can help you bring in a positive work environment, its classical music and what better way to have it running in your office on the best bookshelf speaker for classical music.

    So, if you are thinking a little bit of music is what’s needed to lighten the mood in the office here’s a brief guide to the different types of licences you may need.

    Who are PPL PRS?

    PPL PRS are a joint venture between the UK’s two music licensing societies, PRS for Music and PPL.
    Previously, businesses and organisations had to obtain separate music licences from both organisations in order to play or perform music on their premises. However, they have now come together to form PPL PRS Ltd and launch a single licence known as, TheMusicLicence.

    So, what’s the difference between PPL and PRS? Why do I need to be covered both?

    PPL PRS collect licence fees from UK businesses and organisations on behalf of their parent companies, PPL and PRS for Music.
    PPL then distributes these music licence fees for the use of recorded music on behalf of record companies and performers, while PRS for Music distributes music licence fees for the use of musical compositions and lyrics on behalf of songwriters, composers and publishers.
    If you are using music in your business, it is likely that this music will belong to both the PPL and the PRS repertoire, which is why you are required to be covered for both.

    What does TheMusicLicence cover and how much does it cost?

    TheMusicLicence covers you to legally play or perform the vast majority of commercially available music for employees or customers in your business through the radio, TV, other digital devices and live performances. This usually includes the use of ‘on hold music’.
    The cost will depend on factors such as business type, the size of the area in your business that music can be heard in and how recorded music is used. To find out more go to www.pplprs.com.

    What’s the worst that can happen if I don’t get TheMusicLicence?

    If you play music in your business or want to include it in your product, you need clearance to do so from the owners of that music. If you do not obtain clearance for your use of copyright music, you could face legal action for copyright infringement and may become liable to pay damages and costs. The rates and/or charges applicable are entirely dependent on the nature of usage of the music and type of location where it is broadcast.

    Are there alternatives to paying for TheMusicLicence?

    There is an option to buy royalty free music to use, for example, on your hold music. And there are even royalty free radio stations, but whether these are to your taste – or any cheaper than a licence for your business would be – it’s really down to personal opinion.

    And finally…

    PPL PRS work to strict codes of conduct, meaning that they shouldn’t treat businesses unfairly. Usually you should be notified of a visit from one of their agents, and the first visit will only be an introduction rather than a pressured visit.
    One particular bugbear businesses report is receiving calls from PRS for Music asking whether they play music in the workplace. If they answer ‘Yes’, they are then advised that they are liable to pay a licence fee and often this is backdated. As other members of staff may be answering the phones, you may wish to brief them not to answer any questions and to refer any such calls to yourself so you can deal with them. The Forum believes that companies should be given a choice about whether to continue playing music their workplace prior to further charges.
    Also remember that business organisations, such as the Forum are more than happy to provide further advice on this and other issues and can feedback any issues a particular company may have had with either PPL PRS. The policy team has also successfully resolved disputes businesses have had with them

  • Finding clarity in your business

    Finding clarity in your business

    Every week, when I take business clinics, eager entrepreneurs ask a wide variety of questions, such as “Should I take Investment?”, “Should I expand into the International market?”, “Should I start employing staff?”, “Do I need to invest in a CRM system?”, “should I hire a Social Media agency?”.

    The list goes on.  But if you drill down, all such questions come back down to the same fundamental question.  Where do you want to take your business?
    It seems the most fundamental question, that affects every decision you make as a business owner, never gets given much time and attention.
    Would you jump in your car with no road map or sat nav and hope to get somewhere vaguely that you wanted to, without having a clue about the route?  Unless you love driving (or you’re a glutton for punishment!) you’d probably want to do a bit of research on the route first.  So why don’t we do it in business?
    One of the main reasons is because business owners don’t want to dream big enough due to limiting beliefs or imposter syndrome. Others think “let’s just see where it goes”, or entrepreneurs think putting a plan together is too much work, especially if it involves lots of numbers and spreadsheets. So a plan never gets created.

    But here’s the problem.

    Frustrations start to occur because you then see other entrepreneurs on social media looking to be far more successful than you.  How did that happen?  How did they get there, whilst you’ve been working your butt off, focusing 7 days a week?

    What did they do differently?

    Chances are, they had a plan!  Nothing super detailed necessarily, but they had a clear vision of where they want to take their company or career and the steps they then need to take to get them there.
    Many of the most successful entrepreneurs will suggest to “Begin with the end in mind”.  I.e. in x amount of time what will be the end goal of the business.  Will you want to sell for retirement, or will you want to build quickly and sell to a bigger organisation, so you can start on the next venture, or do you plan to just run the business as a lifestyle business?
    The main thing here is to be really honest with yourself about what you *actually want*. If the idea of a multinational,billion pound empire appeals to you, but you also like to spend your weekends in the pub with your mates, and travel is not really your thing, would you actually take that opportunity if it came knocking at your door? Or would you prefer a work life balance where you run a smaller empire with less pressure and less travel?  It also means being really honest about your personality and capabilities, and what you enjoy.  This is so much more important than comparing yourself to others on social media and wrongly believing that everyone around you is making a huge success of their career, whilst you appear to be stuck or drifting.
    If you don’t know where to start in gaining clarity, then a great starting point is not to focus solely on financial goals, but focus on the *experiences* you would like to have during your lifetime.  If travel is really important to you and financial independence, then a business focussing on an international nomad lifestyle would be a great move.  A business drifting to taking on premises and more and more staff may not be so conducive if nomadic travel is the experience you want to have.  If you want to experience your children growing up and being “present” then a business or career that can accommodate that would allow you to fulfil your dreams.  And that’s ok!  So many entrepreneurs I speak to actually give a visible sigh of relief when we talk through the fact that it is your life journey and no-one else’s, so if you want to have just a lifestyle business that affords the experiences you want to have, the only person stopping you is you.  But if you want a billion pound empire, that’s ok too, so long as you’re doing it for you and not because your mum / dad / partner / hairdressers wife’s second cousin think that’s what you *should* do.
    Once you have real clarity on where you want to take your business, the rest slots into place.  On any decision, you simply ask “does what I am suggesting, or thinking about fit in with the overall vision I have?”  You can then also focus on the skills you need / want to develop, in order to achieve the experiences, you are now focussing on.
    I have a vision board in my office, which consists of a collage of pictures that all represent the experiences I want to have.  Friends and family are important to me, so any business decisions I make, I keep them in mind. I also want a house abroad, somewhere hot!  That is also kept in mind when making business decisions, as is running operations as ethically as possible.  Yes, I would like my empire to grow significantly, and I have a 3 year forecast.  But it is all within the constraints of staying ethical and true to myself, my friends and family – and of course that villa in 30 degrees!

  • Unleashing the Motivated Brain

    Unleashing the Motivated Brain

    What Keeps the Work Engine Running?

    We all know that feeling when you’re on a roll—ideas flow, the clock seems to slip, and you just get it done. That “on fire” vibe is your brain’s dopamine doing its thing, easing stress and pumping up your pleasure and perseverance. It’s a powerful little chemical that can tilt your vibes, thoughts, and even your memory.

    It All Starts With You

    At the heart of motivation lies self‑confidence. Think about why you landed that role: your employer saw the spark in you. That belief should ignite your drive. Do you doubt your own skills? That kind of low self‑esteem can sap your energy and make you think you’re doomed to flop, even before you start.

    Employers, You’ve Got the Power Too

    While we’re tuned to ourselves, bosses can’t ignore their own influence. If coworkers feel valued, like they’re key players, motivation skyrockets. Money matters, but it’s the genuine “thanks” and praise that stick around longer. Show them you notice their hard work, and you’ll keep the fire alive.

    What Kills an Elated Team

    Motivation can wane for several reasons: a sluggish vibe, tedious routines, or a company that treats staff like background noise. Excessively high expectations, scarce resources, and heated disputes all contribute to a lack of drive. The result? A mix of low output, stress, and even mood dips. Peppering that with a lack of dopamine, stress hormones like cortisol take over, driving a damaging cycle.

    Clear Career Goals Are Essential

    When the future feels fuzzy, it’s hard to stay fired up. Figure out what thrills you and how you want to grow. Talk to teammates and leaders about your concerns. Sharing your plans helps smooth conflicts and keeps each person in the shimmering drive. Those who “coast” stay out of the spotlight—opting for a ‘can‑do’ mindset instead fires the whole squad.

    Top Tips to Keep Your Team Buzzing

    1. Chat It Out – Dive into your crew’s motivations and career hopes. Build a roadmap that speaks to those dreams.
    2. Shake Things Up – Repetitive tasks can kill morale. Turn dull duties into fun challenges, mix fresh team combos and roles.
    3. Celebrate! – Never underestimate a word of praise for high performers. When big wins happen, reward the collective. A little joy goes a long way.
  • Discover How Maternity Coaching Can Boost Your Pregnancy Experience

    Discover How Maternity Coaching Can Boost Your Pregnancy Experience

    Why Maternity Coaching is Your Secret Weapon

    Let’s face it – raising a baby takes a toll on your boss, but it doesn’t mean you have to lose a star employee. Seriously, who’s saying “who cares if a lady goes on maternity leave?” The top‑tired tragedy is the cost of letting a top performer go: it’s like paying a 3rd‑to‑5th‑time bonus on top of her salary.

    What’s the Real Loss?

    • Recruitment costs: the usual ads, agency fees, and time hunting someone with the same skill set.
    • Training: hours you’ve poured into making her a champion.
    • Client knowledge: the trust she’s built.
    • Team morale: a ripple effect that can bruise people behind the scenes.

    So, if you’re a forward‑thinking boss, you’ll want to ask: “How do I keep our star mother working hard before, during, and after her break?” The answer: maternity coaching.

    What Is Maternity Coaching?

    Think of it like a sport’s pre‑game training, but for mums. It’s a targeted support system tackling the big life shift – you sign up before the leave, you keep calm during the removal, and you punch back into the office with full force.

    Why You’d Love It

    • Retention boost: Working mothers feel seen and valued, so they stay.
    • Ready for the return: Clear goals and a “back‑to‑business” plan reduce the shock of getting back.
    • Seamless hand‑overs: Smooth knowledge transfer – it’s not a cliff‑hanging cliff.
    • Healthy touch‑points: The right balance of stay‑in‑touch days keeps the team close without the “I’ll call you in the morning” drama.

    How It Works

    It’s almost like a love‑that‑does‑everything‑hotel. A coach helps your employee:

    1. Set & nail goals before the leave.
    2. Plan a strategic hand‑over for all projects.
    3. Keep communication semi‑open so neither side feels “ghosted.”
    4. Finalize a return‑to‑work checklist – no surprises.

    Then you’ll see performance soar, and the whole team feels cooler. That’s the magic sauce.

    The Big Picture

    Maternity coaching isn’t just about dodging a headache. It’s a statement: “We’re here for our folks, we’re flexible, and we’re invested.” That creates a positive brand voice and attracts top women who are become a huge part of the workforce.

    So, ready to keep your team intact and thriving? Give maternity coaching a try. And if you want a deeper dive, just drop us a line at www.threedomsolutions.co.uk or ping us on twitter @3domSolutions for the low‑down.

  • Jaguar Land Rover Warns of Legal Action Over National Rail’s Use of Rover and Ranger Ticket Names

    Jaguar Land Rover Warns of Legal Action Over National Rail’s Use of Rover and Ranger Ticket Names

    Jaguar Land Rover (JLR) has threatened legal action against National Rail in a dispute over its use of the terms “rover” and “ranger” for rail tickets, claiming they infringe on its Range Rover trademark.

    Jaguar Land Rover Walks Away from “Ranger” & “Rover” on National Rail

    When J&L were notified that the train‑ticket names Ranger and Rover were wearing their trademark on rail sites, the company decided it was time to put the brakes on the sponsorship. A stop‑and‑go notice was sent to the Rail Delivery Group (RDG), the brain behind the National Rail website.

    What the RDG Called Their Middle‑Finger

    • RDG told operators to ditch any mention of the word “ranger” or “rover” from their pages.
    • At the same time, the group gave a green light to keep selling “ranger tickets” and “rover tickets” – just give them a new tag line.
    • J&L confirmed it would chill on any legal action against retailers who switch gears.

    Rover – A Classic, Not a New Toy

    The original “Rover” ticket? It predates the SUV that lives in every car showroom by more than ten years. Back in the 1950s, British Rail launched the All-Line Rail Rover, a week‑long pass for second‑class passengers that cost only £15 (about £304 today). Fast forward to now – the price for a similar eight‑day pass tops out at £650.

    Chronology Tidbit
    • First “Rover” pass: 1950s
    • First Range Rover SUV: 1970

    RDG Says It’s All Savvy, Not Snubbed

    One RDG spokesperson told us, “We’re confident our practices have always followed intellectual property rules. After learning about J&L’s trademark concerns, we worked with them to tweak how we refer to our Ranger and Rover tickets – a minor change, no big deal.”

    J&L’s Day‑to‑Day Circus

    A few other things are shaking things up for the motor giant: Trump was fired up earlier this month, slamming J&L’s recent ad and calling it a “woke disaster.” Meanwhile, CEO Adrian Mardell announced he will step down later this year after an impressive 30‑year tenure. On top of that, the UK arm is trimming 500 management roles through a voluntary redundancy scheme.

    Forward March

    Looking ahead, J&L is planning to turn Jaguar into an electric‑only luxury brand by 2026 – a pivot that could be the biggest game‑changer in the company’s history.

  • How to Stop Firefighting – Preventing the Fires in 5 minutes

    How to Stop Firefighting – Preventing the Fires in 5 minutes

    If your business life seems to be a constant round of fire-fighting, getting calm, fire-fighting, getting calm… and round and round you go (perhaps you don’t even have the calm moments!) then there are a couple of things you need to do to get you off that merry-go-round.

    You just need five minutes a day.

    Back in my production superintendent role, I would tell myself “five minutes a day doing something to make tomorrow better”. Some days I’d manage more and sometimes none. However the forward momentum built and that fed a positive feeling with its own reinforcement.
    If you want to stop getting caught in the fire, decide what calm looks like and what you want it to look like and then build a detailed plan to get there. Identify specific actions, and break them down into small pieces.
    Five minute pieces are all that’s needed to get you started.

    The key is to take actions to prevent the fires happening in the first place.

    And this can be achieved using just the 5 minutes each day – at least to begin with. What I saw with Honda was an objective review of plans after every project to refine timelines and other variables. In this way the plans became more and more accurate; for example, actions on a new product introduction plan kept on schedule, to the day, over a two year period!
    Make sure you engage all the relevant people involved in the activity to get their ideas on how to improve it.
    When things are planned in a realistic way, there’s more time to look at how to do them even better, and the continuous improvement loop is established.
    Monitor your progress and benchmark it.
    A common challenge, especially with younger businesses, is that there may not be benchmarks available. It’s crucial, in these early stages and when fighting fires, to be monitoring all aspects of the business to ensure the model is updated and scalability aspects are checked.
    Use whatever business networks you have to compare data. It’s better to have a range of potential values to start with and then check the actual against these rather than operating in complete darkness.

    Also look for signs of trouble.

    For example, if a customer or supplier becomes difficult to contact or doesn’t return your calls – it’s a sure sign that there’s a problem, so get on top of it now before it gets worse.

    All of these actions can give you a significant shift away from fire fighting and towards calm.

    However, there will be barriers that impede your progress – and I will take a look at those next week.

  • What employers need to know when it comes to employee work-life balance

    What employers need to know when it comes to employee work-life balance

    Countless surveys highlight the need to achieve a healthier work-life balance and in addition we have seen a raft of changes to employment legislation to help in achieving this.

    However the challenges facing many employees managing their home and work commitments is not simply a challenge for the individual but also for the employer, and it is important for small business owners to remember that there are several key pieces of legislation to consider:

    1. Maternity leave

    A pregnant employee is entitled to paid time off to attend antenatal appointments and 52 weeks’ maternity leave, which can begin any time from 11 weeks before the expected week of confinement (EWC). This is made up of 26 weeks’ ordinary maternity leave and 26 weeks’ additional maternity leave.

    The minimum amount of leave a new mother must take after the birth of a baby is two weeks (four weeks for factory workers).

    She must notify you of her pregnancy in or before the 15th week before the EWC, or, if that is not reasonably practicable, as soon as possible.

    If she intends to return to work before the end of the 52-week maternity leave period, or change her previously-notified return date, she should give at least eight weeks’ notice.

    You must confirm the end date of the maternity leave to the employee within 28 days of receipt of her notification.

    An employee returning after maternity leave is entitled to return to the same job on the same terms and conditions, or she must be given another job of similar worth on the same terms and conditions.

    Women can return to work on a limited basis during maternity leave without causing the maternity leave to end. Up to a maximum of 10 working days (generally referred to as ‘keeping-in-touch (KIT) days’) are allowed.

    You’re allowed to make ‘reasonable contact’ with your employee during maternity leave and you should maintain some level of contact so that the employee can be kept informed, but you cannot pressure them to take less than their full leave entitlement.

    Employees on maternity leave will continue to accrue both statutory and any contractual entitlement during maternity leave. It is not possible for an employee to take annual leave at the same time as maternity leave. Please contact the Forum of Private Business for further details of this.

    2. Paternity leave

    To qualify for paternity leave, an employee must be the father of a child or be married to, or the partner of, the child’s mother, including same-sex partners.

    Employees are currently entitled to take two weeks’ paternity leave. These weeks must be taken either as one week’s leave or two consecutive weeks’ leave – not two separate weeks or individual days. The leave must be taken within 56 days of the child’s birth, or, if the child is born prematurely, of the EWC.

    Additional paternity leave (APL)

    Additional paternity leave came into force in 2011, allowing mothers to choose between taking full maternity leave or returning to work early and allowing their partner to take the remainder of the leave instead.

    It is also worth noting that under a new system of flexible parental leave, parents will be able to choose how they share the care of their child in the first year after birth. Employed mothers will still be entitled to 52 weeks of maternity leave; however, working parents will be able to opt to share the leave.

    Mothers will have to take at least the initial two weeks of leave following the birth as a recovery period. Following that they can choose to end the maternity leave and the parents can opt to share the remaining leave as flexible parental leave.

    The government will legislate on this year and plan to introduce the changes to flexible parental leave in 2015.

    3. Adoption and parental leave

    In terms of adoption leave, the statutory rights that apply to employees (male or female) who adopt closely mirror the provision for maternity rights.

    Parental leave applies to parents with at least one year’s continuous employment with you have the right to take up to 18 weeks’ unpaid time off to look after a child under five or under 18 and receiving disability allowance. Employees can take a maximum of four weeks’ leave per child in any year.

    4. Time off for dependants

    In addition to childcare-related leave entitlements, employees are entitled to a reasonable amount of unpaid time off to deal with emergencies involving a dependant. All employees qualify for time off for dependants from day one of employment.

    5. Flexible working

    In addition to leave entitlements, employees with children under 17 years old or who are carers, and have worked for you for at least 26 weeks, have the right to make a request to adopt flexible working arrangements to care for an adult or child.

    While as an employer you do not have to agree, you do have a legal obligation to consider any flexible working request.

    What’s more, from 30th June 2014 the flexible working regulations will be amended. This will mean that the right to request flexible working will be extended to cover all employees after 26 weeks’ service, rather than only those with children under the age of 17 (or 18 if the child is disabled) and certain carers.

  • Startup advice for 2017

    Startup advice for 2017

    Sarah Loates, who founded her own highly successful Loates Business Solutions after two decades climbing the corporate ladder, gives her advice to businesses just starting out.
    Whatever the reason behind deciding to start up a company, there are some things that are always going to be important. Going it alone does feel like a huge, brave leap in the dark; after all, for many of us, you’re turning your back on the safety of an existing business and believing in your own instincts to make it out there. But with the right attitude, plenty of drive and planning, the huge feeling of satisfaction in making a success of your own business idea is a true reward in itself. There will be plenty of pitfalls along the way, but here is how to avoid some of them.

    Believe in yourself

    It is very, very hard to be successful in business without a large degree of honesty. Before you start, it is vital to have a good look at yourself, your ideas and your strengths, and work out what it is that you personally are best at doing. Examine your offering from every angle and make sure you’re happy with your business plan, because when you start, you will need enormous amounts of self-belief to convince others that your fledgling company is worth buying into and from. To that end, price your services fairly – don’t think that massively underselling yourself will help you get off the ground; it will simply make it much harder to put your prices up to a reasonable level when you need to.
    When it comes to your involvement in your own business, work out where you add most value and try to spend as much time as possible doing that. Understand you can’t do everything your business needs, and delegate everything else.
    When planning your business at the outset, be clear on your vision and your USP. In our case at Loates, we’re all about long-term relationships and personal service. Whatever it is you want to do differently from other companies in your field, don’t lose sight of it. As your business progresses, always know where you’re going. You will find this really helps make decisions, as you will be able to consider whether they move you towards or away from your planned objective.

    Get your tech right

    Efficiency is vital in a start-up. Everything takes so much longer at first that you don’t want to be wasting time on things that could be done quickly. Look around carefully for the best, time-saving IT systems for you, plus reliable support for those services. Also invest time in making sure you have effective financial processes in place. These are areas where you really don’t want to mess up.

    Don’t burn out

    A lot of people who set up their own business exhaust themselves by trying to do everything and burning the candle at both ends. It may be tempting in the short-term to think that working flat-out is the way to succeed, but you must remember that you are in business for the long-term. Pace yourself. Don’t be afraid to take holidays when you need them. Manage your energy on the right things and try to work on a ratio of finding 80 per cent benefit from 20 per cent effort.
    When it comes to your energy levels, you will find that recruiting the right team is absolutely key. You have a business plan so communicate it clearly to whoever you are interviewing for any job. If they buy into it, they will work much better for you than just doing as you say without any conviction.

    Think ahead

    The demands of the day-to-day will always be pressing. But you ignore the future at your peril. As the business unfolds you will see what your long-term problems may be so try to think of contingency plans in case these materialise. Hope for the best; plan for the worst.
    Following on from that, it is very important to allow some time for strategic thinking. Take some time out from the everyday for your long-term “eating an elephant” tasks. You will know the ones. The big things that you mean to get on top of, but somehow life gets in the way. Don’t let it. It’s your business, after all.

    Treat people well

    The image of the nasty business leader stepping on people on their way to the top is truly a thing of the past. Make good use of all your network of contacts and build relationships. Treat people well, play the long game and sales will follow. At Loates, the majority of new business is from personal recommendations and the majority of our clients are long-standing ones who repeatedly use our services. Go to networking events but treat them as building relationships, rather than making sales. People these days are generally wise to the “hard sell” and don’t go for it, and if you go down this route you may just come across as desperate.

    Develop critical listening skills

    It is vital to listen carefully to clients when they tell you what they want. But when listening, also ask questions so you can try to understand what their business objective is, rather than simply rushing to implement the solution that they’re asking you for. You know the marketplace, and there may be a better way to achieve the thing that they need, and you will impress by making different suggestions that show you really know what you’re talking about. One of my first questions to any client is always: “What are you actually trying to achieve?”

    Be decisive

    There is no room for dithering in business. You must be decisive. My rule of thumb is that a timely decision is better than a “perfect” one. That doesn’t mean that you must rush into things. A decision not to act is still a decision.

    Think creatively

    Don’t be afraid to try new ideas, but measure their effectiveness so that you know when they’re not working. Remember the vision of your company and test any new ideas to check they comply with your main plan. Being creative doesn’t mean being wacky for the sake of it. If your new idea isn’t working, take corrective action sooner rather than later. You should never be too proud to admit when your idea – which might have looked great on paper – simply didn’t work.
    In summary, be passionate, work hard, take time off, and find satisfaction in what you do. Running your own business is a great thing. I haven’t looked back since I set up mine.

  • Rogue employees and personal data breaches – when are employers liable?

    Rogue employees and personal data breaches – when are employers liable?

    It’s every employer’s nightmare.  An employee with a grudge misuses personal data relating to their employer – telling the world about staff salaries by publishing the data on the web, for example.

    Maybe they’ve told the Press too.  ICO investigate.  Staff also find out and sue their employer for damages in the hundreds of thousands if not millions of pounds in a “class action” lawsuit.
    Far fetched? Certainly not – as supermarket chain Morrisons found out recently in a court case that unusually went all the way to the UK Supreme Court.  The Supreme Court ruled in Morrisons’ favour on 1 April but the case has been passing through the courts for several years costing Morrisons one assumes millions in legal fees not to mention management time and disruption.
    In this case Morrisons had deep enough pockets to take the case all the way on appeal and won.  By doing so employers have been given a favour.  The Supreme Court judgement will be closely scrutinised by lawyers defending other businesses who have suffered data breaches due to rogue staff.  But it’s not a get out of jail free card either.
    The background is that in 2014 an employee of Morrisons, Andrew Skelton, intentionally leaked the personal data of thousands of his colleagues.  The data disclosed included employees’ names, addresses, telephone numbers and bank details.    Subsequently he sent the same information to three newspapers.
    One newspaper contacted Morrisons and it took immediate action to remove the online data and to inform the police.  Skelton was imprisoned for 8 years and Morrisons spent over £2.26m dealing with the aftermath of the breach.
    A number of employees brought a claim under the Data Protection Act 1998 (“DPA”) against Morrisons.  Damages were claimed in respect of alleged “distress, anxiety, upset and damage” caused by the data breaches. The High Court held that Morrisons was not primarily responsible for the breaches but they were nevertheless vicariously liable on the basis that there was a sufficient connection between Skelton’s role as an employee and his conduct.
    Vicarious liability is where an employer can be liable for the wrongdoing of its employee.  This can happen where there is a sufficiently close connection between the person’s employment and their wrongdoing.
    Morrisons appealed on two grounds:-

    That Skelton did not act in the course of his employment when he committed the data breaches so there could be no vicarious liability – he had uploaded and shared the personal data in his own time in pursuit of a personal grudge; and
    A more technical legal ground that the DPA excluded any scope for liability on an employer for wrongful processing of personal data by an employee and therefore it was implicit that there could not be any vicarious liability.

    The Court of Appeal upheld the decision of the High Court and Morrisons appealed to the Supreme Court.
    The Supreme Court unanimously held that Skelton did not act in the ordinary course of his employment and that it would be unfair and improper to hold otherwise.  The fact that his employment gave him the opportunity to commit wrongdoing was not sufficient to make Morrisons vicariously liable.  An employer would not usually be vicariously liable where the employee is pursuing a personal grudge outside their field of activities for the employer rather than pursuing their employer’s business.
    Whilst this meant Morrisons won, the Court did not conclude that the DPA itself excludes vicarious liability. This is an important caveat, because it does leave the door open for such claims to be brought in the future.
    Nevertheless the judgement does provide some comfort to employers as they are unlikely to be held vicariously liable for rogue data breaches committed by their employees in their own time for purely personal reasons with malicious intent.  However a closer connection with Skelton’s work could have led to a different result.  It all depends on the facts – here they were in Morrisons’ favour.
    To minimise the risk of data breaches and to protect their organisation, employers need to train staff on data protection and ensure awareness of the law and their staff’s responsibilities for compliance.  This is an ongoing requirement and needs regular refreshing.
    Employers also need to have clear and up-to-date internal and staff privacy policies and privacy notices that comply with the GDPR.  In addition they need to ensure personal data is secure and protected (e.g. by password protecting and encrypting files) and accessed only on a strict need to know basis with its distribution monitored where possible.
    Whilst the Morrisons case was brought under the Data Protection Act 1998 (the law applicable at the time) the increased responsibilities and sanctions on employers under the GDPR make data protection compliance even more important for employers.

  • A guide to remote working

    A guide to remote working

    In attempts to keep to the government’s advice, many companies are turning towards remote working in order to delay the spreading of COVID-19 whilst allowing employees to keep up to date with their tasks.

    How many times have you said to yourself ‘gosh, I’d love to work from home’? You fantasise about working from your bed – still in your pyjamas perhaps – and swapping your commute for a longer lie in. But is remote working all it’s cracked up to be?
    Well, it can be difficult to focus as you’re surrounded by more distractions without a manager watching your every move. Plus, many remote workers will often tell you about how much they miss the social interaction within an office environment. It can become easy to feel down and isolated when there’s no one around to socialise with.

    The pros and cons of remote working

    –        No commute. You can literally wake up and get straight to work- eliminating the amount of time you waste travelling into work and the costs associated with that.
    –        Costs. For the employer costs will be saved on renting office space, electricity, air-conditioning, heating and equipment.
    –        Flexibility. Remote working means that employees can set their own hours and breaks, whenever they need to, provided all the required work is completed. In general, staff are happier in being more able to control their work-life balance.

    Disadvantages

    –        Lack of face-to-face contact. Those who enjoy social interaction with their co-workers will lose this aspect. No coffee machine chats and interactive conversation time when walking down the corridor.
    –        Long hours. We can be contactable 24 hours per day and if we don’t have the self-discipline NOT to look at our emails every minute, then we are continually on ‘duty’. And even if you do have this discipline, it could be that your boss requires to contact you at any hour, so there can be a challenge here.
    –        Distractions. You may have to deal with friends who drop in for a chat, house repairs, children or domestic items that need to be attended to, so one has to be very disciplined.

    Now that you know the downside to working from home, let’s discuss ways that we can minimise this and guarantee the best results…

    Create a workspace

    Many people’s first thought when they start working from home is that they can get all of their work done from the comfort of their bed. I would never encourage people to work from the same place they sleep, but even working within your bedroom may be a bad idea. But if that is the only space you have, then put a screen behind you so that it encloses your office area and it also looks better if you are carrying out a virtual conference call.
    You need a dedicated space to work so that you know when you’re there, you’re there to work, and when you leave, you’re off the clock. Don’t let the places where you spend your downtime crossover with where you complete your work. Creating strict boundaries will help your brain to get into ‘work-mode’ and function more effectively.
    Make sure you can be free from distractions and that you can make yourself comfortable. Think of this as a permanent situation. Set out a proper procedure that you think you could stick to if you were to work from home long-term.

    Find someone in the same boat as you

    Although you might find yourself with extra time on hand now that you’re no longer surrounded by chatty co-workers, the psychological effects of remote working are often overlooked. Working from home for long periods of time cuts you off from social interaction which is essential for our mental health and wellbeing.
    Humans are very social creatures and it’s something we are used to including in our every day lives. For all of this to suddenly go away can force us into feelings of loneliness, anxiety and/or sadness and it is at times like these when you may like to speak to someone outside of your friends and family.
    Look to fill this social gap with a buddy / colleague who you know you can get in touch with whenever you need a chat. Or maybe you have other friends who are also working from home due to COVID-19. Hop on a video call when you fancy seeing a friendly face. Even texting can be beneficial.

    Implement structure

    You should aim to have an even more structured daily routine than when you head out to work in an office. Although many of us believe that we don’t like structure and routine, a lot of us fall apart without it. It can become difficult to get the simplest of tasks done when you think you have all the time in the world.
    And if you think about it, usually most of our day is influenced by other people. You go for lunch when you’re told to. You might go to the gym because you go with a friend. You have dinner when the rest of your family eat. Suddenly, you are the one in control of your own time, so you need to be strict and set deadlines.
    It’s important to set out the times that you will actively be working. The upside is that you can do this in the time of day you know you’re most productive so this might be early morning or maybe late in the evening. Plan your breaks in advance and plan how you will spend your break time – whether you take your dog for a walk or you read the newspaper.

    Communication is key

    It can be tempting to rely on email whilst remote working. However, relying on email alone can increase feelings of isolation and loneliness due to the lack of actual contact whether that’s seeing someone’s face or hearing a voice.
    Don’t be afraid to increase communication within your team using apps or video conferring. Screen-sharing is also effective at keeping everyone on the same page and working together. Even having a video call with a colleague whilst you eat your lunch can give you that same sense of belonging to a team and staying connected. Better communication whilst working from home helps to maintain relationships with colleagues and managers.
    During this time away from the office, you might feel the need to speak with somebody who can allow you to talk through some of the struggles you’re currently facing. It is better to do this sooner rather than later so that steps can be taken to help you overcome your challenges. I encourage my readers to get in touch with me if you would like to have  a chat or just need someone to listen to you.
    With the increase in employees needing to work from home, it is vital that communication is maintained and that managers do everything they can to help support the wellbeing of their employees and help them navigate these unchartered waters.

  • Who owns what Artificial Intelligence creates?

    Who owns what Artificial Intelligence creates?

    As Artificial Intelligence (AI) systems become more advanced, it is being used to create and invent an ever-increasing range of new things.

    In October last year, for example, AI-generated art hit the headlines when auction house Christie’s New York sold an AI-created artwork for $432,000.
    AI is also being used in music production, with a new industry being built around the use of AI in music. The musician Taryn Southern has used an artificial intelligence platform called Amper to create an entire album, called I AM AI.  The album was the first LP to be entirely composed and produced using AI.
    Then there’s AI as inventor.  A patented AI system called “DABUS”, created by Dr Stephen Thaler, can devise and develop new ideas.  This patented creativity machine is already coming up with inventions such as the “fractal container” – a food container that uses fractal designs to create pits and bulges in its sides. This design can help the containers fit more tightly, making them safer during transportation. Another benefit is that robotic arms should find it easier to pick them up and grip them.
    It’s also invented a lamp called a “neural flame, which is designed to flicker in a rhythm mimicking patterns of neural activity that accompany the formation of ideas. This design makes it difficult to ignore and so attracts enhanced attention.
    In a test case the human creator of DABUS has worked with patent attorneys to file patents for these two inventions with DABUS named as the inventor.  This is causing quite a stir in patent law circles as it’s generally been assumed only a human being can be an inventor for patent law purposes.  But as AI advances, why shouldn’t the machine be an inventor for patent law purposes?  At the very least a debate needs to be had around this question.
    Some believe AI-generated inventions shouldn’t be eligible for patent protection at all, and that at most they should get a lesser form of protection.  Others argue they should be granted patent protection.  But if they were granted patents who would be named as the inventor and “own” them?
    When it comes to copyright protected works such as art and music, many countries require a human creator.  Copyright law internationally is based on the idea of a human “author”.  If there’s no such human author, copyright protection doesn’t exist.  But some countries including the UK have worked out a way around this problem.
    In the UK a copyright work (e.g. a book, software, art or music) created by AI can be eligible for copyright protection.  This is because UK law “deems” a human author in such cases – this is the person who undertakes the arrangements necessary to create the work.  So, the person who wrote the algorithm(s) and neural networks used, set up and trained them would be the “author”.
    Clarifying who owns AI-generated works and inventions and how they are protected (through patents, copyright or some other more limited form of IP protection) will be the next big debate in global intellectual property (IP) law.
    But the wheels of global IP law move slowly and international treaties to deal with such things can take years to come to fruition.  In the meantime, we can expect individual countries to make their own laws where possible.  This will be easier for copyright than for patents.
    So it may be a while before we have clarity on how IP law protects AI-generated works.  Until then businesses using AI will need to take a number of practical and contractual steps to ensure what is generated is owned by them and protected by IP law.
    At the moment AI will often just be a tool used in the creative process. If a business doesn’t own the AI in question then care will need to be taken in agreeing to any licence terms for its use, and what they say about who owns what the tool is used to create.
    AI typically needs to be “trained” by feeding it e large amounts of data – this is how machine learning works.  Who owns this data and any terms required for its use will also need to be analysed to ensure there is no leakage of IP to others.
    Keeping algorithms confidential where possible is also prudent as is documenting who programmed and/or created the AI and any training data used.  Everyone involved in creating the IP ought to assign their rights to you as business owner and agree to respect confidentiality where relevant.

  • Unstoppable Force: The Team That Dominates

    Unstoppable Force: The Team That Dominates

    I’ve had the privilege of working with some truly great teams throughout my career.

    Why This Executive Squad Is Truly a Dream Team

    Imagine a group of leaders who don’t just talk about teamwork; they live it.
    Sure, they’re not on my public roster—what’s a little mystery for the internet, right?
    But if you’re wondering who they are, trust me, they’re the real MVPs of corporate culture.

    The “Realist‑Not‑Idealist” Manifesto

    • No half‑hearted off‑sites—they call a meeting a meeting, no matter the circumstances.
    • Every quarter, they roll up their sleeves and actually work on the team—not just a spa day at a fancy hotel.
    • COVID? Unknown! Fire, floods, or an extra week of overtime—still on the schedule.
    • They have real excuses to skip dev work? Nope.
    • They never cancel or postpone any off‑site or team‑boosting event.

    Why They’re Worth the Spotlight

    In a world full of “let’s do this once a year” committees, this squad keeps the momentum.
    They’re the kind of executives who invest time, energy, and coffee—because building a
    strong team isn’t a hobby; it’s a full‑time job.

    Bottom Line

    Want to see your own team reach the same level of brilliance?
    Take a leaf out of their playbook: schedule it, stick to it, and watch the magic happen.

    Finding the Secret Sauce


  • Turning the Tables: A Team That Turns the Tabletop

    *

    • Imagine a squad of managers who’ve done the hard part— building strong leadership skills and tight teamwork. After polishing their own chops, they’re now tackling the next level above them. Not the actual bosses, but the folks they steer.

    Taking the “Layer Above” Seriously

    Why the quirky term “layer above”? Because these leaders prefer a reverse‑engineered org chart. Instead of a top‑down pyramid, they see themselves at the foot, supporting the folks that drive the business forward. It feels almost philosophical, but it’s grounded in a simple truth: helping others succeed is the real measure of leadership.

    The Vision (and Why It’s Rock Solid)

    They want to quickly shape the future of the business and, at the same time, build that “layer above” so it can keep the day‑to‑day operations humming. Not a novel concept, but their confidence is contagious—they’re sure they can win where most lose.

    Cracking the Success Code

    We’re partnering with them to tear apart and script their leadership playbook. Unlike the usual “let’s hope it works” approach, this group is diving deep into what’s already working, refining it for ongoing triumphs.

    No Grand Revolution, just Mastering the Basics

    Nothing mystical about this list—just that they’re steering a ship that every other team might skip. It’s the relentless pursuit of excellence in the fundamentals that sets them apart.

    Bottom Line

    They’re flipping the script: high‑ups now acting like the foot of the ladder, actively nurturing those who climb it. And with a clear roadmap and a team that knows what they’re doing, they’re well on their way to making that upside‑down hierarchy a reality.

  • Communication Empathy

    Communication Empathy

    I’ve written about task and communication overload in the modern workplace many times before.

    I call it Corporate Whack-Attack. It often feels as though we’re playing the Whack-a-Mole game that you see at fair grounds and amusement parks.
    COVID-19, and the sudden shift to mass homeworking, has just created Extreme Whack-Attack.
    In the past few days, I’ve noticed people getting over-whelmed with the sheer volume of messages that are coming at us through multiple channels. You’re probably a member of more WhatsApp groups than ever before, and they’re probably busier than they were two weeks ago.
    Your inbox is probably getting busier. You’ve no doubt got more instant messages, MS Teams notifications, Trello notifications, Zoom invites etc, etc.
    It’s hard to keep up with everything, right?
    And whilst we feel like we’re drowning in this sea of communication overload, we perpetuate the problem by sending more and more messages ourselves.
    Where are you up to on X? Can I get a status update on Y? Hey, check out this funny video someone just sent me on WhatsApp…
    And then we get frustrated when people don’t respond to us as quickly as we’d like, on what’s important to us, at that moment in time.
    A friend and supplier to my business made a very generous offer to everyone in a particular WhatsApp group that I’m a member of last week. He essentially offered to help us for free, or defer payment, on anything that would help us or help us better serve our clients.
    I completely missed his message, as did everyone else in the group. I only spotted it days later, completely buried in the conversation thread; and I felt really bad. It felt like I’d just been completely ignorant and kicked sand in his face.
    What was worse, was that everyone else in the group missed the message too.
    As leaders, we need to be aware of this and take action. We need to demonstrate Communication Empathy by focusing on three key areas.

    Communicating mindfully

    Ensuring our teams feel connected whilst working remotely in these uncertain times is critically important, so yes, we do need to communicate more. (Watch my video about leading remote teams in uncertain times here.)
    It’s also important to maintain morale, have fun and occasionally share some of those amusing memes that we’re seeing. And at the same time, we must be mindful of not sending so many messages that we add to people’s stress and anxiety.

    Be patient…not demanding

    Everyone has a lot going on right now.
    Our team members may be self-isolating or shopping for friends and family who are. They may be worried about their health or that of a loved one. They may be juggling their work, their partner’s work and trying to home school their children (that’s my particular reality right now).
    All of this means that people may not respond to us as quickly as we would like them to. It also means that the emails and messages will get missed.
    Be patient. Give people time.

    Be empathetic…not angry

    If you offer to help someone and they don’t respond, it can feel like they’ve kicked sand in your face. When we’re feeling anxious and stressed ourselves the natural, instinctive response can so easily be “well screw you, that’s the last time I offer to help”.
    But that person may be just like me…and you. They may have just missed your message due to communication overwhelm. Or they may have read it, planning to respond later but got side-tracked by something else.
    In all of these circumstances, stay empathetic.
    Be understanding.
    Be a leader.

  • Mastering the Secret Sauce: Start‑up Wisdom for Corporate Giants

    Mastering the Secret Sauce: Start‑up Wisdom for Corporate Giants

    Why Start‑ups are the Recipe for Brilliance

    Picture an entrepreneur treating every breath as a chance to level up the business.
    Corporate managers often separate “life goals” from “work goals,” but these visionaries blend the two into one passionate whole. Their heads always run on startup code – watching a movie? Their subconscious is still plotting the next product. This, as I see it, is the secret sauce of start‑ups, and it’s a lesson for any big company.

    Ownership: The Game‑Changing Ingredient

    • Ownership reshapes how you see yourself, how others see you, and how you act.
    • A corporate salesman pitches, a business owner talks. The groove is different.
    • Customers flock to businesses that feel alive, full of values and bold vision – traits that owners naturally radiate.
    • Big firms that keep small‑company spirit (think Apple, Southwest) enjoy the payoff.

    Building Passion with Wages That Speak to Ownership

    Corporate dashboards box in how much you can earn, stifling motivation. Start‑ups break that rule: pay in a way that aligns with success. An owner knows their ideas move the company toward an exit that could change a life – that fires them up. That “fear factor” – the knowledge that any lack of value hurts personal income – further spurs effort.

    Imagine carving a corporate pay plan that mirrors that vibe: executives share risk, own profit and equity, and feel the thrill of the company’s growth.

    Fluid Teams vs. Rigid Ranks

    Start‑ups thrive on fluid, unstructured teams, letting ideas ripple freely. In corporations you’re locked into a grade: graduate, associate, director. The pay is set, the path is clear. An entrepreneur, however, looks at the chart differently. New hires might invest in the firm, become division MDs, or snag equity. The envelope is customizable – a time for mass‑customisation.

    Frugal Innovation: How Constraints Spark Creativity

    Without R&D budgets, start‑ups let imagination roam. The culture is trial‑and‑error, wild projects tested, great ones kept. Skype, Spotify, Halo, Wonga—all born from that freedom. Corporates, with tight KPIs, often mute these off‑the‑cuff ideas. The lesson: give teams space to experiment, and weed out bad ideas swiftly.

    Hiring the Unconventional

    Start‑ups attract other entrepreneurs, unlike the linear “MBA‑to‑senior‑manager” pipeline in large firms. They give chances to the creative rebels who corporate might label “unemployable.”

    My own journey reflects that. Five years ago, I was called “unemployable” at Oxford. Today I lead a vibrant platform of entrepreneurs, scaling fast while keeping the small‑business spirit alive. I recruit people who bring that secret sauce, offering them stakes to align their success with the company’s.

    What Big Bosses Can Learn

    • Create an owner mindset: link compensation to performance.
    • Hire entrepreneurial talent and let them lead.
    • Foster innovation through rapid experimentation.

    In essence, the secret sauce isn’t a mystery. It’s about how we set up people, align incentives, and let folks dare to innovate. The recipe’s on you – mix, taste, and serve with excitement!

    About the Author – Faisal Butt

    Faisal Butt, Co‑Founder & Manager of Hamilton Bradshaw Real Estate, is a serial entrepreneur who invests in property ventures. With accolades from Shell Livewire and the Skoll Scholarship, plus an Oxford MBA, he championed a partnership‑driven business ethos that thrives on entrepreneurial networks.

  • Conquer Workplace Stress: A Proven Blueprint for a Healthy, Productive Life

    Conquer Workplace Stress: A Proven Blueprint for a Healthy, Productive Life

    Feeling the Heat? How Stress’s Flame Can Either Empower or Burn You

    When life throws a curveball, our bodies fire up that classic fight-or-flight engine: heart skips a beat, blood pumps faster, and cortisol floods the bloodstream. Sure, the adrenaline pop‑up is like a tiny spark that pushes us to crush those tasks—just enough to keep things moving. But, if that spark keeps blazing for too long, it can scorch more than just your motivation.

    When the Heat Is Too Much to Handle

    Persistent stress cracks the immune shield, drags your energy down, and can leech away your mood. Look out for these early warning signs:

    • Weaker immune system: You’re catching colds like the season’s favourite movie.
    • Headaches: The kind that scare you into staying indoors.
    • Sleep issues: Counting sheep turns into a marathon.
    • Irritability: The universe might seem like a personal heckler.
    • Appetite changes: Food becomes either a villain or a comfort zone.
    • Moody roller coaster: One minute you’re on cloud nine, the next you’re on a gloomy slope.

    Why Workplaces Are Hotbeds of Stress (and Why That’s Bad for Everyone)

    Stress isn’t just a personal problem; it’s a financial dragon devouring UK’s economy. In 2014/15 alone, work‑related stress cost £6.5 billion in lost days—an average of 23 days lost per case.

    On average, 1,380 out of every 100,000 workers grappling with workplace stress, anxiety, or depression—particularly rampant in public service, health, and defence sectors. Key culprits:

    • Conveyor‑belt type workload: “The clock’s tick‑tick, and there’s no cushion.”
    • Mounting deadlines that feel like they’re made of glass.
    • Too much responsibility wrapped in a lack of managerial support.

    It’s not just about the days you miss. Presenteeism— the silent productivity killer—drags employees into a slump where they show up unenthusiastic and under‑armed. That wobbles the whole company’s tide.

    Crank the Cooler: 8 Easy Steps for a Stress‑Free Workplace

    Here’s how Calm People turns the heat down and builds emotional resilience, for both employers and employees alike. Simple enough to fit into your day but powerful enough to roll the wind back.

    1. Check‑in Culture: Regular honest chats. No “okay, nice” responses—just real conversation.
    2. Clear Boundaries: Work–life division; no “work feels like a hobby” forever.
    3. Realistic Goals: Set expectations that challenge but don’t shatter.
    4. Open Schedule: Give people room to breathe; no top‑down micromanagement.
    5. Supportive Tools: Provide resources—mindfulness haikus, breathing apps, or a bark‑friendly break zone.
    6. Recognition: Celebrate comebacks and small wins; nobody sleeps on their achievements.
    7. Adaptive Learning: Treat stress as feedback; tweak workflows thoughtfully.
    8. Balanced Workloads: Rotate tasks—your team, like a well‑tuned orchestra, will avoid overload hits.

    The Take‑away

    By re‑igniting resilience at home and office, companies can say “See you on the fly” to health, motivation, and productivity. Stress might give you that quick spark, but a careful, balancing approach keeps the flame safe—without burning the house down.

    Take regular breaks

    Why You Should Step Away from the Desk—Even If Your Boss Is Watching

    Ever find yourself staring at your screen like a salmon stuck in a net, thinking you’re the most focused person in the room? Turns out, that’s not the best strategy. Let’s break down why a quick break isn’t just a luxury—it’s a productivity hack with a dash of happy‑brain science.

    Our Brain Has Two Modes, Not One

    • Focused Mode: When you’re glued to the task at hand, the brain’s implants are firing like a laser. Great for crunching numbers or writing a killer report.
    • Diffuse Mode: That chill state you get when you’re daydreaming, scrolling through memes, or even rinsing dishes. The brain’s creativity engine kicks in here.

    Studies show that slipping between these two modes periodically gives your brain a much-deserved reset. It’s like swapping from high‑intensity cardio to a gentle walk—your body and mind find balance.

    The Classic “Solution in the Shower” Moment

    Have you ever wrestled with a problem only to get the breakthrough in the shower, on a road trip, or while waiting in line? That’s your brain doing the heavy lifting in “diffuse mode.” When you let your mind drift, hidden connections surface, and voilà—solution at hand.

    Take a Break, Gain Perspective

    • Step back from the problem and eyeball the big picture again.
    • Spot the details that were distracting you.
    • Realize you’re actually working toward the overall goal—no more tangled mess.

    In short: breaks help you steer clear of the rabbit hole of details and keep you on the straight path to your objectives.

    Outcome: More Productivity, Less Frustration

    When you pause, you’ll find yourself more efficient, your output sharper, and your mood—well, let’s just say it’s less “I’m stuck and terrified.” So next time you feel the tug of endless tasks, hit pause. Your brain (and your inbox) will thank you.

    Avoid information overload

    Is Your Inbox a Battlefield?

    Ever feel like you’re drowning in a sea of emails? That was us, and we’ve figured out a way to ditch the chaos.

    The Non‑Email Zone

    • No More “Just a Quick Question” – unless it truly matters.
    • Say Goodbye to “Urgent” Tags – they’re often just attention‑seeking.
    • Keep Attachments to a Minimum – pictures of your nap time? Save them for social media.

    Two‑Check Rule: Morning & Afternoon

    We’ve cut the daily email visits down to two in a table‑top game that’s all about productivity:

    • Morning: Start of the day refresher.
    • Afternoon: Close out any pending action items.

    This keeps your brain from constantly rebooting, and lets you focus on real work instead of inbox scrolls.

    Real Talk – It Works!

    Employees who follow this policy report lower stress and higher satisfaction. Plus, your inbox looks cleaner than a new studio.

    Wrap-Up

    Less spam, fewer clicks, and more time for the things that actually matter. Give it a shot – your mental health will thank you, and your inbox will finally feel like a walk in the park.

    Build supportive relationships

    Why Face‑to‑Face Still Wins the Daily Grabs

    Sure, everyone’s tempted to keep everything in an inbox—after all, a quick email is a click away. But real‑time, in‑person chat does something that a blue‑screen can’t: it builds genuine, supportive relationships that have the power to turn workplace stress into a manageable hiccup.

    Managers, Your Toolkit for Turning Work into a Fun Community

    • Schedule Casual Lunches – Pull everyone together to chew on a sandwich, chat about their weekend—no work talk required. It’s the easiest way to break the routine.
    • Plan Social Events Outside the Office – Whether it’s a movie night, a game tournament, or a potluck, these outings let people see the person behind the email address.
    • Invite Every Team Member – Make sure the plan is inclusive. A divided crew is a distracted crew. Everyone’s presence starts the conversation.
    • Consider Interests, Beliefs, and Backgrounds – Pick activities that feel welcoming for all. A coffee club might be great for one group, but maybe a karaoke night hits the sweet spot for another.

    Why It Works

    Because human interaction isn’t just a courtesy art—it’s a stress‑relief lifeline. When coworkers share laughs and stories, the work day feels less like a grind and more like a shared adventure. So, why not swap a few emails for a few face‑to‑face moments? Your team—and your boss—will thank you.

    Take a partnership approach

    Keep Stress Out of the Office Wild: Let’s Have a Chat

    Everyone’s feeling the heat of office stress lately, and that’s totally fine. The trick is to treat it as a problem we all share instead of a secret crime. Here’s how to do it without turning the topic into a whisper‑only conversation.

    Step One: Open the Conversation Vault

    • Humor up the chat: “Let’s talk about the invisible office dragon that’s been haunting us.”
    • Make it clear that asking “What’s bothering you?” is the first line of an enemy‑repelling spell.

    Step Two: Managers as Listeners, Not Fix‑Makers

    Listen, don’t prescribe. Think of yourself as a friendly bartender who takes a sip of a drink and tells you the best mixers. Instead of launching a “fix” plan, just say, “I hear you.”

    Why This Works

    When the manager hands over the microphone instead of the solution, employees feel empowered rather than overwhelmed.

    Step Three: Share the Responsibility, Not the Burden

    Managers should be the safety net that helps prevent unnecessary stress and suggests strategies. The real job of juggling the stress beast? That’s on the employees.

    “We’re here to throw you a life jacket, but you still have to float.”
    — Mysterious Super‑Async CEO

    Step Four: Check the Outside Support System

    • Ask, “Do you have a secret hideout (like family, friends, or hobbies) to decompress?”
    • If the answer is “No way, I’m stuck!” offer professional counselling as a lifeline.

    With these steps, a workplace that once dreaded stress can become a place where open dialogue keeps the pressure at bay. Let’s keep the conversation alive—because silence only lets the stress beast grow bigger.

    Develop a stress strategy

    The HR Playbook for Stress‑Free Workdays

    HR isn’t just about hiring and paperwork—it’s the guardian of your sanity at the office. Think of it as a stress superhero, swooping in to save the day.

    Why HR Stays On the Frontlines

    • Strategy Builder – Crafting a plan that keeps stress in check isn’t just a good idea; it’s essential.
    • Leadership Coach – Managers should be held accountable for spotting and dissolving tension before it turns into a full‑blown crisis.
    • Culture Curator – Everyone must know that signs of stress are not a sign of weakness but a signal that help is coming.
    • Support Advocate – We’re not just about talking— we’ve got real systems in place to help every teammate get through tough times.

    Spotting the Sneaky Stress Signals

    From that “I can’t sleep” yawning to the sudden “I’m allergic to deadlines” panic attacks, here’s what to watch out for:

    • Sudden mood swings
    • Frequent headaches or stomachaches
    • Loss of motivation (yes, even coffee‑driven people get tired)
    • Feeling stuck or overwhelmed by your workload

    <h5 What You Can Do Right Now

    1. Talk it out – Share your worries with HR or a manager; they’re there to listen.
    2. Seek resources – Utilize of‑office counseling, mindfulness apps, or the employee assistance program.
    3. Take tiny breaks – Even a quick stretch or a walk can reset your brain.
    4. Set realistic goals – Make sure deadlines are practical; TMI (too many meetings) is a no‑no.

    <h6 Remember: Your Well‑Being Matters!

    At the end of the day, a stress‑aware workplace is a happier, healthier one. HR’s mission? Make sure everyone knows the lifelines available and feels safe asking for help. So next time you feel that tension creeping up, just remember—you’re not alone, and we’ve got your back.

    Take a holistic approach

    Unwind at Work: A Little Fun for Your Mind and Body

    Ever feel like your office chair is slowly turning into a meditation cushion? Well, you’re not the only one. Creating space for relaxation can seriously dial down workplace stress—and it doesn’t have to break the bank or require a lot of time.

    Why Chill Time Matters

    • Stress drops—a quick breather can reset those frantic thoughts.
    • Employees stay more focused after they’ve had a chance to decompress.
    • Happy workers = higher productivity and fewer sick days.

    Budget‑Friendly Ideas for Your Team

    1. Paddle‑Back Gym Subscriptions

    Offer a discounted gym membership. Keep it simple: a rebate on the monthly fee or a special corporate rate. If you’ve got a nearby studio that’s already selling out, a shared discount can spark excitement and boost healthy habits.

    2. Guided Meditation Sessions

    Drop a 15‑minute guided meditation into the break room or virtual meeting slot. Even a short buzz‑ad can clear the mental clutter that’s been piling up.

    3. Lunchtime Yoga

    Bring a certified instructor for a quick, energizing session during lunch. You’ll thank us later when you see everyone stretching their way into the afternoon without the usual stiffness.

    Make It Fun, Don’t Make It Fussy

    Remember, the goal is not to turn your office into a spa, but to give employees a slice of calm. Keep the vibe light, invite participation, and watch stress levels shrink faster than your office coffee supply.

    Be a role model

    How to Keep Your Cool: The Manager’s Stress Playbook

    Why It Matters

    Managers are the linchpins of any organization. If you’re constantly running on fumes, it’s hard to lead by example, keep the team motivated, and make smart decisions. In short: your stress level can make or break the entire crew.

    The Consequences of Unchecked Stress

  • Brain Fog – That brilliant idea? Might turn into a “uh‑hh”
  • Micromanagement Mode – You’ll start spying on every spreadsheet
  • Burnout Sales – Energy drains, and so do productivity numbers
  • A Negative Culture Reset – Your vibe is infectious; a stressed manager spreads it

    • Stress‑Busting Hacks (Because You Can’t Just Keep Swearing at Your Desk)

  • Embrace the Pause

    • Take a 30‑second breath break whenever you feel pressure mounting.

  • Why it works:* It gives the brain a mini‑refuel so you can think clearly again.
  • Delegate Like a Boss

    • Pass the workload and trust your team with real decision‑making power.

  • Why it works:* It reduces your load and builds confidence in your crew.
  • Laugh It Off

    • Start meetings with a quick joke or funny anecdote.

  • Why it works:* Humor releases feel‑good hormones, turning tension into camaraderie.
  • Set Up a “Stress File”

    • Keep a brief log (one line per day) of what triggered stress.

  • Why it works:* Spotting patterns means you can tackle the root cause before it erupts again.
  • Move, Stretch, Shake Off

    • Even a five‑minute walk around the office or a quick stretch can reset your nervous system.

  • Why it works:* Physical movement channels adrenaline into something productive.
  • Reward Yourself

    • Celebrate small wins with a treat—coffee, a walk, or a ‘high‑five’ sheet.

  • Why it works:* Positive reinforcement shifts focus from stress to success.

    • Keep Being a Positive Role Model

    When you show yourself coping gracefully, the team learns the same. Stress doesn’t have to be a blind spot; it can be a few new habits that keep everyone moving forward.

  • Bottom line:* Managing your own stress isn’t just about staying sharp—you’re literally training your staff to keep the workplace healthy and happy. So roll with the punches, breathe, laugh, and keep the good vibes flowing.

    • Discover the individual causes of stress

    How Stress Plays Different Games With Us

    Ever noticed how a tiny glitch in your morning routine can feel like a tsunami for some people, while for others it’s just a breeze? That’s the wild world of stress thresholds—everyone’s got their own personal “low‑ball” line.

    Spotting the Triggers: The “Stress Detective” 101

    Why Knowing Matters

    Knowing what rattles your nerves is like having a cheat sheet for the stress game. Armed with this intel, you can:

    1. Switch the lights off before the weird Wi‑Fi drops.
    2. Gear up a “cool‑down” playlist that turns your post‑meeting vibe from “doom” to “smooth jazz.”
    3. Turn the “I gotta do this tomorrow” panicking into “Let’s slice this into day‑by‑day chores.”
    Getting Ahead of the Game

    Once you spot the stress triggers, it’s time to put on your helmet and plan a barrier. Think of it like prepping for a picnic: you’d bring sunscreen for the sun, an umbrella for the rain, and maybe a snack for the sudden hunger.

    And Remember:

    In the grand theater of life, we’re all actors with different scripts. It’s the right cue—whether it’s a coffee break or a zen‑breath—that helps you stay on stage without dropping the mic. Happy (stress‑free) acting!

  • Digital Marketing and Events

    Digital Marketing and Events

    On Thursday 19th May Climb Online hosted its first ever event, ‘Do Digital Differently’, at London’s prestigious Brand Exchange, and fortunately we were delighted to see many faces old and new as we talked about the importance of digital marketing for business growth.
    However, like every good event, the Climb Online team worked for weeks in advance calling on our expertise in digital marketing to ensure a good turnout – with the following pointers key for success:

    Social media

    Facebook advertising
    : For very little financial output, Facebook advertising provides an excellent Return on Investment (ROI), enabling you to target and reach many more potential guests than just relying on your day to day followers to spread the word.
    It is also important to note that according to statistics one tweet has a lifespan of approximately 18 minutes, which means running a low cost social media campaign will reach further and last a lot longer!
    Hashtag: Developing your own recognisable hashtag in all pre-event promotional activity will increase guest engagement prior to and during the event, whilst providing a searchable term for you to measure the event’s success through guests’ comments and feedback.

    Email Marketing

    There is a fine line between creating a successful and engaging email marketing campaign to just filling someone’s inbox with junk. Evidently they both have very different outcomes.
    Creating a strategic email marketing campaign that uses video and innovative design to really engage your guests during the build up to your event will guarantee names on the guest list, whilst providing you with a whole new list of potential customers to engage with during and afterwards.

    Content

    Remember content is still very much King, which means you need to engage with a relevant industry sector platform or blog to help you spread the word through useful and relevant content, which perhaps provides insight into what your guests could learn or gain from attending – not forgetting the use of your own company blog!

  • Understanding this could save your business from new cyber threats

    Understanding this could save your business from new cyber threats

    The Verizon Business Mobile Security Index (MSI) 2021 reveals that many businesses may have left themselves vulnerable and open to cybercriminals in the rush to ensure their workforce could operate remotely.

    Every year, the Verizon Mobile Security Index is renowned for providing unique insights into the current mobile threat landscape and what organisations are, or in many cases aren’t, doing to protect their data and key systems. In addition to analysis from Verizon’s experts, the report includes insights and real-world data from leading security and management companies Asavie, Blackberry Cylance, Check Point, IBM, Ivanti, Lookout, NetMotion, Netskope, Proofpoint, Qualcomm, Thales, VMware, and Wandera.
    This year, the Verizon Mobile Security Index 2021 findings are based on an independent survey of 856 businesses across Australia, the US and the UK. It surveyed professionals that are responsible for the buying, managing, and security of mobile and Internet of Things (IoT) devices for their companies.

    What has the most recent index shown?

    The COVID-19 pandemic forced businesses to quickly support remote working practices, often without proper security measures in place. The Verizon Business Mobile Security Index (MSI) 2021 reveals that many businesses may have left themselves vulnerable and open to cybercriminals in the rush to ensure their workforce could operate remotely. 49% of businesses surveyed in the latest edition of Verizon’s MSI stressed that changes made to remote working practices during lockdown adversely affected their company’s cybersecurity.
    Interestingly, even though 40% of businesses surveyed recognised that mobile devices are their company’s biggest IT security threat, 45% of them knowingly sacrificed the security of mobile devices to “get the job done” (e.g., meet a deadline or productivity targets) and nearly a quarter (24%) sacrificed the security of mobile devices to facilitate their response to restrictions put in place due to the pandemic.
    ‘The pandemic caused a global shift in the way organisations operate, many of which ramped up their digital transformation agendas and working models to meet the fast-changing needs of both employees and customers,” said Sampath Sowmyanarayan, Chief Revenue Officer, Verizon Business.
    ‘While businesses focused their efforts elsewhere, cybercriminals saw a wealth of new opportunities to strike. With the rise of the remote workforce and the spike in mobile device usage, the threat landscape changed, which for organisations, means there is a greater need to hone in on mobile security to protect themselves and those they serve.’
    The effect of the pandemic on the workforce is going to have a lasting impact. According to the report, a large majority (70%) of those that had seen remote working grow following the introduction of pandemic restrictions expected it to fall again afterward. However, 78% said that it would still remain higher than before lockdown. Overall, our respondents said that they expected the number of remote workers to settle at around half (49%).

    Small and Medium-Sized Businesses are also under threat

    Over half of those surveyed (52%) said that small and medium-sized businesses are more of a target than larger enterprises but even though this is the case, 59% of small and medium-sized businesses had sacrificed security with 22% suffering a mobile compromise. Seventy-eight% stated that they should take mobile-device security more seriously. 

    Why are SME’s at a higher risk of being targeted?
    I interviewed Phil Storey, Founder of Glow about this last year. Many SME’s use sites such as WordPress or Wix to trade with, without adding adequate security systems to their individual sites. Whilst these templated websites and plugins seem really easy to get you started, and they are, sadly many of the plug-ins hold bugs which enable hackers to gain entrance to the back-end of your website. Don’t despair – there are ways for you quickly sort out your security – literally within an hour of reading this you could be in a much better position, however you do need to act. Here’s the link again, read Phil’s perspective and follow his advice to protect your livelihood.

    Security should always be front and centre

    Of those surveyed, 72% of organisations are worried about device abuse or misuse. Part of the problem is that many companies struggle to develop an effective Acceptable Use Policy (AUP) — 57% didn’t have one at all.
    The MSI details people and behaviours, apps, devices and things and networks and cloud as the four sectors of the mobile threat landscape. Additionally, it provides expert insights into how to help safeguard against pending cybercrime attacks, such as establishing a ‘zero trust network access (ZTNA)’ model and a secure access service edge (SASE) architecture, which is designed for a mobile-first and cloud-first world.
    Read the full Verizon Mobile Security Index 2021, as well as the Public Safety, Public Sector and small and medium-sized businesses snapshots, and learn more about what Verizon is doing to help address cybersecurity threats.

  • HMRC Goes After Specialist Agents to Crush R&D Tax Credit Fraud

    HMRC Goes After Specialist Agents to Crush R&D Tax Credit Fraud

    Claims for multibillion-pound business tax incentives are more likely to be non-compliant when submitted with the assistance of specialist agents, according to an official review by HM Revenue & Customs (HMRC).

    R&D Tax Credits Face a Rough Patch

    When the UK wants companies to experiment and innovate, it offers a tax break – the R&D credit. Sounds great, right? But a fresh look at the scheme shows that some folks are playing dirty, leading to big losses for everyone.

    How Much is the Damage?

    • Between 2020 and April this year, fraud and mistakes cost the taxpayer about £4.1 billion.
    • On top of it, the whole scheme spends roughly £8 billion a year to keep the lights on for science‑savvy firms.

    Why the Hype Turned Into a Honeypot

    The Times dug into the matter back in 2022, finding advisers nudging firms to file “creative” claims – like a pub making a vegan menu, which turns out to be a stretch. These errors were often left unchecked by HMRC.

    HMRC Tightens the Screws

    HMRC has stepped in hard:

    • Implemented new rules and enjoys a mandatory random inquiry programme.
    • Based on that, one in three sampled claims were entirely denied because “no qualifying R&D actually happened.”
    • They also found a steep drop in fraud: the percentage fell from over 25% in 2021‑22 to about one‑seventh by the last fiscal year.

    The Agent Conundrum

    Agents are supposed to be the friendly guides who help companies claim the correct amounts. Unfortunately, the latest probes reveal that:

    • Claims filed with an agent’s help still see a slightly higher rate of non‑compliance.
    • Some advisers are giving “bad advice” that misleads customers into taking claims they really can’t get.
    • Result: more bogus claims from people themselves or through these agents.

    Unscrupulous Fields

    HMRC pinpoints industries where R&D is a rare niche but where shady operators are still active:

    • Care homes
    • Childcare providers
    • Personal trainers
    • Wholesalers, retailers, pubs and restaurants

    Everywhere, it’s the hard‑to‑spot errors that cause the most trouble, not the big-name frauds.

    Trying to Educate the Public

    To counter this, HMRC has launched education drives:

    • Sent out thousands of letters clarifying what actually qualifies as “R&D.”
    • Helped firms avoid getting caught making silly claims.

    Impact on the Tech Crowd

    Even tech shops, which usually love R&D investment, find it tougher to grab cash after HMRC’s crackdown. RSM UK research shows that more than a third of tech firms saw a claim that was first OK’d but later flipped by HMRC, forcing them to pay back.

    David Blacher, a partner at RSM UK, summed it up: “The focus on slashing wrong claims is hurting the honest ones – those really in need of funds.”

    In a nutshell, while the idea behind R&D tax breaks is solid, a little community clean‑up has been necessary. The goal? Keep the good innovators flowing while kicking off the bad actors for good.

  • Leave a legacy that benefits your business and your family

    Leave a legacy that benefits your business and your family

    Inheritance is a hot topic as Baby Boomers ponder how best to pass on the proceeds of their life’s work to their business colleagues and family members.

    Whatever the source of your wealth you’re entitled to protect it and ensure it will make a difference to the lives of your beneficiaries.
    In this article we’ll give you an expert view on how to plan for final financial matters, and ensure that your wealth – and the benefits it brings – lives on.

    Passing on your business assets

    You may already be considering a succession plan for your business when the time comes for you to retire, or to ensure there are plans in place in case of sudden illness or death.
    But you’d be in the minority: surveys suggest that only around a third (34%) of UK-based business directors already have such a plan in place.
    Business owners face a specific set of challenges in this area – subject to the stage of their business – which must ensure business succession issues are carefully taken into account.
    The earlier you begin business succession planning, the better. If you leave it to chance there may be devastating consequences not just for your fellow directors as well as for your family beneficiaries.

    Your options include:

    Trusts
    : One of the most regular oversights by company directors is not writing a business trust into their will. To qualify for 100% business property relief, shares of a business intended to be a going concern after a director’s death must pass via the ‘legacy’ clause in the will to a specific beneficiary, as per S39A Inheritance Tax Act 1984. That specific beneficiary should be a trust.
    Gifts: Consider gifting strategies to share wealth while reducing tax burdens. If you are starting out as a property developer/investor, this would be complemented with a smart company structure involving different share classes where necessary.
    Cross-option – How will the deceased shareholder’s family and the company’s other shareholders be fairly compensated for their relative stake in the business? This is a complex area, but has a relatively simple, satisfactory and water-tight solution – a cross-option agreement – if you get the right advice.
    It’s no secret that business succession planning is a minefield. That’s why the earlier you can start to make provisions for the future, the better the outcome will be.
    Whatever the stage of your business, it’s crucial to take a step back and consider the requirements of the company going forward, should the worst happen.

    Legacy planning for your family

    Of course, you’re also likely to want to seek advice about passing your wealth to family members – potentially several generations of them.
    Strategic intergenerational wealth planning takes into account your financial assets, including land and property, businesses, stocks and shares, and any beneficial interest you may have in inherited wealth or lifetime settlements made by family members.
    Effective planning helps to protect and secure the transfer of economic resources and their benefits from one generation to the next, giving them firm financial ground to make the most of their lives.
    Unless wealth is managed carefully and strategically, it can be eroded remarkably quickly – for example by burdensome inheritance tax – leaving your loved ones to struggle.
    Property plays a crucial role in intergenerational wealth. According to data, over-50s in the UK hold 78% of privately held housing wealth – and it must eventually find a home somewhere else.
    That’s why effective wealth management involves assessing each property’s value, potential for growth and income-generating capabilities. Regular property evaluations and understanding market trends are essential to make informed decisions around property, as part of your overall wealth strategy.
    Wealth managers can collaborate with families to ensure smooth property transfers to the next generation. Experts address legal aspects, minimise taxes and resolve potential disputes. It’s worth establishing structures like family trusts to facilitate the management and control of property assets.
    No matter your situation, successful legacy planning – from successful business succession planning to intergenerational wealth management – requires a blend of expertise. There’s much to gain from talking to a trusted adviser who can join all the dots, managing diverse elements of your wealth and resources to sustainably maximise your wealth.

  • Conquer Your Business Goals in 100 Days

    Conquer Your Business Goals in 100 Days

    The 100‑Day Sprint: Your Secret Sauce to Success

    Think of 100 days as your sweet spot: it’s long enough to feel like you’ve got time, but not so far that you’ll drift into the land of “maybe next year.” It’s the Goldilocks zone of goal‑setting.

    Why 100 Days Is a Game‑Changer

    • Quick Wins: A win under 200 days feels like a mini‑celebration each time you hit a milestone.
    • Keep the Fire Lit: Momentum is contagious—one small victory sparks the next.
    • Pretty‑Fast Feedback: You discover what’s working (and what’s not) before the quarter ends.

    Not a One‑Time Thing

    Don’t toss away long‑term dreams; they’re essential. But if you only focus on them, they can feel like an Everest you’re climbing blindfolded. Break out those grand plans into “100‑day slices” and keep each step exciting.

    Lessons From the West Wing

    President Jed Bartlett’s crew? They hustled hard within the first 100 days to show voters they weren’t just rhetoric—something actually happened. Same logic in business: the first 100 days set the tone, and that tone tends to stick.

    Build Momentum, Ride It

    Mark your calendar with clear checkpoints: Day 25, Day 50, Day 75, Day 100. Celebrate each marker, then keep the wheel turning. The excitement from those early milestones can carry you well past the 100‑day mark.

    So the next time you’re setting a goal, ask yourself—can it fit into a neat 100‑day segment? If it can, you’ve just doubled your chances for success, and you’ll have a bunch of reason to brag to yourself along the way.

  • The dividing wall between social and traditional media is fast coming down – Love or hate social media, ignore it at your peril

    The dividing wall between social and traditional media is fast coming down – Love or hate social media, ignore it at your peril

    Whether you go into it kicking and screaming, the elephant in the room of any robust media profile, is, dare I say it, social media.

    React to the news agenda, or alternatively push out your own practive content, using both traditional media and social media is fast becoming a given.
    The Berlin Wall that divided the country from 1961 to 1989 eventually came crashing down. And so too will the wall that still divides traditional media and social media.
    As King Soloman, who reigned Israel from 970 to 931 BCE, once said: “This Too Shall Pass”.
    Traditional media outlets that publish by both analogue and digital is one thing. Like The Guardian, who back in 2011, announced their adoption of a ‘digital first’ strategy. That’s still traditional media as far as I’m concerned.
    But instead I’m talking about equally harnessing social media in all it’s various guises – as well as pushing your profile into traditional media outlets like TV, radio, newspapers and magazines and their online equivalents.
    No mean feat.
    TikTok, once for pre-pubescent kids to sing into hair brushes – is now used by the World Economic Forum.
    Wakelet.
    YouTube.
    Twitter.
    SnapChat.
    Instagram.
    Linkedin.
    The works….
    In terms of reverse-engineering a mainstream media profile, there’s no one as formidable as KSI, which stands for ‘Knowledge Strength Integrity’.
    KSI’s real name is Olajide Olayinka Williams “JJ” Olatunji.
    Born in 1993 in Watford, it all started out in 2008 when KSI started providing gaming commentary videos of the FIFA video game series.
    As of September 2022, he had over 40,000,000 subscribers and over 8 billion views across his three YouTube channels. 88.6% of KSI’s followers are young males.
    Who would think, one individual whose harnessed social media – namely YouTube – would have more media reach today than the BBC, ITV, GB News and TalkTV?
    In May 2020, The Guardian sat up and took notice with the headline ‘KSI: Money Gravitates Towards Me’ stating ‘KSI is as recognisable to teenagers as Tom Hanks is to the rest of us’.
    Today he owns ten properties around England worth over £10 million.
    The Sunday Times estimates he makes over £12,000,000 per year. In 2020. The Times rank KSI as Britain’s biggest influencer.
    This is the same man that used referred to girls as ‘sluts ’in his content. He was widely criticised for his self-described ‘rape face’ in 2012 and 2013.
    Microsoft even cut ties with him and he was banned from Eurogamer events after third party allegations of sexual harassment of female staff.
    But today, a more grown up KSI is both a social media and traditional media crossover Superstar.
    And he’s pretty much the CEO of all of businesses that he’s leveraged off his profile.
    Becoming a Professional Boxer generated $8.5 million from pay per view and $3.5 million for ticket sales.
    In 2015, he published his biography titled KSI: I Am A Bellend.
    His solo album Dissimulation was released on 22nd May 2020 debuting at No. 2 on the charts. His second album went straight in at No. 1. He owns his own music company called ‘The Online Takeover’ and has been signed to BMG, Atlantic Records and MORE.
    He’s also a comedy actor, featuring in the British comedy film, Laid in America (2016).
    The Sidemen are like his family business. They own their own food company called ‘Sides’.
    Prime Hydration is a drink company created with his boxing rival Logan Paul and they are official sponsors of Arsenal Football Club.
    The Sidemen who he is a part of also own XIX Vodka and a restaurant chain known as Sides.
    But most interestingly, he’s now properly crossed over into traditional media. – even though he’s totally born of YouTube.
    He did The Great Stand Up To Cancer Bake Off. He appeared on an episode of BBC’s Blue Peter in July 2021. He was on Channel 4’s Celebrity Gogglebox from 2020-21.
    Then there’s the one and only British YouTube fitness sensation, Joe Wicks, The Body Coach.
    The Lockdown was good to Joe where he have us his daily diet of remote-fitness classes via YouTube. His Twitter is now 428,100 followers. YouTube is 2.81 Million subscribers. Instagram is 4.5 Million Followers. Facebook is 4.5 Million Followers.
    Joe Wicks MBE became ‘Dr Joe’ at a Graduation Ceremony at St Mary’s University, Twickenham in July 2022, receiving an honorary doctorate in Sport and Exercise Science. He’s now as much a darling of traditional media as Jamie Oliver – becoming a true household name.
    Another entrepreneur whose stepped from the social world and embraced the traditional media world is Steven Bartlett. Steven Bartlett’s Twitter is at 212,000 followers. Linkedin is 847,258 followers. YouTube is 482,000 subscribers. He founded Social Chain. Now he’s on BBC Dragons’ Den is an investor.
    Social media is exposing and hanging out to dry some of the pre-internet icons – or at least showing they’re somewhat ‘challenged’ by the social media world.
    Some winners and some losers. A quick audit.
    Lord Sugar has used his mainstream TV profile to build a big fan base on Twitter and delivers them his brand of nonsense witticisms. On Instagram he’s less prolific.
    Twitter
    @Lord_Sugar
    Chairman of Amshold Group, owner of @Amscreen and Amsprop.
    Born March 24 Joined June 2010
    3,110 Following
    5.2M Followers
    Instagram
    # lord_sugar
    Verified
    803 posts
    176K followers
    869 following
    Alan Sugar
    Chairman of Amshold Group. Owner of @Amscreen and Amsprop. Host of The BBC Apprentice. amsvest.co.uk
    Robert De Niro, one of the biggest stars in the world had one brief foray with social media. Below is his first and last tweet, which was on May 16, 2014.
    Robert De Niro
    @Rob_D_Niro
    Official Twitter Account of Robert DeNiro / Actor, director, producer, voice actor & father.
    Joined May 2014
    0 Following
    10.9K Followers
    May 16, 2014
    Hello Twitter! Unfortantly its official and I’ve given into the blue bird! #myfirstTweet #RobertDeNiro #official #sharethenews
    Rupert Murdoch, the most powerful media tycoon in the world had a burst on Twitter, but then was never to be seen or heard from again since March 2016.
    @rupertmurdoch
    Joined December 2011
    125 Following
    670.5K Followers
    3:31 PM · Mar 4, 2016·Twitter for iPad
    No more tweets for ten days or ever! Feel like the luckiest AND happiest man in world.
    The most daunting aspect of starting out on social media is the sheer scale of content production and distribution that is required.
    Production of content. Then scheduling. The ask is enormous.
    It’s the modern equivalent to making the film, Ben Hur.
    President Barack Obama may look like he’s getting idea popping into his head and posting it on social media.
    But its actually a team of around 50 people handling his personal social media posts.
    Back in 2009, Barack Obama was one of the first people to truly embrace the power of social media properly. Back then he had 115,000 Twitter followers and used 14 social media channels. Today, he has 133 million Twitter followers.
    Canva simplifies the process of designing beautiful posts and then resizing them for all the different size requirements.
    Then there’s a flood of AI tools that now author a multitude of pithy posts en masse, all spell checked, nothing plagarised that could upset Google’s algorithms.
    So rather than a team of 50 to keep up with Obama on social media, you can keep up much easier with AI augmentation. ‘Yes you can’.
    The key when unleashing ‘augmentation’ of your social media activity, is to still give it your own defined style and feel.
    Everyone, armed with AI tools is starting to look and sound very much the same even though their supposed ‘high quality content’ is prolific.
    There’s a soup of samey ‘high quality’ well-designed social media content out there.
    Remember to always adhere to the single minded proposition and your ‘sales objectives’ when planning.
    But particularly for social media, there should be around 30 themes or hubs with all the content falling within it– whether it’s article links, videos, retweets falling in a repeating fashion into each of these hubs.
    Wakelet is the world’s best tool for organising all the these content pillars and storing online all the tweets, PDFs, PJpegs, MP4s you find and want to push out across all your social channels later.
    Well timed out and scheduled regularity builds an organised pattern and slowly but surely pushes the single-minded proposition which sits behind it all.

  • The hidden costs of websites

    The hidden costs of websites

    If you’re thinking about investing in a new website for your business, there’s more to pay for than just its design.

    Read on if you don’t want to get surprised by ‘hidden’ website costs and if you want to find out how you can make sure your website remains an asset to your business for as long as possible.
    Here’s a quick checklist of the elements you should factor into your website budget:

    Domain name

    Every website needs a domain name, e.g. “yourbusinessname.co.uk”. Owning your domain name is the first step and this is separate from your website hosting or your website itself. Your domain name needs to be directed to the place where your website files are hosted, in order to display your website under your chosen name.
    Buying a domain name is quite inexpensive and there are various domain registrars to go to, but bear in mind that there is some technical work to do in managing the domain record and if you’re not comfortable with doing this, your web develop may also offer a domain management service where they will take care of everything for you.
    We have had numerous queries from businesses who’s websites have disappeared because the domain name wasn’t renewed on time – obviously if your website isn’t available to view, that’s not good for business and if you have a good domain name, you don’t want to open the door for someone else to take it.

    Hosting

    The collection of files which make up your website need to be hosted – essentially what this means is that they are stored and configured on a server which enables them to be accessed on the web.
    Hosting costs can vary enormously and there are some very low cost packages available on shared servers, depending on the type of website you have.
    Typically, the more complex your website is the more your hosting will cost as large, complex sites take up more space on the hosting server and require more setting up to make sure they run well.
    Reliability is important here, as you want to make sure that your website is available and doesn’t suffer too much “downtime”. External technology changes can lead to occasional periods of downtime with any hosting services due to maintenance and upgrades but what would happen in the event of an extended outage?
    It’s important to have a clear means of communication in the event of any problems.
    You can arrange your website hosting directly, but it usually makes sense to arrange hosting through your web developers – it will cost you a little more but will ensure that the hosting service is managed for you and any problems will be managed on your behalf.

    Email

    Email accounts will often be provided as part of a web hosting package although there are other services e.g. gmail, that you can use. In our experience, managing email accounts is becoming more difficult as people send and receive more and more mails, send photos and other attachments more often, and want to manage their emails on multiple devices (PC or lap-top, phone, ipad etc).
    If you aren’t particularly technical – or perhaps you’re just too busy! You may need help with setting up your email accounts, managing them so that your mailbox doesn’t run out of space and configuring your mail programme (e.g. outlook) to send and receive your mails.
    A managed hosting and email service may be a worthwhile investment as everything can be taken care of for you by one supplier.

    Keeping your website up to date

    When you initially created your website, you probably spent a lot of time thinking about how you wanted to describe your products or services and if you used the services of a professional web developer, they will have helped you to present the information well on your web pages.
    But nothing stays the same for ever and your website needs to evolve with your business – which means making sure that the information is up to date and that new products and services are added as you introduce them.
    Case studies, testimonials and articles or blogs are all good ways to include fresh content on your website, so you should factor in some time to do that.
    If you have a content management system for your website, you may be happy to make changes yourself – if you don’t, or are short of time, you might need to use the services of your web developer or a marketing agency to write your web copy and make the changes for you.

    Technical maintenance

    Like many other business assets, websites have a limited life span. Internet technologies are changing at a rapid pace – just think about how you view websites now compared to just 2 or 3 years ago. Whereas in the past people typically viewed websites on a desk top or lap top PC, now they can use a range of devices including mobile phones – how good does your website look on a mobile device?
    There are other external changes such as browser changes (Internet Explorer, Firefox and Chrome for example) and upgrades to the technologies used in building your website, all of which could affect the way the site displays or functions. Fashions change too and this applies to websites – what looked cool and contemporary a few years ago may look dated now and could give the wriong impression of your business. So some technical updating may be needed from time to time and you should budget for a possible rebuild every 3 or 4 years or so.

    Marketing your website

    Having a website built, hosted and maintained may not be the end of the story as, depending on how competitive your market is, you will probably need to think about marketing it so that you can attract visitors to and enquiries from your website.
    There are several strategies you could employ, including Search Engine Optimisation, Pay-per-click, Email Marketing and Social Media marketing – there isn’t space to cover that in this article but suffice to say, it’s something you should take advice on, and factor into your budget.
    How to sum this all up? Well it is quite possible to run a website very cheaply – but to maintain it as a valuable business asset will involve ongoing costs and the ability to react to external pressures.
    It all comes down to return on investment and the potential gains to your businesses from managing and promoting your website effectively. A good web marketing agency should be able to help you to assess what’s needed for your business based on your market and your business goals so that you can set a realistic budget and increase your business.

  • Know your contractor – all you need to know about IR35 and Off-payroll rules

    Master Your Contractor: Essential IR35 & Off‑Payroll Insights

    IR35, intermediaries’ legislation, off-payroll rules, agency rules.  So much jargon! And so many ways in which a contractor/consultant can engage with your business.

    New Tax Rules for Contractors: A Quick Reality Check

    So, the tax authorities have switched gears on how they want to pull the strings from the contractors we hire. In plain English: the government is tightening the payroll must‑have for businesses that bring in outside talent. Let’s break it down so you can figure out which bucket your company should drop into and what you need to do to stay on the right side of the law.

    What’s the Grin‑And‑Share‑It?

    • What’s the new rule? Your contractor’s taxable earnings are now largely treated as your payroll obligations.
    • Why should you care? It means the company pays taxes, not the independent contractor, unless you’re set up as an employer‑employee umbrella.
    • Why the fuss? The shift reduces grey‑area loopholes that sometimes let businesses dodge full payroll responsibility.

    How to Tell Which Box You’ll Sit In

    1. Check your contract type – if it’s a solo consultant or gig worker, you’re usually on the contractor side.
    2. Ask yourself if the contractor’s job would be considered “insourcing” – if you’re paying them for a full service, you’re more likely under the payroll umbrella.
    3. Work with a tax pro or accountant to map out the exact regime and check whether you already have the paperwork sorted.

    What You’re Obligated to Do

    • Set up payroll for your contractor if you’re on the paying side – this includes tax withholding, National Insurance, and contributions.
    • Keep records – minutes, invoices, and any contractor agreements need to be stored electronically for at least 6 years.
    • Preparation for audits – make sure to have a clear chain of command and justification for each contractor’s role; the office may pop in to check you’re not playing with numbers.
    • Bob’s the Builder ethic – adopt a culture where the contractor gets a clear separation of duties and benefits, so they feel valued but not misclassified.

    Take just ten minutes, grab a coffee, and map your onboarding flow. That’s all the change you’ll need to truly understand which tax regime applies to your business when you’re hunting for fresh talent.

    IR35 and Off-payroll Rules

    How Off‑Payroll Rules Hit Your Contractor Rent‑A‑Worker Situation

    Ever wondered who pays the taxes when a contractor runs through a personal services company (PSC) or a partnership? That’s where the IR35 and the off‑payroll rules wiggle into your business. They’re basically the “intermediaries’ legislation” that tries to figure out if the contractor is really an employee or just a fancy freelancer.

    Step 1: The “Would They Be an Employee?” Question

    The crux is simple: Would the contractor be an employee of your firm if the PSC or partnership didn’t exist? If the answer is “yes,” the tax puzzle starts.

    Before April 2021 – The PSC Manages Taxes

    Until the big change in 2021, the PSC had to ask that employee‑question and, if “yes,” pull the necessary income tax and National Insurance Contributions (NICs) directly from the contractor’s fees. Then, they filed those numbers with HMRC.

    From 6 April 2021 – The HOD (Your Business) Steps In

    • Your company must now ask the employee‑check.
    • If the answer again is “yes,” you’ll be pulling tax and NICs from the contractor’s fees (minus VAT) and sending them to HMRC.
    • Don’t forget the employer NICs and maybe the apprenticeship levy—yes, those are on the menu too.

    Small‑Company Exemption – A Breather for the Lean and Mean

    Not all firms feel the sting. If your company meets two of these three bullets:

    • Annual turnover under £10.2 million
    • Balance sheet total under £5.1 million
    • Fewer than 50 employees

    —You’re in the “small‑company exemption” club. In that case, the PSC still owns the tax‑inquiry duty. It’s a nice relief for the high‑tempo SMBs that don’t want to juggle extra admin.

    Heads‑Up: Keep an Eye on the Numbers

    Even if you’re exempt today, double‑check every year. Once you cross any of those thresholds, you’ll fall into the off‑payroll schema that kicks in from the first month of the next tax year.

    Bottom Line – Know Your Status or Face Tax Tangles

    Whether you’re a medium‑size firm or a tiny micro‑business, spotting where you sit on the exemption line matters. No more surprises, no more headaches—just clear, tidy tax compliance.

    Agency Rules

    When an Agency Hands You a Contractor

    Picture this: your office hires an external contractor through an agency. The contractor isn’t a partner of yours nor does he boot up his own personal services firm—he’s just a freelancer on the agency’s roster. Things get tricky when the agency starts calling the shots. Let’s break it down.

    Rule One – The Supervised Contractor Is Treated Like the Agency’s Employee

    • If the agency keeps a tight grip on the contractor—setting schedules, giving instructions, reviewing work—then the contractor is considered an employee of the agency for tax purposes.
    • In this case, the agency must:
      • Deduct income tax and National Insurance contributions (NICs) from the contractor’s pay.
      • Collect the correct employer NICs.
    • Example: You bring in an IT consultant for three months to boost your help desk. The consultant reports to the head of IT in your company and submits time‑sheet data to the agency. The agency assumes full payroll responsibility.

    Rule Two – When the Contractor Is Running His Own Personal Services Company

    Now, imagine that contractor owns a little “personal services firm” (PSL), which serves as a middle‑man between him and the agency. The off‑payroll rules kick in. These rules state that the contractor is not treated as a simple employee; the agency must:

    • Carry out a thorough tax status check of the contractor.
    • Determine whether the small‑company exemption applies (the 30‑minute cash rule).
    • If the exemption fails to hold, the agency must treat him as a payroll employee and manage all tax withholding and NICs.

    Bottom Line

    In short, whether the contractor is just a hired hand or operates through his own micro‑company will dictate who shoulders the tax burden. If the agency keeps the contractor firmly under its control, it’s that agency’s job to do the payroll. But if the contractor is sandwiched between an agency and his own little company, the agency must step up, check everything, and possibly run the payroll themselves—unless the small company exemption wakes up.

    How to work out what action you need to take?

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    Decoding Contractor Status: Own Company or a Partner?

    Step One: Ask the Right Question

    Do they run their own business or are they part of a partnership? That’s the fire‑starter that tells you where you stand.

    What Happens When It’s Their Own Company?

    When the contractor draws the line from their own firm, you’ve officially entered the off‑payroll arena. It’s no playground—there are strict rules for tax, benefits, and paperwork.

    Time to Look for Exemptions

    • Search for any legit exemption that could drop you out of the heavy compliance load.
    • Fail that, and you’ll have to follow every off‑payroll rule to the letter.

    Get Ahead of the Game

    Understanding the maze of regimes that govern contractor hiring means you’ll know exactly when you need talent, how to pull them in fast, and what legal hoops to jump over. Keep your business agile, ready, and—most importantly—compliant.

  • Does Automatic Enrolment affect me?

    Does Automatic Enrolment affect me?

    Even if you already offer pension arrangements for your workers, you may not have a qualifying scheme in place and you’ll still have some new obligations to meet too.

    Why is Auto Enrolment relevant to me and why do I have to do it?

    As an employer you’ll be legally obliged to automatically enrol your employees into a workplace pension, rather than them actively choosing to join your scheme; and If they don’t want to be in, they must actively opt out.

    How will it affect my current business processes?

    In addition to your regular payroll and pension processes, there are additional tasks you’ll need to do to make sure your workers are enrolled and you remain compliant with the new legislation.

    As an employer, you will be required to:

    1. Assess the eligibility of your workforce
    2. Review your current workplace pension arrangements
    3. Communicate information to your employees
    4. Facilitate opting out requests and refunds
    5. Keep accurate & up-to-date records
    6. These responsibilities may cost you time, money and added strain on your resources.

    It is important to get clear guidance on your needs and requirements. Larger employers may have a Human Resource Department that is fully able to meet the extra demands of what Auto Enrolment brings. Other, smaller employers may need much more help and assistance when it comes to arranging a work place pension for their employers.

    There are a number of providers in the market place that can provide help to employers ranging from help with your payroll requirements to companies that are able to provide a full end to end package.

    Who do I need to put into a pension scheme?

    There are a number of things to consider when determining which of your workers will be eligible for automatic enrolment.

    You must automatically enrol employees who are:

    • between 22 and state pension age;
    • earning over £9,440 each year;
    • working in the UK.

    Employees that don’t meet the criteria above may also be able to opt in to a pension scheme and you will be obliged to enrol if they ask to be, however, the rules and requirements on contributions will be different and you may not need to make an employers contribution for those people.

    As you can see, assessing the eligibility of your workforce will be time consuming and possibly quite confusing depending on the number of employees you have. Find out what category each of your workers will fall into here.

    When will I need to act?
    Each employer will be given a date from which the changes will have to be in place. This is known as your auto enrolment ‘staging date’.

    Your staging date will be broadly based on the number of people you have in your PAYE scheme. As a small or medium business, your staging date is likely to be between 2014 and 2016.

    The pension’s regulator will contact you 6 to 12 months before your staging date. If you’d like to know when Auto Enrolment is likely to affect your business, take a look at The Pensions Regulator’s staging timeline.

    Where do I start?
    The first things you should do to start your preparation are:
    1. Find out your staging date to see how much time you have to prepare (preparation should start around 18 months prior to your staging date)
    2. Familiarise yourself with the legisaltion and what you’ll need to do in the run up to your staging date.
    3. Get ready to communicate with your workers.
    4. Track and monitor your progress.
    5. Make sure you’re fully trained on the new legislation and understand how to stay compliant. View our range of training options to see how we can help.
    6. Review your current software and admin processes. Are they manual? Will you be compliant? Will you have the time?

    5 Key Points to Note:
    ➢ If you are a UK employer, auto enrolment will affect you;
    ➢ You will need to ‘enrol’ certain employees into a pension scheme;
    ➢ This will start from your staging date although you can postpone if necessary;
    ➢ You must communicate the changes to your employees that have been affected.

  • Business Transformation Blueprint: Unlocking Success

    Business Transformation Blueprint: Unlocking Success

    Could your business do better? Did early successes suggest a future that hasn’t materialised?  Has organic and acquisitive growth failed to deliver imagined outcomes? Have you failed to keep pace with market growth or meet profitability expectations? Then perhaps the time has come to strategically reassess your operation.

    Meet the Master of Tech Turnarounds

    Ever wonder how a company can flip its script and thrive? These days, it’s all about the right mix: a smart playbook, outside experts, fresh leadership, and sometimes a good splash of cash.

    Why I Grab the CEO Role for a Change

    • I’ve tackled four complete tech business makeovers.
    • The thrill? Navigating a tangled business maze where the upside is sky‑high.
    • Founders and their investors—VCs, PEs, anyone—handed me the keys to turn frowns into success stories.

    Right Now? Officially Steering Forterro

    Forterro isn’t just any ERP playground; it’s a 1,200‑strong powerhouse backed by Battery Ventures. It’s on a mission to turbo‑charge 8,000 small‑to‑mid‑market manufacturers across Europe. While the giants (SAP, Oracle, Infor) focus on big‑enterprise scale, Forterro is laser‑focused on the niche that really needs an extra push.

    Historically, Forterro operated like a family of independent brands. Now we’re rolling up the sleeves and uniting the force. A huge opportunity to make our scale speak louder—and better—than ever.

    Three More Success Chapters

    Prior to Forterro, I’ve turned around:

    • Primavera – thanks to Oracle.`
    • KDS – let’s not forget American Express.
    • CoreHR – Access Group was the winning door.

    Each transformation raked in significant growth, opened fresh doors for the teams, and added a fresh over $1 billion to the exit value for founders and investors. The show’s still on, and the next one is just the next business tweak away!

    Transformation – signs of opportunity

    When Risk Meets Opportunity: Why Big Changes Pay Off

    Picture this: a company that’s out in the fast‑moving lanes of a rising market, maybe even a jungle where the bold outshine the cautious. If that business already hides untapped talent, then a shake‑up can spark a boom that the current leadership just can’t see.

    Where the Action Is

    • Growing Market – The industry is expanding, and the gaps are wide open for the fearless.
    • Untapped Potential – Teams with a knack for product or service innovation need a new stage to shine.
    • Early‑Stage Energy – Startup founders often keep things in the black and white. But once you hit the 50–100–1,000 employee milestone, the “naïve” approach can become a nightmare.

    The Growing‑Up Dilemma

    What happens when a squad that once chased ideas turns into a mammoth that deals with strategy, structure, people, and compliance? Hard truth: the same people who wrote the mission can lose sight of it, and the tangled bureaucracy starts to feel like a giant maze. That’s why a well‑timed transformation—planned, ground‑up—can keep the team on a straight, thrilling path.

    Steps to success

    Cracking the Success Blueprint

    Ready to turn a dull business plan into a roaring success story? Follow these quick‑fire steps to make every move feel like a blockbuster twist.

    1. Dream Like a Kid (but maybe with a PhD)

    • Picture the future: where do you want to be in 3, 5, 7 years?
    • Ask yourself: do you want to keep making rocket engines or launch people into orbit? The goal is to create a vivid, concrete “desired state.”
    • Make it specific enough that you can set a target: “We’ll turn SMEs into ERP superheroes”.

    2. Nail Down Your Why

    • Ask the tough question: “Why am I doing this?”
    • Answers usually include growth, profit, altruism, or a sweet exit. But the real heartbeat is solving a problem you genuinely care about.
    • Keep that “why” in mind—it’s the secret sauce for pushing through rough patches.

    3. Map Out the Big Bets

    • Identify high‑stakes moves: new hires, tech upgrades, big investments.
    • Break down costs, spot risks, and think about risk‑mitigation tactics.
    • Show confidence: “We’re bold; we’re aiming high.” That lets the team and customers ride the wave.

    4. Assemble Your Dream Team

    • Check if your current exec squad matches the new mission. Is it 2023-ready?
    • If not, recruit top talent—people who bring energy, expertise, and enthusiasm.
    • Remember: great teams exceed the mission; they become the mission.

    5. Write the 100‑Day Game Plan

    • Cue the “who, what, how, why, and when” of your first 100 days.
    • Set concrete decisions, actions, budgets, and goals.
    • Decide how you’ll measure progress and keep stakeholders—investors, leaders, employees—invigorated.

    6. Show, Don’t Tell the Plan

    • When you present, emphasize the wins for each group: investors, staff, and customers.
    • Keep the message crystal clear and repeat it in various formats—writing, videos, infographics—to cover all learning styles.

    7. Refine, Launch, and Stay Flexible

    • Once funding is secured, finalize the plan with your exec team.
    • Set checkpoints to learn and adjust—no constant course‑cancelling.
    • Let the team know you’re still on the mission—your consistency builds trust.

    8. Walk the Talk with the Ground‑Level Heroes

    • Chat with department heads, frontline staff, and even key customers.
    • Their feedback turns the plan into a partner‑led project.
    • Acknowledge what drives each role. Sales teams want numbers; support teams want clear processes.

    Bottom line: Keep the vision tight, the team stronger, the plan clear, and the heart of the mission alive. Once you follow this recipe, you’ll navigate the jungle of transformation and come out with a triumphant legacy.

  • London AI Startup Urges Getty Lawsuit to the Brink of the Generative Tech Frontier

    London AI Startup Urges Getty Lawsuit to the Brink of the Generative Tech Frontier

    A landmark legal battle has begun in the UK High Court that could redefine the boundaries between copyright law and artificial intelligence innovation.

    Stability AI’s Big Showdown: Buttering Up Getty Images Over AI Art

    Stability AI, the London‑based brains behind the eye‑catching Stable Diffusion, is waving a red flag at a lawsuit from none other than Getty Images. Getty says the AI company illegally used its massive photo vault to train a model that now spits out pictures that still carry its watermark – a move the agency claims is like putting “our trademark on porn” and calling it “AI rubbish.”

    What the Legal Fiasco Is About

    • Getty alleges Stability has been turning its image database into a secret recipe for AI, and that the output still blots a trademark.
    • Lawyers for Getty say it ain’t about art versus tech; it’s about making sure people who put their faces and work into the public domain get paid.
    • “The problem is when AI companies want to use those works without payment,” quipped Lindsay Lane KC.

    Stability’s Counter‑Attack

    Stability, with a board that includes the legendary filmmaker James Cameron, fires back hard. The tech firm says Getty is throwing “fanciful” legal arguments and splashing over £10 million on a cyber defence that it sees as an existential threat to its own business model.

    “We’re not about CSAM,” Stability sprayed out, saying the charge that it trained on child sexual abuse material is “repugnant.” It asserts that it has a solid safety net in place to stop misuse.

    The Real Battle – Reality vs. AI

    It’s a scene that’s sparking a wider debate across the creative sphere: photographers, musicians, writers are rallying behind celebrities like Elton John and Dua Lipa, demanding tighter copyright rules and regulatory changes. In the UK, lawmakers are debating a policy that would force copyright holders to opt‑out of having their work fed into AI models – a move many creators scoff at, insisting the default should be “opt‑in.”

    Why the Stakes are So High
    1. When Getty wins, the law could squeeze AI developers on how they gather training data.
    2. When Stability prevails, it could give a green light for AI to keep chewing on publicly available content.

    Either way, the outcome will be a defining moment for creators and businesses alike, carving the future of content creation in the brave new world of AI.

    And What’s to Come?

    With more than 78,000 pages of evidence – from Kilimanjaro‑junction screenshots of Donald Glover to Jürgen Klopp’s soccer‑hero portraits – the courtroom drama is set to last weeks. Thinkers from UC‑Berkeley and Germany’s University of Freiberg will weigh in, turning this fight into a landmark case with global ripple effects.

    So grab your popcorn—this case is not just about clashing legal suits, it’s about the very soul of creativity and the future of how we build digital art.

  • Navigating high inflation and rising energy costs: Strategies for small business success

    Navigating high inflation and rising energy costs: Strategies for small business success

    Small businesses are pivotal in reviving the UK economy, and they play a vital role in creating jobs and driving economic growth. However, high inflation and rising energy costs can present significant challenges for small businesses.

    These challenges can make it difficult for businesses to maintain profitability and continue to operate successfully. In this blog post, we’ll explore some strategies that small businesses can use to mitigate the impact of high inflation and rising energy costs and continue to thrive.
    One strategy small businesses can use to deal with high inflation is to review their pricing and consider raising prices on goods or services.
    By increasing prices, businesses can offset the cost of inflation and maintain profitability.
    However, it’s important to consider the impact on customers and the competitiveness of the market before implementing any price changes. For example, a small coffee shop could raise the prices of their coffee by 10% and still remain competitive by offering high-quality coffee beans and a good atmosphere.
    Another strategy is to focus on cost-cutting measures and increasing efficiency. This can include reducing energy costs by implementing energy-efficient practices or negotiating better rates with energy suppliers.
    For example, a small retail business could replace incandescent bulbs with LED lights, which can save up to 80% on energy costs. Additionally, small businesses can look into other ways to cut costs such as reducing office supplies or inventory without having to let go employees.
    In addition, small businesses can explore new revenue streams and diversify their product or service offerings. This can help to mitigate the impact of inflation and energy costs by providing additional sources of income. For example, a small retail business could start selling products online, or a small service-based business could offer additional services to clients. For example, a small hair salon could start offering hair care products online, and a small graphic design firm could start offering website design services. Diversifying revenue streams can help small businesses to weather economic challenges and continue to grow.
    Another strategy is to negotiate with suppliers and vendors for better prices, payment terms, and credit lines. This will give some breathing room to the business and allow the business to maintain cash flow and pay bills on time. For example, a small restaurant could negotiate with its suppliers to extend payment terms from 30 days to 60 days, or negotiate a discount for paying early. This will give the business some extra cash flow and the ability to plan its expenses better.
    Finally, small businesses can look into government support and funding programs that are available to help businesses deal with high inflation and rising energy costs. These programs can provide much-needed financial support to small businesses during tough economic times. For example, the Small Business Grant Fund and the Retail, Hospitality and Leisure Grant Fund are government grants available in the UK that can provide financial support to small businesses during tough economic times.
    In conclusion, high inflation and rising energy costs can be significant challenges for small businesses, but there are strategies that can be implemented to help them navigate these challenges and continue to operate successfully.
    By reviewing pricing, cutting costs, diversifying revenue streams, negotiating with suppliers and vendors, and exploring government support, small businesses can take steps to mitigate the impact of inflation and energy costs on their operations.
    Remember, as a small business owner, it’s important to stay positive and proactive, and always be on the lookout for new opportunities. By being flexible, creative and focused on cost-cutting and revenue diversification, small businesses can survive and even thrive during tough economic times. With the right mindset and strategies in place, small businesses can weather the challenges of high inflation and rising energy costs and continue to be a vital part of the economy.

  • Construction suppliers beware: New corporate insolvency law requires ongoing performance

    Construction suppliers beware: New corporate insolvency law requires ongoing performance

    The introduction of the Corporate Insolvency and Governance Act 2020 (“CIGA“) in June 2020 was one of the many preventative measures taken by the UK Government in an attempt to safeguard the economy in the wake of the global Covid-19 pandemic.

    Its primary purpose is to provide breathing space to businesses during the pandemic as well as to support continued trading.
    CIGA, which introduced significant changes to contracts for the supply of goods and services, has significant implications for businesses that supply construction and engineering services.
    In this column I outline what those implications are, and what construction businesses can do to protect themselves.

    What are the changes to contract law introduced by CIGA, and how does it affect construction businesses?

    CIGA introduces a new section 233B into the Insolvency Act 1986. This makes two important changes to contracts for the supply of goods and services.
    Firstly, suppliers of goods and services are prevented from exercising certain rights of termination against a company that is going through a relevant insolvency procedure. Secondly, suppliers must continue to supply goods and services even if they have not been paid for goods and services already delivered.
    In the context of a construction contract, a supplier is likely to the contractor, a sub-contractor, or a consultant under a professional appointment.
    In practice, this means that there is no longer an automatic right for a supplier to terminate a contract in the event of a client becoming insolvent. Rather, there is now a legal expectation that suppliers will continue to deliver.
    This means that the supplier will need to continue providing goods and services even if it has not been paid for those already provided at the point the company enters into a relevant insolvency procedure. However, in the context of construction and engineering contracts, if the company defaults on payment during the insolvency period, there is protection afforded to the supplier through its statutory right to suspend works (for non-payment) under section 112 of the Construction Act.

    How can suppliers protect themselves?

    Potentially, CIGA is a piece of legislation that could wreak significant harm on the construction industry supply chain.
    On one level, as a piece of emergency legislation, it made sense at a time when robust, reliable supply chains are essential to, for example, the provision of vital supplies to the NHS.
    However, whilst it aims to assist ongoing trading (through securing supply chains) during the Covid-19 pandemic, it is difficult to ignore the possible consequences this may have on cash flow and the strain that this may place on suppliers in the construction sector.
    For many years now, this sector has had the benefit of the Construction Act.  One of the main objectives of the Act was to improve cash flow (once famously described by Lord Denning as ‘the life blood of the industry’) through the construction supply chain with the aim of reducing the number of insolvencies in the sector.
    The Construction Act sought to achieve this by introducing processes such as adjudication, rights to interim payments and the right to suspend works.
    It appears that the practical effect of the changes introduced by CIGA are now in direct conflict with the processes provided by the Construction Act, continuing a growing trend of conflict between insolvency and construction legislation. The effect this will have on the construction and engineering sector as a whole remains to be seen but it is clear that suppliers will need to be even more on their guard than ever.
    In this context, there are several practical issues that parties to construction and engineering contracts will need to consider carefully.

    Is the definition of Insolvency (whether as set out in the standard contracts or in a bespoke form) suitable – or even correct – in light of CIGA?
    The timing of exercising a right to terminate is even more important than ever. A party must not attempt to exercise a right to terminate before that right has crystallised under the relevant contract. The consequences of doing so incorrectly could be hugely damaging and professional advice should always be sought.
    Suppliers may seek to negotiate shorter payment periods.
    Might this more precarious landscape prompt wider use of mechanisms such as project bank accounts to provide greater levels of comfort for the supply chain?

    I would urge construction businesses concerned about the impact of CIGA on their cash flow and financial sustainability to seek immediate legal advice.
    Refusing to perform could expose firms to potential claims from liquidators – so it’s certainly worth seeking specialist legal advice to ensure you minimise your risk and exposure to future claims.

  • Managing your team through a small screen

    Managing your team through a small screen

    More companies are switching to remote workflows due to COVID-19 and the added benefits it offers. But how can you manage a team through a small screen?

    Modern problems require modern solutions. When the COVID-19 pandemic first hit, many companies (even tech ones) scrambled to set up a remote workflow so they could continue to work even whilst staff were unable to leave their homes.
    There was a rush to set up platforms like Zoom to ensure that the entire team could communicate effectively and work from home. Many believed it to be a temporary change and that we’d be back in the office in a couple of weeks.
    But that didn’t happen
    Instead, most of us are still stuck working from home. While it initially seemed like a problem, more and more teams are starting to take notice of the benefits of remote workflows. Whether it’s the cost savings from no commuting or allowing your employees to be more comfortable in their work environment, there are a surprising number of benefits that we can expect from working remotely.
    My company, Capital Business Media, has been operating on a hybrid remote working model since 2011. Staff only went into the office two or three days per week, and that was before COVID-19 even happened. Nowadays, we’ve switched to almost exclusively using a remote workflow and only going into the office when we absolutely need to have a face-to-face meeting. As a team that adopted this style of workflow early on, we’ve faced a lot of trial and error which was necessary to perfect our remote workflow. So hopefully here I can pass on some of the most important lessons we’ve learned and how you can also manage your team through just a small screen.

    Keeping track of everything that happens

    Since you’re working remotely, you won’t be able to see your staff or what they’re doing. As such, it’s vital that you keep track of everything when it comes to their work responsibilities and duties. For instance, I don’t keep track of their working hours as I am far more focused on the output, but if you bill your clients by the hour then make sure that you have the ability to do so. You should be asking your team for updates on what they’re doing, and you should have your own spreadsheets and dashboards that will help you lead your staff.
    Keeping track of my staff helps me understand where they’re at, what tasks they’re on and what they should be doing next. Since you’re working remotely, information and communication become two of the most important factors that you absolutely need to keep an eye on.

    Adopt a proactive approach to communicating with staff

    Unlike working in an office, you don’t have to immediately respond when you work remotely. After all, your recipient could be in the toilet, walking the dog, stretching their legs or even making a drink. If you have an urgent message to tell them, you can’t just speak to them and catch their attention.
    When you’re managing your team through a small screen, you have to remember that they can only interact with you through a screen too. This makes immediate conversations difficult to sustain and grabbing their attention becomes tough. As a result, you’ll need to switch to a more proactive approach to communicating with your staff. This involves:

    Planning ahead with your team so everyone knows what they’re doing for the rest of the week as opposed to just a single day.
    Responding to emails and messages even if you don’t have a full response. Just letting someone know you’ve received the message will help ensure there’s no assumptions or miscommunication.
    Establish a shared message board or chat program where people can leave messages and communicate with each other even if they’re not online at the same time. The goal is to keep things orderly and to ensure everyone knows what they’re doing.
    Communicate as much info as you can in a single message as long as it’s relevant to the conversation or your work. Don’t break up your responses or information into multiple parts. This will ensure that everyone reads the entire message instead of waiting for your response and potentially missing something.

    Platforms like Zoom allow you to easily adopt a proactive approach to communicating with staff. Instead of just relying on emails, you’ll need to integrate instant messaging, group calls and video calls to ensure that everyone is one the same page. You also need to embrace the fact that your team might miss messages now and then, so packing as much information as you can into a single message will ensure that it is read in its entirety.
    It’s difficult to adapt to the idea of managing your team through a screen. The most important concept to learn is that information becomes incredibly important. Understanding the status of your staff members and what they’re doing will be the key to unlocking your team’s remote potential and managing them with the least amount of stress.

  • How to Stop Firefighting – Getting Past the Blocks

    How to Stop Firefighting – Getting Past the Blocks

    From Fire‑fight to Calm: A Real‑Talk Guide for Busy Bosses

    Ever feel like your company flips between being a blazing inferno and a still pond? You’ve tried to cool things down, but unexpected snags still pop up like surprise firehoses on your calm parade. Let’s dive into how to nip those blazes in the bud – without losing your sanity.

    1. Why the Fires Poof So Quickly

    • Unexpected Bubbles – A hiccup in one process can ripple across the whole operation.
    • Fear of Detail – “I’m already burning up; I can’t get into the nitty‑gritty.” That’s a classic excuse.
    • No Clear Vision – If you don’t picture what tranquility looks like, you’ll chase imaginary goals.

    2. Time‑Crunch? Invest a Moment, Save Hours Later

    Sure, you’re knee‑deep in crisis mode, but skipping the data‑collection step is like adding fuel to a fire. Here’s a quick recipe:

    1. Define your ideal calm state – picture it and write it down.
    2. Break your actions into tiny, doable steps – even a single sprint counts.
    3. Set a micro‑deadline – finish the first step by the end of the day.

    Believe it or not, you’ll see progress even when the flames are still roaring.

    3. Personality – The Silent Firestarter

    We all have hidden fire‑planners inside us:

    • Impatience: “A quick fix is all I want.”
    • Big‑Picture Bias: “If I see the finish line, I lose the path.”
    • Control Freak: “No one else gets to steer the ship.”

    Ask yourself, “Do I inadvertently block my own progress?” Feeling guilty? You’re not alone.

    4. Data Isn’t Rocket Science – It’s Your New BFF

    Even senior leaders who think “math is for math majors” can turn spreadsheets into secret weapons. Example: A former foreman (no diploma, no computers) learned to plot quality data and suddenly turned chaos into productivity.

    Take a leaf out of the maths & engineering world:

    1. Use simple graphs – a pie chart or line chart tells a story.
    2. Automate where possible – no need to crunch numbers by hand.
    3. Celebrate every small win shown in the numbers.

    Remember W. Edwards Deming: “You don’t have to be a math wizard; you just have to try.” The choice is yours.

    5. Cherish Unexpected Heroes

    When the midnight of crisis hits, the real heroes appear. That saw‑dust‑covered foreman who learned to plot data isn’t just grit – he’s a reminder that anyone can jumpfrog to success with the right tools.

    • Look at your team’s untapped talent.
    • Encourage experimentation and celebrate small breakthroughs.
    • Be your own biggest cheerleader.

    Bottom Line

    Calm isn’t a distant dream; it’s a series of small, intentional actions. Dive into the details, keep an eye on data, and keep your personality in check. With a bit of humor, a sprinkle of emotion, and the right mindset, you’ll turn your business into a well‑timed, chill beat – not a wild, burning rhythm.

  • Government Bans NDAs to Empower Harassment and Discrimination Victims

    Government Bans NDAs to Empower Harassment and Discrimination Victims

    The UK government is to ban the use of non-disclosure agreements (NDAs) that silence employees who experience harassment or discrimination in the workplace, under landmark changes to the Employment Rights Bill.

    New Law Ditches NDAs that Trap Victims

    In a bold move set to hit the House of Lords next week, the Employment Rights Bill will render any nondisclosure or non‑disparagement clauses that silence victims and witnesses entirely useless. Campers, especially Zelda Perkins—ex‑PA to Harvey Weinstein and brain behind Can’t Buy My Silence—have rallied behind the change.

    Votes From the High‑Ground

    Deputy Prime Minister Angela Rayner got right to the point: “We’ve heard the pleas of those who’ve endured harassment and discrimination—time to crack down on these NDAs. We’re making it happen.”

    Employment Rights Minister Justin Madders added: “These tweaks give millions of workers a safety net. No more hush‑ups about the shenanigans that happen at work.”

    Why NDAs Went Bad

    NDAs were originally meant to protect company secrets. In recent years though, some bosses weaponised them to keep staff from airing their grievances. From Weinstein’s palace to UK scandals, NDAs have silenced whistleblowers and victims alike.

    Under the new playbook, any clause that stops a worker from talking about harassment or discrimination will be rendered void. Employers will actually be encouraged—and will not fear lawsuits—for openly backing victims.

    Campaigners Shelled Him in Support
    • Sarah Owen, chair of the Women & Equalities Committee, has pushed for the amendment.
    • Shadow transport secretary Louise Haigh joined the chorus.
    • Perkins said the reform will “put the UK at the front line of global protections.”

    “This is a huge milestone,” Perkins declared. “It belongs to those brave enough to break their NDAs, risking everything to speak the truth when told otherwise.”

    Legal Realities to Watch

    Law experts caution that the ban could backfire. Nikola Southern, employment partner at Kingsley Napley, warned: “While the ban boosts transparency, some victims might want to keep their identity hidden. Employers might shy away from settlements.”

    She urged companies to rigorously audit their contracts and settlement templates to stay compliant.

    Broader Reforms & A New Playbook

    The NDAs revamp sits alongside other reforms in the Employment Rights Bill, part of the government’s “Plan for Change.” It’s aiming to refresh UK labour law for the 21st‑century workforce.

    If the legislation passes, we’ll see a junior pivot in tackling workplace misconduct—silence will give way to transparency, accountability, and a new era of justice.”

  • The certainty of uncertainty: Business finds itself on the wobbly board following mini-budget

    The certainty of uncertainty: Business finds itself on the wobbly board following mini-budget

    With businesses facing significant uncertainty following the latest tax changes and the adverse market response, this month I consider how businesses can and should respond to this situation.

    Before I look at my tips for navigating these times, it’s worth reminding ourselves of the basic principle that for any tax system to operate effectively it must be:

    In other words, tax should be paid in proportion to the amount of income earned.
    Taxpayers must have certainty as to the amount of tax to be paid and when it must be paid.
    Convenient (i.e. easy) to pay tax; and
    Not too costly for a government to administer.

    (The Wealth of Nations, Adam Smith)
    Generally these principles, in one form or another, have always underpinned the UK tax system.  The mini budget on 23 September 2022 has been widely judged to have failed to adhere to these principles.  The announcements overlooked the fact that citizens need to plan for the taxes they are required to pay. It ignored the fact that investors make their investing decisions based on certainty and a stable investing environment, where a degree of predictability is a good thing. And it certainly discounted completely the reaction of the markets to unfunded announcements.
    However, overall, business came out of the mini-budget well.  Planned increases to national insurance and corporation tax were scrapped; the health and social levy was also scrapped; IR35 was reversed to the pre-2017 position; incentive zones were announced; investment incentives and option plans were expanded.  A raft of pro-business measures designed, say the government, to stimulate growth.  A growth agenda is a welcome strategy and, certainly, our business bodies have been calling for this for some time.  But some of the changes announced must bring frustration to business too, if only for the sheer amount of time and effort spent complying with the soon-to-be-repealed measures.  For example, IR35 for the private sector was delayed by a year to give medium and large businesses more time to prepare for the changes and significant work was undertaken to ensure compliance.
    The cost of these new pro-business measures is yet to be disclosed, as is the detail of how they will be funded. This brings substantial uncertainty to the business environment as the cost of borrowing goes up and interest rates start to tick upwards.
    There is no doubt that the current business landscape feels unsettled. So, how can business leaders navigate this time? The below are not necessarily answers but are some considerations to bear in mind as you navigate the period ahead:

    Be prudent. If you can, consider whether you should keep more cash on hand than you would normally.
    If you trade overseas, is now the time to be thinking about currency hedging if you don’t already do it?
    Talk to your trade and industry bodies to get their advice and insight. Many will be lobbying Government to ensure a stable, sustainable trading environment, and arguing that the competitiveness of the British business environment depends on this message getting across.
    Do pay attention to what the opposition political parties are saying they would do if the win the next general election. Usually, new governments make tax changes and hopefully the opposition will be learning the lessons from this week and headlining any tax changes well in advance of making them.
    Look out for the OBR forecasts. We know that it will be made available to the Government on the 7th October, but only publicised on 23 November 2022.

    It looks like we are in for a bumpy ride over coming months, and while we wait for a clearer picture to emerge, the best advice I can share with business leaders is to maintain some semblance of equilibrium. And hang on in there!

  • Barclaycard launches cashback card for Small Businesses

    Barclaycard launches cashback card for Small Businesses

    This new product is available online and represents a significant innovation in the corporate card market. When using the card for business spend, such as purchasing office stationery and supplies, computer equipment or professional services, small business cardholders will earn 3 per cent cashback. In addition, cardholders will earn 1 per cent cashback on fuel purchases and 0.5 per cent cashback on all other purchases.

    Dennis Bauer, Managing Director of Global Commercial Payments, said, “We’re giving small business customers a more rewarding way to carry out their normal business spending with this card, plus it is a great way to manage purchasing decisions. Barclaycard’s corporate card can also help smooth out short-term fluctuations in business cash-flow and give small businesses the option to pay over a longer term if required.”

    He continued, “This launch shows Barclaycard as a market leading commercial payments company. I’m very proud of the way we develop products that help our small business customers achieve their business goals.”

  • Do any of us make the most out of our support network?

    Do any of us make the most out of our support network?

    Author Porter Gale wrote the most important asset in business isn’t financial capital, but social capital – the ability to “build a network of authentic personal and professional relationships.”

    The majority of entrepreneurs, start-ups and established businesses are surrounded by some type of support network everyday, be it in the workplace, on social media platforms such as LinkedIn and many often rely heavily on family and friends. But what is the use of making more connections if we don’t know how to make the most of our support network?
    Building the network is one thing, but how to we then go on to leverage our ‘community capital’?
    A good support network needs to encourage and help your business thrive by adding value where it’s needed the most, but many find themselves stuck in a cycle of giving and never receiving the same back. How can this be done?

    Sweat your existing network

    If you look on your LinkedIn profile, you probably have several tens or hundreds of connections that you don’t utilise or call onto for business advice or opinion. Similarly, how many business cards do you have in your wallet or purse that you think could be of true business value? Start doing something about it, drop them an email, give them a call and re-introduce yourself.
    Remember – business thrives on collaboration, and your network could be just as keen for your input as you are for theirs. Seek out complementary businesses and learn together. This will open up opportunities and provides the chance for you to share your own expertise.

    Seize opportunities to meet face-to-face

    It’s important not to get stuck in the digital age and only ever “meet” people via email or over the phone. The majority of SMEs, start-ups and already established businesses forget that human interaction is key to developing good relationships and some of the most valuable business connections start with a face-to-face conversation. People exchange information for more freely face-to-face.
    Email and Skype should make real-world interactions easier and more efficient, not hinder them, so make time to catch up with people face to face. Of course face-to-face meetings take up more time, but the benefits could be career changing

    Attend workplace events

    Attending workplace events is an excellent way of connecting and networking with peers. This allows you to branch out to your most immediate network – your colleagues.
    Make time to cast the net further afield and sign up to industry events. Trade magazines are often a great place to look – many will have their own programme of conferences – but also try Facebook where groups dedicated to your sector will routinely share events.

    Don’t just connect – broadcast

    It’s important to stay connected with people via email, telephone and meet for occasional business lunches, but what about social media? Naturally you’ll want to remain in touch with your existing network, but also consider how you’re broadcasting your insight to those you haven’t connected with yet – beyond a snappy bio, what insight are you sharing?
    Consider producing content for social media – particularly LinkedIn. Reeling off a quick, insightful post on a topical industry moment or providing advice to others with a longform article will see you shared into other networks.
    Pay attention to the comments – even those who disagree with you – as they often provide opportunities to spark up a conversation. On more than one occasion, I’ve found myself exchanging contacts with someone who I first interacted with following a LinkedIn article. This isn’t marketing fluff – it works.
    There’s no right or wrong way of building a successful support network but whether you’re a startup, entrepreneur or an already established business, a strong support network is vital in order for your business to stay afloat.
    Don’t be afraid to ask for help, seize opportunities to meet peers face-to-face, attend networking events and most importantly stay connected. Soon building and leveraging your support network will become second nature.

  • How to successfully allocate your ad spend across social media platforms

    How to successfully allocate your ad spend across social media platforms

    It has never been more critical for your business to understand how to get the most out of your advertising budget.

    But advertising on social media platforms can feel like a minefield and getting your strategy wrong can be very damaging to your business. Getting expert agency advice will show you where you should be spending your money and how that will convert to sales.

    How does ad spend work and where do you start?

    This really depends on what you have done before. Some businesses will have a really clear idea in mind, typically when you have previously worked with an agency as you will have more insight into how things work and the best way to do things. Others are starting from scratch and have no idea and no experience, either with an agency or attempting it for yourself.
    Either way, phase one is key – this is setting objectives or the ‘digital plumbing’, making sure everything is tracking and set up correctly.
    From an advertising perspective, an agency will usually look at the low hanging fruit and make small improvements that have a big impact, largely based on whatever you have been doing previously. A balanced and effective retargeting funnel can get them going with a couple of easy wins. From here, and once you’ve got a bit of a platform, an agency will be able to start to compare and contrast.

    Diversification of spend

    Diversification of spend is going to be one of the dominating topics throughout the decade. Facebook + Instagram and Google’s ad network have dominated and, in the future, will be challenged as there will be spend going to other platforms such as TikTok, SnapChat and Pinterest.
    It is highly likely that we will also see Apple ads, and this could be one of the reasons why they made the iOS 14 changes, in preparation for launching their own ad platform. This means they will be able to target the iPhone or iOS users and it’s going to be incredibly valuable. Watch this space.

    Spread your budget across a number of channels

    A competent agency will understand how to do this effectively, but it can be risky if you don’t have an innate understanding of each channel. Done well, it can be highly successful. One aspect of your diversification of spend is about mitigating risk; you don’t want to be solely reliant on one channel, even if it is your best performer.
    It is also really important to understand where and how those channels work together. For example, Google is very much an intent based platform. It is phenomenal for remarketing and really effective if you have already generated brand awareness and someone searches a specific term or your brand name. For this aspect, it is arguably the best marketing tool available. But it is very limited when it comes to scaling.  One of the ways you can scale that channel is to increase your budget elsewhere, to make that pool of people or potential customers much bigger.

    Maximise your impact with the right approach

    Rather than you approach being different for each channel, it’s more about your approach being appropriate. You need to hone your style and your language to each platform as diversification of spend optimises the other ad platforms. If you use TikTok, your creative will need to be more tongue in cheek and have a ‘native’ editing style or it will stick out like a sore thumb. Facebook & Instagram can be considered more premium and even more so for YouTube as your creative has to be longer and of a certain calibre. Google is mainly copy based so allows you to hit people in lots of different, creative ways on different platforms. This is really one of the keys to diversification of spend

    Identifying or quantifying the value of your sales when using multiple channels

    Understanding how each platform attributes sales will play a big part in identifying or quantifying the value of your sales. The big change with iOS 14 is that Facebook has gone from, at its highest, a 28-day view down to only a one-day view and seven day click. This means that if someone clicks on an ad and then purchases within seven days, you’ll have an attributed sale.
    However on TikTok and even Pinterest, the attribution windows are much shorter, so if your return on ad spend on Facebook is 3.5 but on TikTok is 1.5, then within the same attribution window, TikTok might be out-performing Facebook because on that last click basis, that performance is quite strong.
    Understanding the parameters of what success is on different platforms is really important.

    Influencer marketing

    Whilst this is a big topic, ad spend can be extremely effective on influencer marketing if it’s used as part of an upper funnel awareness strategy and its success isn’t measured solely by an uplift in sales. The use of ambassadors or other channels distributing your media can be hugely powerful and definitely needs to be considered as part of your online marketing mix and incorporated within your paid spend.
    Getting ad spend right and utilising social media platforms to maximum effect is an art, and to ensure you maximise your success, finding an agency to steer you through could be your most effective use of budget.

  • Five privacy must dos for CEOs

    Five privacy must dos for CEOs

    With busy businesses to run, privacy can fall down the priority list for many CEOs. 

    Nigel Jones, ex head of legal at Google EMEA and co-founder of the award-winning Privacy Compliance Hub explains how and why CEOs should give privacy the attention it deserves.
    Over the past few months, the Information Commissioner’s Office has fined Reed Online £40,000 for sending unsolicited marketing emails. Tuckers Solicitors received a £98,000 fine after a ransomware attack. And Seaview Brokers was fined £15,000 for making more than 4,000 unsolicited marketing phone calls. 
    Getting privacy wrong can lead to considerable fines, a damaged reputation and loss of customers. A third of all UK organisations lose customers after a data breach and 40% of customers say they’ll never return to a business after a security issue. 
    But CEOs also have a moral obligation to get privacy right. As Tim Cook, CEO of Apple pointed out on last year’s Data Privacy Day: “If we accept as normal and avoidable that everything in our lives can be aggregated and sold, then we lose so much more than data. We lose the freedom to be human.” 
    Faced with a long list of competing priorities, here’s how CEOs can play their part in creating a culture of continuous privacy compliance. 

    Have a programme

    We get it. Privacy can seem complicated and many CEOs don’t take an active role in ensuring their company has an up-to-date, continuously improving privacy programme  – or even a privacy programme at all. 
    But this isn’t a smart way to lead. Privacy is a growing concern for customers, employees, and regulators; improved privacy is already a competitive advantage in many marketplaces. Consumers – and investors – want to see adequate privacy strategies in place. Many will refuse to do business with companies that can’t demonstrate where they stand on using, protecting, and giving individuals rights in relation to personal data. 

    Have a crisis plan

    Those that do not prioritise privacy increase the risk of data breaches. Employees who are less informed about why privacy is important and how it should be protected are more likely to make poor decisions about data usage – putting personal data and their organisation’s future at risk. A sobering 88% of data breaches are down to human error. So even forward-thinking companies that invest heavily on cyber-security can come unstuck due to human error or sophisticated ransomware attacks. 
    A crisis plan is crucial. Companies have a legal obligation and a financial incentive to report and respond to data breaches in a timely and open manner. If your organisation falls victim to a breach, a simple action plan could save your business millions of pounds in fines and lost revenues due to reputational damage, plus an enormous amount of aggravation. 

    Appoint a privacy lead

    Privacy can fall into the cracks between legal, operations, marketing and even finance departments, resulting in inertia because nobody has been made responsible for developing and maintaining a privacy programme. Does your organisation have someone who ‘owns’ privacy? Organisations have ‘leads’ on sustainability because it’s important to organisational reputation, and it can deliver cost and other benefits. Privacy is no different. CEOs should delegate responsibility to one individual, ensure expectations are clear, and regularly check in on progress. 

    Then delegate accountability to everyone

    But that doesn’t mean the rest of the organisation won’t be involved. The most successful businesses have a shared purpose or vision which unites everyone from the factory or shop floor to the boardroom. While one individual needs to be ultimately responsible for privacy (whether as a formal Data Protection Officer or otherwise), everyone needs to play their part in ensuring an organisation’s privacy programme is a success. Involving every employee has two main benefits; the first is better decision-making on data usage and security, the second is letting employees know that they work for an ethical organisation that strives to do the right thing.  

    Create a winning privacy culture

    One of the mistakes organisations make is preparing a few policy documents on privacy which only the legal department sees, and which soon go out of date due to the changing nature of the business or the regulatory landscape. Treating privacy as a one off project is inadequate. Privacy is fast-moving – consumer attitudes and awareness about how their data are being used are changing, and regulators are showing their teeth. 
    Privacy needs to stay front of mind, and organisations need to constantly adapt their privacy stance to a changing landscape. That’s where a culture of continuous privacy compliance makes a difference. Having a winning privacy culture, where people understand and care about privacy, where individuals know what they have to do to respect privacy in their day jobs, and where the organisation stays on top of changing regulations helps prevent breaches, and the reputational damage caused by poor privacy practices. 
    Most CEOs do care deeply about privacy and understand the link between successful privacy practices and successful business. Often the only stumbling block is prioritisation, as business leaders fear long, costly, complicated projects that will remove resources from other tasks. But by making some simple changes, allocating responsibility to a key point person, and stressing the importance of privacy to the whole organisation, CEOs can put privacy at the heart of the organisation’s values and mission. It’s easier than you might think.  
    Nigel Jones is the co-founder of The Privacy Compliance Hub, a no-nonsense platform created by two ex-Google lawyers that makes compliance easy for everyone to understand and commit to. Take your free 10-minute GDPR health check here.

  • Apple agrees to £77M settlement over alleged Siri eavesdropping

    Apple agrees to £77M settlement over alleged Siri eavesdropping

    Apple has pledged to pay $95 million (£77 million) to settle a US class-action lawsuit alleging that Siri, its virtual assistant, recorded private conversations without users’ consent.

    The proposed settlement, filed in a federal court in Oakland, California, comes after a five-year legal dispute and covers tens of millions of Apple device owners.
    Although Apple denies any wrongdoing, it has agreed to the payout, which allows individuals who owned Siri-enabled devices — including iPhones and Apple Watches — to claim up to $20 per device. The case focuses on allegations that Siri was unintentionally triggered without the use of the “Hey, Siri” wake word, resulting in private conversations being recorded and shared with third parties such as advertisers.
    Plaintiffs reported incidents where private discussions about products or services — from Air Jordan sneakers to specific medical treatments — apparently led to targeted adverts for those same items. They allege that Apple captured and shared these conversations without user permission.
    The proposed settlement could damage Apple’s privacy-focused image, with chief executive Tim Cook previously positioning the company as an industry leader in safeguarding customer data. However, the $95 million settlement represents just a fraction of the profits Apple has generated since 2014 (an estimated $705 billion).
    The settlement still requires court approval, with a hearing proposed for 14 February in Oakland. If approved, eligible US customers who owned Siri-enabled devices between 17 September 2014 and the end of last year will be able to submit claims. Lawyers for the plaintiffs may seek legal fees and expenses from the settlement fund, potentially up to $29.6 million in total.

  • Effective marketing tips to make your business stand out from your competition

    Effective marketing tips to make your business stand out from your competition

    Throughout my career, I’ve been lucky enough to witness almost everything that could happen to a business throughout my careers.

    I worked as a chef. I worked as a marketing director. And I’ve been a CEO and co-founder too. Let me tell you one thing — no matter the industry, at the end of the day, you’re fighting for the customer. You want them to come back again and again and again. That’s how you build a successful business.

    But it’s much easier said than done. You know that. I do too. So, when it comes to marketing, getting customers, and growing a business, I believe that I have a few tricks up my sleeve from exploring all types of careers over the past 20+ years.

    Let’s dive deeper, shall we?

    I truly believe that word of mouth is the most important marketing channel for any business.

    Think about it. If you have 10 customers tell five of their friends about how good your services are, you have 50 new potential customers. Now do that same thing with 50, 100, 1000 customers.

    At Fantastic Services, we service 50,000 people a month. If we do our job well, there’s a potential for a quarter-million new customers!

    But here’s the catch — it’s impossible to always do the job to a level that makes people want to talk about you. Especially if you’re working with people, there’s a lot of room for error, which is completely normal.

    Yet, you need processes in place to ensure that you make even unhappy customers at the very least satisfied. I’ve worked hard not to build a “sorry” company.

    “Sorry, we couldn’t turn up on time.” “Sorry, we’re not available at that time.” You get the point. The market doesn’t care. They’ll simply go to someone who can get the job done. 

    Make it a conscious decision to minimise the number of mess-ups that happen and make sure everyone working in your company preaches the same values.

    People want convenience and speed.

    Companies that can do both are the ones that thrive. It’s a fact of business.

    Take a quick look at Uber and Revolut. Both companies disrupted two very stagnant industries — taxies and banking. And there’s only one reason for their success. Both were more convenient and faster than traditional means.

    They just made things quicker.

    I’ve implemented the same methods in all the companies I’ve built. For example, we made booking services for the home as easy as possible at my most successful venture.

    Whenever you feel like your company doesn’t help move the industry forward, think about what you can change in terms of speed and convenience.

    Questions that can help you are:

    • What do customers hate about the industry?
    • What cliché about your industry do you hate?
    • How can you make it better?

    It’s really easy to be disruptive in business.

    Well, not easy-easy, but it doesn’t take much effort to come up with a disruptive idea. Realise what people truly dislike about the industry you operate in and work towards solving that issue.

    It’s easier to find that problem than people think.

    When you’re doing anything marketing-related, focus on how you help your customers.

    Ask any marketer in a tech startup what makes or breaks a product, and they’ll tell you how important messaging is. Messaging, essentially, is how you communicate your services or products.

    It’s the words you use.

    See, words are the most powerful tool a founder or a manager, or a brand can possess. Words can inspire and motivate. When used in the wrong way, words can be disheartening too. That’s why you have to be careful.

    When you work on your next marketing campaign (be it a digital one, or you distribute leaflets), focus on how your services or products help the customer solve a “pain”.

    Simply put, the brand that makes Nurofen doesn’t sell pills, they sell hangover-free Saturday mornings. If you have a farm and grow fruits, you don’t sell fruits. You sell the healthy lifestyle associated with fruits.

    You get the point. Your marketing needs to solve customer pains.

    Don’t be afraid to admit your failures.

    I have a special relationship with failure. Any successful person out there does—even those outside of business.

    Michael Jordan has missed more than 12,000 shots throughout his career.

    Embracing failures is important for one big reason. To welcome your flops is to admit to yourself you can do better next time. So many founders and companies hide their failures and create these stagnant cultures within their ventures that eventually end up hurting business.

    When you mess up, admit it. Then go above and beyond in making it better. Read my first point in this article again. Admitting failure welcomes experimentation and improvement within a business.

    Make repeat customers.

    There’s this famous talk by Gary Vaynerchuk and Jon Taffer that’s going around the internet where they talk about making customers come back to your restaurant.

    When I was a chef back in the early 2000’s we used to do that exact same trick — first-time customers get a red napkin. You go above and beyond in serving them. This increases your chance by 40% of that customer coming back to your restaurant. Do that three times, and now there’s a 90% chance for that customer to come back a fourth time.

    That’s how you make repeat customers and increase brand loyalty. Back in 2014, we built a custom CMS that allows us to do that. This was crucial for expanding our customer base and onboarding new franchisees.

    Now, that’s no excuse to slack off on your returning customers. Quite the opposite, this is a framework for constant improvement. You’ve already set the expectations quite high. You need to deliver.

    To wrap everything up…

    Business is a persistence game. Wake up, show up, go above and beyond for your customers, repeat.

    Do that every day for two years in a row, and you’ll see business start to grow. That’s what we teach our franchisees as well. Although it doesn’t take them that long to start getting business, two years is a realistic and healthy timeframe for most new companies to start growing and seeing success.

  • Does Automatic Enrolment affect me?

    Auto-enrolment and benefits – what you need to know

    Auto enrolment (AE) is one of the biggest public policy changes of our generation. The Government, which has long wanted to manage its burgeoning bill for providing pensions, has selected employers as the channel to deliver worthwhile retirement pots for the people. For SMEs in particular, picking up this responsibility can seem like a scary prospect, particularly when some of the larger employers – who might be expected to have the resources to take this in their stride – have already been pulled up for failing to implement auto-enrolment correctly.

    Given the necessary focus on pensions, it might seem an unnecessary distraction to think about other aspects of your employees’ packages, but a little thought now could pay dividends in the long run – especially if you get someone else to do the thinking for you.

    Staying legal is obviously the first priority when it comes to getting through AE successfully, so I’m not advocating that anybody lose sight of this. There are some complex communication obligations involved but there’s also absolutely no need to panic. Give yourself six months before the staging date applicable to your company – when AE kicks in – which is determined by how many employees you have, and get some expert advice.

    If you don’t know what staging date applies to your company, you can find out from the Pension Regulator’s website. And if you don’t have a financial adviser already, sites such as www.unbiased.co.uk/business can help point you to some options.

    Your adviser will almost certainly point you towards a software solution to ensure you satisfy your legal obligations, but the software should also have the capacity to link seamlessly with other financial benefits, even if these aren’t offered at the moment – you won’t want to face the dilemma of changing your systems or having to operate several stand-alone ones if you later decide to introduce new benefits. In addition, the software should minimise the effort involved in handling data within your company or in reporting to the supervisory authorities – nobody wants, or can afford to get bogged down in red tape. If it sounds like data handling is going to become a chore, don’t be afraid to ask your adviser what else is available.

    The same questions need to be considered when selecting your benefit providers. Your pension provider of course needs to be capable of delivering good returns on your company’s and employees’ contributions, but they have to be able to do this within the constraints on charges set by AE regulations. Some of the established pension providers are only looking for large companies’ business on these terms, because they need big volumes to make it viable for them.

    The Government anticipated that it may be difficult for some companies to find a pension provider willing to take them on, which is why it set up NEST (National Employment Savings Trust), but this isn’t your only option. Other providers have also stepped in, such as NOW: Pensions and The People’s Pension. Although both are new names in the market, both have considerable track records in handling low-cost pensions generating good returns. NOW: Pensions have successfully run the Danish National Pension for more than 40 years, while The People’s Pension is a new entity set up by B&CE, a not-for profit organisation founded in 1942 originally to provide construction workers’ pensions.

    As with pensions, you may need to look outside familiar names when considering other financial benefit providers. Just as your pension arrangements are set up to run with the minimum hassle, you want to get the same from whoever is providing, for example, death and disability cover for your employees, whether that’s now or in the future. As in selecting your pension partner, it’s important to get advice from an independent expert.

    So how would I sum up my recommended approach to AE?

    1. Get advice. There are pitfalls, but an expert will steer you around them. Doing a DIY job is almost certainly going to be a false economy. Talk to an independent financial adviser.
    1. Be prepared. Know your staging date – the date when companies of your size (by number of people) are required to commence AE – and as a rule of thumb give yourself six months to get new systems and processes in place. Make sure AE solutions offered to you make light work of data handling.
    1. Benefits are more than just pensions. Yes, your immediate need is to comply with pensions rules once you hit your staging date, but your software should be capable of handling any other benefits you provide now or in the future.
  • Gary Lineker liquidates Goalhanger Films ahead of capital gains tax increase

    Gary Lineker liquidates Goalhanger Films ahead of capital gains tax increase

    Gary Lineker, the former England footballer turned broadcaster, has strategically placed his television production company, Goalhanger Films, into voluntary liquidation ahead of upcoming capital gains tax rises.

    Co-owned with former ITV controller Tony Pastor, the company reported net assets exceeding £440,000 in its last published accounts.
    The decision comes as the UK government announced in the recent Budget that capital gains tax rates will increase from 10% to 14% starting in April, with a further rise to 18% in 2025. By liquidating the company now, Lineker and Pastor can benefit from the current lower tax rate on distributions from the company’s assets.
    Tony Pastor confirmed that Goalhanger Films is being “mothballed,” allowing the duo to focus on their rapidly growing venture, Goalhanger Podcasts. The podcast platform hosts popular series such as The Rest Is History and The Rest Is Football, and reported net assets close to £591,000 earlier this year.
    Lineker’s move aligns with the practice of Members’ Voluntary Liquidation (MVL), a process that enables solvent companies to wind up operations in a tax-efficient manner. An MVL allows business owners with significant retained earnings to treat distributed funds as capital gains rather than income, potentially resulting in substantial tax savings under the Business Asset Disposal Relief framework.
    Originally launched in 2014, Goalhanger Films produced high-profile sports documentaries featuring stars like Mohamed Salah and Serena Williams. However, the shift towards the more successful podcast division reflects Lineker’s adaptation to changing market dynamics.
    Despite stepping down from hosting Match of the Day after a 26-year tenure, Lineker remains a prominent figure at the BBC, with contracts to present coverage of the FA Cup and the 2026 World Cup.

    Lessons for Business Owners

    Lineker’s financial move offers insights for entrepreneurs and company directors:

    Act Early
    : Anticipating tax changes and making timely decisions can maximize financial benefits.
    Consider MVL: For solvent businesses planning to close, an MVL can be an effective tool to unlock value efficiently.
    Adapt to Growth: Shifting focus to more successful ventures ensures resources are allocated to areas with the greatest potential.

  • There's more to Google than searching the web

    There's more to Google than searching the web

    Say the word Google to anyone and they’ll probably give you the same response.

    “Well, it’s a search engine, right?” Certainly, Google is the world’s biggest tool for searching the internet and it has even become common parlance for browsing the web: “I’ll Google it”, as most of us have said at some point.
    However, there’s more to Google than its function as a search tool for websites, pictures, videos and shopping – use Google well and it will reward you.
    There is Gmail, YouTube, Google Maps, Google Drive, Google Blog (Blogger), Google Docs, Sheets and Slides, Google Voice, Google Translate, Google Calendar, Google Analytics, Google AdWords and Google+.
    So, what are all these functions which are available as part of the world’s leading online brand? And how can you, as a company, benefit from them?

    1) GMail

    A free email service offered by the company and launched to the public in 2007. Now the biggest web-based email provider. There are both advantages and disadvantages when using GMail for your business. Contrary to popular belief, you can set up GMail with your company name, for example, info@gravitydigital.co.uk, however, many people find GMail far less easy to use than traditional Outlook.

    2) YouTube

    Video is fast becoming one of the most popular ways of promoting a business of any size. YouTube is Google’s video sharing site which it bought for $1.65 billion in 2006. It now operates as part of the Google brand, allowing users to upload and share videos as well as leave comments and rate content. Never has it been so easy for small businesses to showcase what they do in video format.

    3) Google Maps

    Google offers a service to businesses which allows them to appear on Google Maps, helping customers find where you are. Contact information, ratings and reviews of your company are also listed as part of the service. Being on Google Maps is vital in 2015 and will help bring customers to you – there’s no reason to miss out.

    4) Google Drive

    This is Google’s contribution to the cloud, giving users the chance to store and share files on the internet. It includes Google’s own package of office software, Google Docs, Sheets and Slides, which allows companies and individuals to collaborate on the production of content. This means you can share files with specific suppliers – or indeed store all of your company information on there if you choose.

    5) Google Blog

    Blogger, as it is now known, is Google’s blog publishing service. A free tool, it provides a platform for sharing text, photos and videos with the world. Want to showcase your knowledge? Then publishing on Blogger is a Google friendly route to take.

    6) Google Docs, Sheets and Slides

    Closely integrated with Google Drive, this is Google’s office software package. The difference with more traditional software is Google’s solution is web-based and free as part of Google Drive. It allows users to create and share documents, spreadsheets and presentations quickly and smoothly online. Files are also compatible with Microsoft Office. The advantage of the software is its availability – for free – at any time, anywhere in the world.

    7) Google Voice

    More relevant for those in the United States, Google Voice is the company’s voicemail service. It allows users to receive calls and messages across multiple phones from one inbound number which is provided free of charge by Google.

    8) Google Translate

    Now supporting 90 languages, Google Translate offers a functional service to more than 200 million people a day. The function can even pronounce text and decipher what language text is in – although users should be wary, using this service instead of a human specialist translate for your marketing materials destined for different languages or cultures, may not end well!

    9) Google Calendar

    Even available as a mobile application, Google Calendar stores information in the cloud and is therefore a reliable interface for a company and its appointments. Compatible and versatile, Google Calendar is integrated with GMail and iGoogle.

    10) Google Analytics

    Google’s analytics service is the most popular on the internet, giving data on site visits, bounce rates, page views and unique visitor numbers among other statistics in relation to your website. It really is an excellent tool and one of several free resources that you can use to measure your digital marketing.

    11) Google AdWords

    The main source of income for Google, AdWords enables advertisers – companies like you – to market their goods and services in its search engine. This “pay per click” advertising system displays your advert as a sponsored link when a searcher enters a phrase which matches what you offer. With a well-placed advert, your company can be at the fingertips of the world – although make sure you never put your company name as an AdWord, people searching for you already will naturally click on the first link – and that’s money out of your budget!
    The whole Google package contains elements which can be vital for small businesses and their marketing campaigns. Remember, 90 per cent of people who use the web use Google to browse for products and services. That’s more than two billion people across the globe. Some Google tools are dispensable while some are almost compulsory. For example, having your company listed on Google Maps is vital, while using the Google Calendar is not.
    So, you need to ask yourself the question: am I getting the most out of Google and all tools it offers?

  • The six habits of happy people

    The six habits of happy people

     
    Yet, in spite of the vast body of information that exists on the subject and the seemingly insatiable appetite for achieving a state of happiness, it appears that very few of us actually manage it.
    One of the reasons that happiness remains so elusive is that it is a very individual thing and for each of us the components of happiness will be different. When we undertake personal development work, we start to understand more about our own criteria for happiness.
    However, there are undoubtedly some helpful habits that we can cultivate that enhance our chances of happiness, as well as some unhelpful behaviours that we should avoid. In my experience, the six habits most often found in happy people are:

    Understanding that happiness comes from inside not outside

    As a society we tend to believe that happiness comes from outside ourselves. The formula we are taught is: work hard, earn money, acquire goods, be successful = happiness. This keeps us stuck on a perpetual treadmill of pursuing more and more stuff, or striving for greater and greater success as a way of validating our sense of self-worth. Each time we get the stuff, the desired happiness tends to be fleeting or fails to materialise altogether. We then set out in pursuit of more stuff, more badges of success and so it goes on. Once we recognise that consumerism is a flawed premise and that the happiness we are seeking lies inside ourselves and not “out there” we become happier people. This doesn’t mean we have to live in poverty, it just means that we are not dependent on the stuff to make us happy. If we get the stuff, great. If we don’t, we are still happy. By taking our focus off the constant pursuit of stuff, we have an opportunity to stop and work out what actually would make us happy. The focus needs to shift from what is outside us to what is inside us in order to achieve lasting happiness.

    Being happy in the here and now, rather than postponing it

    The belief that happiness comes from outside can lead us to postpone our happiness. We sacrifice the happiness of the present in the belief that happiness will show up at some point in the future … when we have paid off our mortgage, retired from our job, achieved the level of income we aspire to etc. etc. When we recognise that happiness comes from inside us and not from external circumstances, we can begin being happy today, right now. We can start to examine what would really make us happy and do something about it.

    Valuing themselves highly

    Self-esteem or self-worth is about how highly we value ourselves. It is not about placing ourselves at the centre of the universe or believing that we can do anything we set our mind to, which can lead to unrealistic expectations. Valuing ourselves means recognising our own strengths and building on the areas that challenge us. This is the foundation on which our future happiness is built.

    Taking responsibility for meeting their own emotional needs

    In our minds, each of us has a list of emotional needs and we often look outside ourselves to get these needs met. The problem with expecting others to meet our need for love, respect, acceptance or anything else is that we are gambling with our self-esteem. In essence, we are giving other people the power to make us happy or sad when the power actually lies within ourselves. Our attempts to get our emotional needs met can lead to a whole range of unhelpful behaviours and unhealthy relationships. Have you ever stopped to question why you are spending so much money or acquiring more and more stuff, for example? What need is this meeting within you? When we take responsibility for our own emotional needs we take back the responsibility for our happiness. Loving ourselves means developing the quiet self-confidence that comes from knowing our own worth. When we love ourselves, we make it easier for others to love us. And, as an added bonus, whether or not another loves or not becomes irrelevant as we are already bathed in our own self-love.

    Overcoming negative beliefs about themselves

    Most of us carry around negative beliefs about ourselves which may go back to some of our earliest childhood experiences and which we may or may not be aware of. Often, these beliefs reveal themselves in times of stress or in our emotional reaction to others. Negative beliefs about ourselves are toxic to our wellbeing and happiness and much of our energy can be taken up in trying to prove them wrong rather than endeavouring to change them. It can be nigh on impossible to love ourselves if, fundamentally, we believe we are a worthless person. But, like a piece of faulty software, our brains can be reprogrammed to overcome negative beliefs. Succeeding on doing this creates fantastic opportunities and provides a solid foundation on which to build greater self-esteem and self-worth.

    Avoiding comparisons with others

    Comparing ourselves with others can lead to dissatisfaction, discontent and a sense of not being good enough. It can produce unhealthy competitiveness and distract us from our own path. Our comparison culture fuels consumerism and unhealthy workplace stress. When we focus on our own happiness, rather than looking around at others we are far more likely to achieve the peace and wellbeing that we are looking for.
    Right now, in our Western culture, we have a model of happiness that says “as long as everyone can see how happy I am, I must be happy.” So, we go on pursuing more and more stuff, working harder and harder to achieve the badges of success that never quite deliver on their promises of happiness. By working on our own emotional happiness, maybe we will realise that we don’t need so much stuff. Maybe we will be content not to work so hard. Maybe we will discover inside the happiness that has eluded us for so long while we’ve been searching in all the wrong places.

  • Building a business through acquisition

    Building a business through acquisition

    Growth: the act or process, or manner of growing. In business, that act or process of increasing in size, revenue, market share, or profitability is vital – particularly in the current economic climate, which is testing the resolve of even the strongest businesses.

    There are various types of business growth, including organic, when a company creates the right conditions for expansion; strategic, which focuses on long-term growth through specific initiatives; as well as through acquisitions.
    The latter is often referred to as ‘buy and build’ – a concept that sounds straightforward in nature. You acquire a company and, with it, increase your value and grow the business. Easy, right?
    Yes, it can be a highly effective way of reaching your strategic objectives in a relatively short amount of time, but it’s not always an easy investment thesis to get right. Each business you buy has a different culture and geographical spread, therefore, the transition of two becoming one requires time and careful consideration. You have to work hard to integrate what you’ve bought.
    However, when executed correctly, buy and build can help to accelerate growth – whether that’s adding complementary products, services or skills to your proposition, expanding your geographical footprint, opening the door to new markets, or deepening your sector presence. Typically, it can deliver the sort of growth that could take three to five years to achieve organically.
    So, what do businesses need to consider when going down the route of buy and build as part of an overall expansion strategy?

    Organic comes first

    For buy and build to be successful, it should also complement an organic growth strategy. Without the right foundations in place, a buy and build plan is less likely to succeed. Businesses at their root need to be well-managed, well-capitalised and already delivering strong organic growth. As such, focus on the fundamentals and the rest will come.

    Planning and strategy

    Making the right buying decisions, at the right price, takes planning. Having an appetite for growth is one thing, but unless you create a road map and bring the future into the present, then your desire to accelerate growth is likely to fail. Be very clear what your objectives are from the beginning and what’s important to you as an individual and for the company. Emphasis should be placed on establishing a value proposition, understanding how defensible you are in the wider market, and the key opportunities and risk facing the business.

    Funding ambition

    Raising finance to fund your vision is a critical step in the process of buy and build. Funding options vary from business loans to debt finance, private equity and even crowdfunding. Whatever route you choose, finding the most suitable investor who fits with the culture and strategic aims of the business is hugely important. At the core of raising finance is building a relationship with your investor. Make sure they understand what your business stands for and equally that they want to safeguard it. At the same time, consider their approach and if that fits with yours – whether that’s hands off, when needed, one that’s supportive in nature, or one that’s more entrenched in your business. Trust is key.

    Hitting the right target

    When sourcing potential acquisition targets, it’s essential to carry out thorough due diligence to ensure there are no unexpected problems or unforeseen liabilities down the track. This includes making sure you request full disclosure on all financial and operational aspects of the business you are looking to acquire. Ultimately, when integrating an acquired company, you want to achieve sales and costs synergies that will support future growth, so it’s essential you do your homework so you don’t get saddled with a company that drains you of both time and money.

    Market potential

    A buy and build strategy will only be a success in a market where there’s space for consolidation. If your target market has experienced rapid consolidation in recent years, with large well-established participants buying up smaller companies and rivals, it can make it more difficult for new entrants to grow by acquisition and build a business of scale.

    Timing is everything

    Knowing when the time is right is crucial. Is your business at that ‘step-change’ moment? Has it achieved sufficient scale and is trading in such a way that it provides enough width and depth to allow a management team to accelerate growth? It’s easy to underestimate the management bandwidth required to scale a business at pace. Does your strategy require a dedicated integration team? Are there enough middle managers to handle each newly acquired site or business? And does the senior management team have the capacity to execute a seamless acquisition plan while continuing to run the business day to day? If you get your timings wrong, there’s a danger that you won’t have the right team or processes in place to achieve your aims.
    There’s no doubt that buy and build is an effective method for ambitious, entrepreneurial businesses looking to scale up – and scale up quickly. Yes, it only works when the opposing parts fit together and complement one another. But, in a short space of time, you can achieve scale through careful and strategic additions. What’s more, the last few years of economic uncertainty have done little to dampen the intent of businesses. Why? Because innovative businesses that take a more risk-welcoming approach, choosing to embrace growth in the face of adversity, are the ones that have and will continue to flourish.

  • The Insider’s Guide to Employment Law Updates

    The Insider’s Guide to Employment Law Updates

    Welcome to April – Pay & Leave Updates!

    Hey there, workers and employers alike! April 6th is a big day for your wallets and your schedules. Below is the latest scoop on statutory pay changes and family‑friendly leave policies, all laid out in a breezy, friendly style. Grab a cup of tea and let’s dive in.

    Statutory Pay Tweaks

    • Statutory Sick Pay (SSP) jumps from £87.55 to £88.45 per week.
    • Maternity, Paternity and Adoption Pay nudges up from £138.18 to £139.58.
    • Redundancy Pay now uses a maximum weekly figure of £475 for calculations.

    Shared Parental Leave: Splitting the Love

    New rules allow parents of babies born on or after April 5th, 2015 to share a part of the mother’s maternity entitlement. Here’s the nutshell:

    • Each eligible parent can submit up to three notice periods for leave.
    • ‘Share’ the 12 months of leave between the two of you – even on a monthly basis if you fancy it.
    • Extra perks: 20 optional “in‑touch” days (SPL‑IT) plus the usual 10 KIT days for maternity.
    • Keep in mind that standard maternity/adoption/paternity leave stays the same unless you opt for SPL.
    • Birth mothers still need to take at least two weeks off after the little one appears.
    • Fathers can grab an additional two weeks of statutory parental leave on top of any SPL.

    Before you hit the “send” button, chat with the employee about how the leave will work. Re‑requests can be a time‑sink for HR. Remember, a proper SPL can’t be denied unless there are legitimate reasons, just like flexible working. No pressure to cancel, no penalties—just a smooth process.

    More Rights for Surrogates & Adoptive Parents

    • From April 6th, adoptees and surrogates are treated like any other employee when it comes to pay and eligibility for maternity leave.
    • Unpaid parental leave extends up to the age 18 for all kids.

    New Compensation Limits

    • When it comes to unfair dismissal, the weekly pay cap rises to £475.
    • Max compensation for such cases now tops out at £78,335.

    Coming Soon: Managing Sickness Absence

    The Health and Work Assessment and Advisory Service is launching soon to help employers support staff with absences longer than four weeks. Expect:

    • A thorough assessment of the situation.
    • A tailor‑made return‑to‑work plan showcasing how the employee can get back on track.
    • Regular updates so everyone stays in the loop.

    Need a hand planning your next move or figuring out these new rules? The Forum’s business advice team is ready to help. Don’t forget to give them a shout at 0845 130 1722 or swing by www.fpb.org for more details. Good luck, and let’s make April a month of fewer headaches and more smiles!

  • Recruitment Mastery: Winning Strategies Part Two

    Recruitment Mastery: Winning Strategies Part Two

    Part Two: Nail the Interview and Seal the Deal

    We’ve already cracked the job ad and shortlist grind in Top Tips for Successful Recruitment. Now, let’s dive into the heart of hiring: the interview and the final offer. If you’ll put everything on the line in the job listing but collapse when you actually hand the candidate a contract, you’ll have naught but a sad headline.

    Interview Strategy – Let ’Em Shine (and maybe laugh a little)

    • Open the stage. An interview should be a stage for candidates to showcase skills and ambition, not a stunt show. Avoid bizarre ice‑breakers like “If you were a fruit, what fruit would you be?” – British chefs might love this, but it favors only the seasoned performer, not the solid sequel you’re after.
    • Keep it level. A structure gives you a benchmark. Know what you’ll ask each person; otherwise, you’re comparing apples to oranges. Uniform questions let you weigh abilities on a common scale.
    • Trust, but verify. Your gut reaction has weight, yet don’t let it bulldoze objective assessment. Remember the “first‑60‑seconds” myth? It’s tempting, but make sure you’re digging into skills that match the role.
    • Legal‑safe questioning. Ask about work experience, not demographics like age, race, or personal lifestyle. Phrasing matters: “Tell me a time when you handled a challenge” or “How would you solve X?” subtly extracts the right information without crossing legal lines.
    • Give them room. Rather than “Do you have any questions?” ask “What’s your take on this role?” and “What have you found out about the company?” This flips the script, gauges research effort, and uncovers their enthusiasm.

    Closing the Deal – The Offer Phase

    • Speed is your friend. In a talent‑hungry market, good candidates get multiple offers. Reach out within a day or two or risk handing a competitor a shiny new role.
    • One call, and that’s it. Pick up the phone. Enthusiasms are contagious; you’re pulling them into your squad and hearing their excitement.
    • Follow up in writing. Send an offer letter or email with every detail – title, salary, benefits, holiday entitlements, start date, reporting hierarchy. Add a request for proof of work eligibility and a standard reference/medical check clause. Declare a deadline: three days to a week is polite yet decisive.
    • Don’t leave them hanging. If there’s hesitation, ask politely: “I hear you need time; what’s your initial reaction?” Open a dialogue; address concerns, provide extra data, and help them decide. This is a contract, not a date – urgency is key.

    Feeling stuck on the agency question? In our next article, we’ll break down when to tap a recruitment agency and how to make that choice count.

    Need game‑plan support? Drop us a line – we’re ready to help you turn hiring into a smooth, confidence‑boosting process. Happy recruiting!

  • Never make forecasts, especially about the future

    Never make forecasts, especially about the future

    If you could predict with absolute certainty the exact moment each opportunity in your company’s sales pipeline would convert into an order, wouldn’t life be marvellous.

    The Hollywood movie mogul Samuel Goldwyn is reputed to have said “never make forecasts, especially about the future’.  Whilst these may appear (especially in current times) wise words, if you’re running a large order complex business, Sam’s quote is unlikely to be an escape route from having to say, “What you expect to happen in the future”  when it applies to your sales (and cash flow) forecasts.
    With that in mind, here are some tips that might help you get your sales forecast closer to right than wrong.

    Measure your accuracy

    If you work in an environment where your forecast accuracy is measured for you, be grateful that someone is helping you improve your forecasting ability.  If you don’t, start to measure it yourself.  Give yourself a (very quick) pat on the back for what you got right and then turn your attention to what you got wrong.
    Take out any emotion or defence mechanisms around the things that were “out of your control” and rationally analyse what you would/could have done differently if you could turn back time to when you last updated your forecast.

    Acknowledge that it’s important

    A forecast is not an administration exercise, if you say you’re “doing your admin” when updating your forecast you may want to reassess your priorities.  Business plans, cash flows, your and your colleagues’ future employment are all based on your company’s ability to obtain orders from your customers.
    Being able to forecast when these orders will arrive, how much they will be worth and when they will be invoiced is one of (if not the) most important set of numbers in any business.

    Be honest

    An accurate forecast depends on an honest appraisal of your sales pipeline, the less honest view you take, the less accuracy you will be rewarded with.  If you want to fool yourself that your sale pipeline is better than it actually is, it’s not very difficult to achieve, just be over optimistic about when your orders will arrive and what their value will be.
    It might keep the management or the bank away from you or it might give you the blanket of false security you’re craving.  However, it will be short lived and the only person you are really fooling is yourself.  If your pipeline doesn’t look great, be honest and focus on what you need to do to improve it.

    Learn and improve

    Accurate forecasting is a skill; there is no fool proof methodology. If there was we would all know about it, I wouldn’t have written this and you wouldn’t be reading it.  Like any skill, the more we learn from our past successes, our past mistakes and the harder we work at it, the better we get.
    So apply the learning techniques and the “purposeful practice* to forecasting that you would to any other skill you want to improve.

    Find your perfect model and process

    If your forecasting systems are not up to scratch, then find a way round them, through or over them: whatever you do don’t let them stand between you and having an accurate forecast.  If the model and process you are using does not work and you don’t know what to do, hire someone who knows what good looks like to redesign it for you.

    Take responsibility

    It’s your forecast, you own it and you’re responsible for its accuracy, it can’t be delegated, allocated or transferred to someone else.  This is particularly true for those in the sales and business leadership positions.  It doesn’t matter if your forecast is an aggregation of ten, a hundred or even a thousand other peoples’ forecasts; it is still your responsibility.
    Of all the factors involved in accurate forecasting, buying into the fact that you are 100% responsible for your own forecast is probably the most important.  Forecasting accurately is hard work, it demands time and attention and a real desire to get it right.
    Samuel Goldwyn might not have been interested in “forecasting the future”, but then again he didn’t need to, he was in the movies, he could make the future whatever he wanted it to be.

  • How to use social media platforms to successfully scale your business

    How to use social media platforms to successfully scale your business

    Scaling your business, whilst maintaining efficiency, is possibly one of the hardest things to do in performance advertising. The reason for that is down to the way the platforms are set up.

    There are two traditional scaling methods – horizontal scaling and vertical scaling

    Vertical scaling

    Vertical scaling increases the daily spend on each of the ads. As an example, you could start off at £10 a day and push that up to £1000 or £10,000 per day. This used to work, but things have changes and now it’s pretty difficult to do unless you’ve got an amazing advert and performance.

    Horizontal scaling

    Instead of increasing daily spend from, for example, £10 to £1000 per day, you run 10 different £10- a-day ads to get you to that £1000 per day total spend. To scale horizontally you need to create more adverts rather than just increasing the daily spend.
    You will see much better performance from horizontal scaling when you use rules to incrementally increase daily budgets, rather than massively increasing them over a given time frame.
    You can set up automatic rules; if your target is 3 times your return on ad spend, you can tell Facebook to automatically increase the daily budget by 10 or 15% if your ad is hitting that target and this is probably the most effective way to scale vertically.
    Comparability between accounts and platforms
    There is a huge advantage to outsourcing your performance marketing as not only do you get access to a specialist but also the advantage of that agency being able to compare against other brands in other locations, and potentially even brands in similar verticals
    For example, if we can see that the CPM’s are really high in the US and this is consistent throughout, this identifies a universal trend across the platform. If you are only working on one brand and one ad account, it would be almost impossible to make those sorts of assumptions with such limited data. With multiple clients, you can study overall performance and whether specific ad platforms are broken or have been down for a period of time. This insight can then be offered to the client and changes suggested to their plan or strategy based on this evidence.

    Interest based versus lookalikes

    New clients often haven’t had a pixel setup implemented, so there is no pre-existing data to work from. This means that from an audience perspective, you have to target cold or upper funnel audiences, and the way to do that is through interest-based audiences. On most platforms, you can target people based on their interests, age and in some cases, financial information. Using some of our bike brands as an example, we have generic bike audiences which are really broad- those who have an interest in cycling, cycling teams, the Tour de France and so on, but we also have a specific audience in cycling publications which have similar attributes.
    In addition, you can also create persona-based audiences. These are created based on different interests but instead of getting everyone interested in cycling (from the previous example), we would target someone of a certain age group. We can then use this customer profile and target your ideal customer through their interests; this is really effective.
    Once you have over 100 conversions through the pixel, or if you’re working with a client who has pre-existing data, you are then able to create lookalike audiences and these audiences are your best performers

    What is a look alike audience?

    If you have 100 customers, Google will then duplicate that audience by targeting people with similar characteristics to your customers, based on aspects such as finance or demographic. Your existing audience has already bought your product so by duplicating it, you have doubled your audience. Therefore, on a paid social, the lookalike audience will probably be your best performing audience.
    You can also stack lookalikes. Instead of targeting one lookalike audience, you can put lookalike audiences together, creating an even wider reach.

    Funnel/messaging structure

    Brands love to hit people with offers because they are a good converter. If you offer a 20% discount on your product, you’ll get a much higher clickthrough rate and probably a conversion. One of the problems that we see over and over is that brands are only trading on discounts. As a first interaction with your brand, customers are likely to make a purchase because people like the offer and want to buy it ‘now’, but this means you are only trading on one messaging style. To avoid this, it’s better to tailor the copy or the type of creative specifically, depending on where people are within the funnel.
    In the upper funnel, videos explaining the proposition of the brand and the USP of the product are effective, making sure that you are educating your audience about your brand and offering so that even if they don’t purchase, they will know more about you, and you will have infiltrated their subliminal radar.
    In your lower funnel, your audience is already educated about your brand and this allows you to push the sales boundaries and provide them with an offer because they’ve already been through multiple touchpoints, so your final right hook could be a 5 or 10% offer.
    The results from these methods will be your guide on what is working and what to avoid but regular tweaks and refinement are key. And your safest bet? The advice of an expert who does this morning, noon and night – it’s a minefield out there!

  • Unplugging Distractions: Mastering Concentration in the Modern World

    Unplugging Distractions: Mastering Concentration in the Modern World

    How often do you find yourself pulled away from your tasks by distractions throughout the day? The answer for most of us is “many times.”

    Ever Wonder Where All the Time Went?

    Picture this: you’re in the middle of a monster‑sized report, your fingers dancing on the keys. Suddenly an email pop‑up shatters your focus. We’ve all felt the itch to open it. You pause, devour the message, and then return to the report, only to find your head in a fog: “Where was I?”

    Now multiply that every day, every week, every month. 12 months later you’ll be left with more questions than answers: how many minutes (or even hours) have slipped away?

    And it’s not just a numbers nightmare – your output suffers. Every time you toss your brain from one task to another, you break the hard‑won flow state.

    The Classic Distraction Checklist

    • Email alerts screaming like raccoons at midnight.
    • Phone calls and missed calls that seem to demand your answer right then.
    • Your internet cravings – scrolling endlessly, chasing the next meme.

    How to Turn the Tide (and Bring Your Focus Back)

    1. Mute the Noise: Turn off those nags that send email notifications. Remember: you don’t have to answer right away.
    2. Keep Your Phone on Silent: Don’t let that ringing wobble your groove. Let the voice message handle the drama.
    3. Say “No” with a Smile: A polite decline can be your superpower. Not every ping actually matters.
    4. Train Your Mind: Think of distractions like buzz alerts – you’re controlling the moments to hit dismiss.
    5. Set a 10‑Minute Internet Cap: All right, devote ten blissful minutes to online surfing, then wheel back to your masterpiece.
    6. Communicate Your “Do Not Disturb” Mode: Tell colleagues, friends, and family when you need a sandbox of focus. Set boundaries so your deep‑work stays uncompromised.

    Why Bother? Because Quality Wins

    When you’re in the flow, you’re not merely working – you’re creating something remarkable. Every interruption is a step away from excellence. By locking out distractions, you unlock a roaring productivity machine.

    Happy focus-flowing!

  • Painful Lessons from a Dragon’s Divorce Trauma

    Painful Lessons from a Dragon’s Divorce Trauma

    Duncan Bannatyne reveals the warts and all heartbreak of his marriage breakup and divorce to second wife Joanne McCue in his autobiography Riding the Storm. His personal revelations demonstrate that no amount of money or career success can lessen the pain of divorce.

    Despite his millions, the business angel says that the end of his marriage crushed him physically and emotionally and, as the divorce process continued, he turned to drink and became increasingly depressed.

    Duncan, well known for his no nonsense style, reveals that he had to flee the television studio during the recording of Dragon’s Den to “go and cry somewhere” after discovering his wife was divorcing him.

    When Joanne broke the news via a text message that she wanted their marriage to be terminated while he was filming the ninth series of the popular BBC 2 business programme, Duncan writes that “I couldn’t believe that after 18 years together she didn’t tell me in person”.

    He describes waiting on Darlington railway station for a train to London with “tears streaming down my face” and feeling that the only way to “make the pain stop” would be to jump in front of a fast train.

    Duncan’s despair turned to anger as he labelled his ex-wife a “gold digger” and revealed that the couple had not signed a pre-nuptial agreement. The Dragon even vented his feelings on Twitter – on one occasion Tweeting “#singleBecause I didn’t sign a prenup#divorcedformoney”

    We live in a society where it is still perceived that ‘real men’ – particularly successful and powerful men – keep their emotions under wraps. The entrepreneur’s admission of his fragile state of mind serves as a lesson that even the strongest people can plunge the depths of despair when their marriage falls apart.

    Throughout my decades as a family lawyer I have witnessed clients from all walks of life – including many running successful businesses – who have struggled to cope with the emotional fall out of separation and divorce. On numerous occasions I have driven to meet distraught clients in pubs and tearooms out of office hours – because they feel alone, depressed and vulnerable.

    During the day these business leaders may be holding it together, but when staff leave and the phones stop, these successful business people may have no one to talk to and they can feel isolated.

    Apparently Duncan’s best man advised him to draw up a pre-nup and that raises the question why the TV celebrity – who had built and grown a substantial business empire and whose divorce left him ‘financially crippled’ – ruled it out?

    Lawyers and other professional advisers will often recommend that business owners sign such an agreement, so what are the lessons from the Dragon’s Den star to lessen the emotional and financial pain of divorce?

    1. If you are the one seeking a divorce, then make time to have a face to face conversation with your partner. It may be tempting to text messages or email to break the bad news, but is that fair? You are about to deliver devastating news to your partner – someone you presumably loved at some point in your relationship – so consider how that will affect them emotionally and psychologically.

    2. If you are the hurt party then, like Duncan Bannatyne, you may feel depressed, suicidal and perhaps very alone. Duncan was fortunate to be supported by good friends including his Dragon’s Den co-star Peter Jones. However, men in particular can find it hard to talk about their feelings to their mates. A good family lawyer should be able to refer you to a counsellor or talk to your GP about what help is available.

    3. In business you wouldn’t appoint someone without personal recommendation or a good reference – the same applies to choosing a divorce lawyer. Ask around among friends, colleagues and professional advisers to find someone you rate and like. Not only will a respected, experienced divorce lawyer provide sound, practical advice he or she will also offer you appropriate support through what may be many challenging and emotionally draining weeks and months

    4. It is extremely unhelpful when friends and family decide to meddle or badmouth your ex so I would advise asking them to stay on the side-lines and instead offer you emotional and physical support when you need it. Social media platforms have provided new, very public platforms for some people to promote extreme and inappropriate views. For example, Duncan says that he discovered one of his “Twitter trolls” who was writing anonymous “bullying” tweets, was related to his ex-wife.

    5. The entrepreneur says he became increasingly angry about the financial side of his divorce; worrying about how he would continue to support his children and his charities. While such anger is understandable, I recommend a non-confrontational approach, wherever possible. Negotiation is the best way to resolve critical, yet often challenging financial settlements – including if a business is involved. If you have signed a pre-nup this agreement gives both parties clarity about their respective financial positions post-divorce. In the absence of a pre-nup, negotiation can avoid the trauma and added cost of court if you and your ex, together with your lawyers, work collaboratively to discuss the issues and different solutions.

    The entrepreneur’s poignant revelations reinforce how even the most successful, hard-nosed business leaders allow their hearts to rule their heads when it comes to affairs of the heart. Once recovered from this ordeal – and if considering marriage again – he will undoubtedly be saying ‘I do’ to taking up a pre-nup – and taking the next Mrs Bannatyne down the aisle.

  • “BOOKKEEPING” – Is this the end?

    “BOOKKEEPING” – Is this the end?

    Any successful businessperson will tell you that good bookkeeping is the bread and butter of any business. It basically involves keeping an up to date record of all of income and expenses and therefore the business’s financial position, enabling the owner to make educated decisions regarding the future of the company.

    Bookkeeping is also necessary for a business to comply with a number of regular legal and tax obligations – from filing of accounts and VAT returns to corporation tax – all of which have to be filed accurately and on time with HMRC or Companies House.

    As a business owner, it’s necessary to keep track of all aspects of the business; including trends in sales and profit, costs incurred, how much you can afford to pay yourself, amounts owed, taxes due and whether there are financial problems ahead.

    Without records, it would be difficult to make decisions, know what’s working and what isn’t, plan for the future or decide on any potential investments. If the income and expenditure of the business were not recorded, there would be no control – something that would make basic management impossible.

    Bookkeeping – The Traditional Way

    The traditional way of bookkeeping involves doing everything manually. This includes paper records, spreadsheets, or using an accounting system to record transactions. However, even when these records are painstakingly and immaculately kept up to date, unless the business has an in-house finance function, they periodically need to be collated and sent to your accountant.

    When the accountant receives all the basic data, the records will be processed and it then takes some time to produce management reports that can actually be used to evaluate the business and for decision making. These reports also set out the business’s financial position in a specific format that is often required by external parties. The accountant would also have to use this information to complete VAT returns, company tax returns, and annual accounts – AKA your tax compliance burden.

    Realistically, you have two options: you could do the bookkeeping yourself, or you can pay someone else to do it. Either way, there is normally a significant delay between the collating the bookkeeping and getting back any meaningful information on the business – management accounts or your tax liability calculated. In addition, you will have to pay for these extra management reports and tax returns.

    Let’s look at the facts – stats released last year by the Federation for Small Business:
    • Half the owners of the UK’s smallest businesses spend up to eight hours per month on tax admin and one in five said a lack of understanding about the tax system has led them to miss tax deadlines.
    • For 11% tax admin takes an astonishing six days per month.
    • Two thirds of owners estimate the cost of dealing with tax obligations at over £3,500 pa.
    • One in three said a lack of cashflow planning led to not paying taxes on time.

    The 21st Century – the end to bookkeeping as we know it?

    Looking at the stats, it’s obvious that doing things manually just isn’t working very well. The solution is clear – just get digital! All of the data is already there in electronic form and can be easily shared by using a modern, online accounting service.

    This means that all sales invoices can be automatically recorded in your accounts and online business bank account statements can be uploaded directly into your secure records, meaning there’s no re-keying to keep your books up to date. – Or you can quickly enter everything via your phone.

    Furthermore, the online system automatically takes this data and provides management reports from it – so you always have 24/7 access to an instant real time picture of your business’s position and tax owed. Your accountant always has access to the data and can use it to complete the necessary tax returns and accounts, without chasing you for the info. This way, a deadline is never missed and you are always safe from paying penalties.

    By using an online accounting service, the accountancy and tax advice you need is included as well – you’ll have easy access to a named single point of contact, a real person, for unlimited advice and support. There are no surprise bills, commitments or exit fees, and for a competitive, transparent, fixed monthly fee you get everything a small business needs to deal with accounts and tax.

    Modern “bookkeeping” is the best tool in the arsenal of any start-up. As an additional bonus, an online accountant can provide quick business set-up and tax planning advice. There are no spreadsheets to deal with and no delays to getting your business on track. By using online accounting software, business owners save time and money and are hassle and stress free, while always maintaining control and visibility of their company.

  • Working out your next steps on the road to business growth: Part 1 – Preparation

    Working out your next steps on the road to business growth: Part 1 – Preparation

    One of the key challenges involved with growing a small business, is that it involves items of expenditure that are both lumpy and large.

    Lumpy i.e. they come in one-off chunks rather than more frequent bite-sized pieces, and they are large relative to the company’s profits. For instance: the costs of moving to larger or better located premises, taking on an additional member of staff or buying a new piece of equipment.

    In these situations I come across a number of pitfalls:

    • The office move goes well, however the market crashes and what looked like affordable rent suddenly isn’t. Or not quite so bad, it takes nine months longer than planned to scale up the revenue leaving a hole in the cash flow.

    • The new member of staff who joined with such promise, turns out to be ineffective. After six months of trying to make it work, and paying the recruitment company fees, the company and staff member agree to termination and it’s back to square one.

    • A new edit suite is purchased on a financing deal to spread the costs. However, it involved a personal guarantee which gets invoked when the business has to liquidate 2 years later.

    There are clearly risks involved with growth, so what is the best way to navigate yourself and your business through this potential minefield?

    I’ll split the tasks into three categories – preparation, planning and implementation.

    Preparation:
    1) Review your business’s track record of growth – and future projections. How is the market growing? How are you doing relative to the market? Get all of these sanity checked by someone who can bring cool logic rather than passion and optimism (which hopefully you bring!).

    2) How much of your business is based on repeat business – ideally on contract? For instance regular customers who come to you every week or month, or clients paying you on a retainer, or on monthly Direct Debit for services used during the month.

    The higher your proportion of revenue from these sources compared to one-off project or individual sales, the lower your risks of taking on additional regular costs.

    3) What are your options to expand? Most importantly, how much will they cost and for how long would you be locked into them (or need to give them for a fair evaluation)?

    4) Work out best, average and worst case scenarios with cash flows.

    5) Explore your financing options – through existing reserves, additional investment from yourself of others, or via a bank loan.

    In summary, the preparation piece is about fully understanding the risks you would be taking on in pursuing the growth option. Do check out the fine print on any finance deals/investor deals/lease contracts, ideally with a professional, but certainly with someone with actual experience, to avoid any nasty surprises down the line.

    In part 2, we’ll explore how to develop your plan, and in part 3, how to implement it.

  • This is the best method for making consistent progress in your business

    This is the best method for making consistent progress in your business

    You can’t make progress in your business if you’re not measuring it! Here’s why this concept is so important for entrepreneurs.

    One of the most common mistakes business owners make is failing to measure their progress or choosing to measure their progress against ideals and vague generalisations. Almost everyone does it, but it’s particularly harmful for business owners because it prevents them from truly understanding and recognising their own success and achievements—both in life and business.
    In many cases, they are making significant progress towards their goals, but it doesn’t feel like they are because they have no real way of measuring it. To truly get the feeling of progress, measurements need to be based on concrete facts. Vague and general goals like “success” or “wealth” or being more like someone you admire can’t lead you to the feeling of progress.
    This is the basis behind one of our core concepts, The Gap And The Gain. This concept simply states that there are two ways of measuring progress in both business and life. Depending on which method you choose, you’ll either be in “The Gap,” where you’re never satisfied with your progress, or “The Gain,” where you feel satisfied, fulfilled, and happy with your progress.

    Are you in The Gap or The Gain?

    Unfortunately, many entrepreneurs are in The Gap, whether they realize it or not.
    Even though they’re clearly successful, they are unhappy and feel as if they haven’t accomplished their goals. They’re not able to see the success they’ve achieved, even if everyone else can. And it’s because they are measuring themselves in terms of generalities like “wealthy” or against the number-one person in their industry.

    They’re in The Gap

    By simply focusing on specific and measurable progress, these same people can quickly change their mindset and become aware of the real success they’ve achieved. When they do this, they gain a sense of feeling grounded, centred, and that there are fewer moving parts in their life that overwhelm them. Most importantly, they feel as if they’re truly successful. (Which they are!)

    They’re now in The Gain!

    Has their rate of progress changed? Not necessarily. The main difference is the way they’re measuring. Only by making specific measurements will you know that progress has been made. Simply put, there’s no progress without measurement.

    How to measure (the right way)

    I’ve found that there are two primary ways to measure your success: One will put you in The Gap, while the other will put you in The Gain.
    The first is measuring forward. This is when you have a picture of your ideal self in the future, and you strive to achieve it. You’re always trying to progress forward, with the end goal of reaching that ideal state.
    But there’s a problem with this way of thinking. When you measure forward, you’ll always be disappointed when you check your progress. Even if you’ve made significant progress towards your goal, you’ll never feel truly successful because you and your business are not the ideal versions you’ve always pictured.
    Even if you’ve hit your goal and achieved real success in your life or business, you’ll still feel the same as you did when you started because that ideal will always be unattainable. You become more critical of yourself, you lose confidence, you become disappointed, and you feel as if there’s no way you’ll ever achieve what you desire.
    When you think this way, you’ll always be in The Gap. So, what’s the alternative?
    The alternative is measuring backwards. With this method, you simply look back at where you started and measure how far you’ve come in your business or life. Even if you haven’t achieved your goal, you’ll still be a lot further ahead than when you started. You’ve still made progress!
    When you measure backwards, you increase your confidence, energy, and satisfaction. You recognise the new capabilities you’ve developed and the success you’ve already achieved.
    Many have equated this simple mindset shift to “flipping a switch in your brain,” as it turns success into something you’re constantly achieving rather than something that’s always just out of reach.

    Why this matters for entrepreneurs

    So, why does this matter?
    Because moving forward feels good. Time is always moving forward, and the best feeling we can have is to be moving forward along with it.
    The feeling that we’re making progress is powerful and positive, but it only comes from knowing you’ve moved forward, and the only way to know that is through specific measurements. You might have made progress towards your goals, but you’re not going to feel good about it unless you measure how far you’ve come. You won’t even know you’ve made progress at all unless you measure your progress properly.
    From a material standpoint, life has vastly improved over the past 50 years, but if you don’t measure your own personal progress, any type of measurable improvement in society will be meaningless to you. You can’t appreciate any other progress going on around you if you’re not measuring, and therefore conscious of, your own.
    On the flip side, falling behind feels bad. There’s no in-between feeling when it comes to personal progress; if you don’t feel like you’re moving ahead, you feel that things are moving on without you, passing you by.
    If you’re not feeling good about what you’re doing, your mind might go to a place where you start comparing yourself to other people you think are doing better. But comparing yourself against others just causes unhappiness. As Theodore Roosevelt said, “Comparison is the thief of joy.”
    The purpose of measurement is to have right thinking around the results you’ve achieved. For this reason, all of my measurements are based on things to do with me personally or with my company, where I’ve had a major influence in bringing about an improvement, or where we can learn something specific from why we didn’t hit certain goals.
    In addition, measuring your own personal progress keeps you out of comparison with others.
    We all know the phrase, “Mind your own business.” Well, my new motto is, “Measure your own business.” When you make sure all of your measurements are against yourself, you’ll move towards your goal of increased progress, learning, and growth. Good things don’t come from measuring yourself against anyone else.

    Take action today

    So, how can you transition from The Gap to The Gain? We use a number of different tools and exercises to help our entrepreneurs get out of The Gap—here’s one you can use right now to start shifting your thinking.
    Whatever goal you’re striving for in your business or personal life, go back and identify three experiences you’ve had where you’ve already achieved something similar. Identify the areas where you’ve already made progress.
    This will help you begin to appreciate your past experiences and all the progress you’ve made up to this point. You’re only capable of what you’re doing now because of your past experiences—and that will turn into further progress in the future, just as it has in the past.
    It’s simple: Start with the past, and you’ll be happy.

  • Selling a business – where to start

    Selling a business – where to start

    It may sound obvious, but it is important to prepare your business for sale to achieve both the best price and a sale process which runs smoothly, with few surprises for either party.

    Sometimes this is a process which takes many months if not years in the planning, so where do you start?

    Pre-sale restructuring

    Firstly, consider if there are any assets in the business that need to be extracted before the sale process begins, for example:

    A property or land which could be leased back to the new business owner
    Cars
    Non-core /ancillary business assets

    It will be necessary to obtain valuations of these items to avoid unnecessary tax charges and enforceability.

    Due diligence

    Consider the due diligence process and the level of scrutiny which is likely to occur when information about your business is supplied to prospective buyers. Preparing for buyer due diligence can be light touch, or might require a deep dive, and there are many factors which will affect this and how long it will take.
    The transaction size and the complexity of the business structure and operations is the key factor. It is advisable to complete the pre-sale due diligence process before putting the business on the open market especially if there is likely to be competition to buy the business, so that you can run a smooth sale process. It is also advisable so any potential problems can be remedied before the sale process starts. This pre-sale due diligence process should address the following:

    Tax/ financial position:

    How well does the company’s earnings before interest, taxes, depreciation and amortization (EBITDA) reflect normalised EBITDA? Family-owned companies often reward shareholder executives with dividends instead of market rate salaries resulting in EBITDA which is artificially inflated.
    Are assets which the business uses from related companies being charged in at market rates?
    How well does operational data translate across the accounts?  Does an integrated balance sheet and cash flow statement exist? Is there a 3-year forecast available to tell the future story to prospective buyers?
    Have items been properly categorised as income vs capital and tax properly calculated and paid? Is a third-party audit worthwhile?
    Sometimes all of the above will need to be addressed before launching the sale process to enable the management team to defend a target sale price confidently.

    How robust is the target’s legal position?

    Does the target have all licences it needs?
    Are company books accurate and up to date?
    Are employees’ terms and conditions compliant with latest legislation?
    How well-documented are key customer / supplier contracts?
    Are the terms on which the business occupies land properly documented?

    Preparation of an online data room to assist buyer due diligence:

    There are various online providers, but some are better than others e.g. automatic indexing, redacting of confidential material, monitoring levels of buyer activity in the DR, water-marking documents etc.
    They are easy to use and when uploading documents, it is advisable to do so in a manner which follows the format of a typical buy-side due diligence request.
    Consider who will upload documents, can this be done internally by the business to avoid professional fees, and can this be done confidentially?

     Other matters

     Incentivisation:

    Consider if some employees need to be incentivised with bonuses to put the extra hours in to assist in the sale process and to keep matters confidential.
    Do some employees deserve a share of sale proceeds for their contribution e.g. Enterprise Management Incentive options; if so, beware of leaving the grant of these too near to a subsequent sale as this can cause significant risk of PAYE and NIC issues if HMRC considers the exercise price too low.

    Who are the selling shareholders?

    Identify what percentage each holds and if they will sell willingly; if there is doubt do provisions of a shareholder’s agreement or the articles need to be invoked (e.g. Drag Along)?  What is their financial and emotional position?
    Are there likely to be any conflicts between sellers who leave the business completely and those who might continue employment with the buyer?

    Who will advise the seller through the sale process?

    Sometimes, not always, an intermediary is used to identify a buyer but beware of their high fees vs low added value. Sometimes a good a financial/tax adviser will be sufficient to opine on price and financial adjustments and a good legal adviser will offer advice on tactics and market norms and will co-ordinate the whole sale process and all documents to effect the sale.
    Don’t just go with the first advisor who contacts you as most advisers are willing to meet for free to present their credentials.
    If you would like advice or support to help you to buy or sell a business, get in touch with our team today.

  • Why is digital marketing important to your business?

    Why is digital marketing important to your business?

    Ever Wonder Where All Your Devices Are?

    Aside from the laptop or tablet you’re scrolling on now, chances are you’ve got a pretty handy collection of gadgets within arm’s reach – think of it as your personal tech squad. And guess what? With over three billion folks online worldwide, you’re part of a digital armory that’s reshaping everything from how we chat to how we splash out on business.

    What Makes Digital Marketing a Game‑Changer?

    Why hop on the digital train? Because it’s got a few rides that simply outdo the old‑school ways:

    • Measurability – You’ll know exactly how and where your splash hits the market.
    • Affordability – No need to break the bank for a billboard.
    • Speed – Click, publish, see results in seconds (or days, if that’s your style).
    • Engagement – Live chats, memes, interactive polls – you keep the audience hooked.

    Curious to dive deeper or you’re still a bit skeptical of digital marketing? Grab your coffee, keep reading, and let’s explore how the web is turning every scroll into a savvy business move.

    Measurability

    Who’s Sneaking Through Your Website?

    Picture this: Your site is a bustling café, and you’re watching the stream of patrons walk in. Who’s coming? What are they looking at? Are they a strolling tourist, a ready‑to‑buy shopper, or a curious blogger?

    Track the Traffic Flow

    • Who’s on the Guest List? Count how many people visit.
    • Destination of the Travelers – Are they strolling in from organic search, breezing through PPC ads, or drifting in via social media buzz?
    • Timeline Check – See how numbers shift week‑by‑week; the live news ticker for your marketing mojo.

    Why It Matters

    Having the real‑time stats is like being able to open your front door and hear whether your message is hitting the mark. If the survey shows a spike after a new ad, you know the buzz is real. If the numbers hang at 5‑figure Florida room, maybe it’s time to revamp.

    Take It to Action

    Use these data slices to adjust your messaging, spot trends, and fine‑tune the pieces that convert clicks into customers. Stay in the loop, stay ahead.

    Affordability

    Digital Marketing: Leveling the Playing Field

    Once the domain of big-brained corporations, marketing is now a playground for companies of all sizes. Digital channels make it possible for small and medium enterprises to compete without blowing out their wallets.

    • Facebook Ads: A tiny investment grants you access to a massive audience—think of it as a town‑square billboard, but you’re blowing all the bucks into a single post, not printing a thousand flyers.
    • Online banners: Slower, cheaper, and just as effective as those pricey spots in the New York Times or Vogue. With zero ink or shipping costs, the return‑on‑investment gets a whole lot sweeter.
    • Instant reach: Who knew a scrolling thumb could replace the whole time‑consuming printing process? Digital platforms allow you to target precisely—yes, even the guy who likes cat videos but might buy your product.

    Why It Matters

    If you’re a small firm, the digital shift isn’t just a convenience—it’s an equalizer. You can now punch above your weight in almost the same way that a giant over‑market your brand.

    Basically, marketing in the 21st century is no longer a battle fought in expensive boardrooms. It’s a game where everyone has a legit chance to win.

    Speed

    Speedy Digital Messaging

    In today’s hyper‑connected world, messages go live in a blink—no more waiting for paper to print or ink to dry.

    How Fast Is “Fast”?

    • A tweet or a quick web post takes only minutes.
    • An email blast can be drafted in an hour, then sent out instantly.
    • Meanwhile, a full‑page ad in a newspaper can take a week to confirm, print, and distribute.

    What Makes the Difference?

    The virtual route cuts out the paper‑and‑ink bottleneck. You just click a button—no sticky notes, no printing shop, no waiting for the next printing run.

    Why It Matters

    Quick updates mean you can react in real time, whether it’s a brand alert, a last‑minute change, or simply a friendly reminder. The delay that once took days can now be a fleeting 60‑second, leaving more room for creativity and spontaneity.

    Engagement

    Why Digital Marketing Is the Life of the Party

    In today’s whirlwind world, digital marketing isn’t just a buzzword—it’s the secret sauce that keeps brands buzzing.

    1. Talk, Trade, Repeat

    • Chat with Every Prospect: You’re no longer a one‑way street—ask questions, answer doubts, solve problems on the spot.
    • All‑Your‑Stakeholder-Club: From fans to investors, you can pull opinions, run quick surveys, and make decisions that actually matter.
    • Boost Your Credibility: When people share your content, it’s like getting a thumbs‑up from the crowd—you’re spotted everywhere.

    2. More Than Just Sales

    It’s not just about closing deals. Digital channels let you:

    • Host Fun Challenges: Give your audience a chance to win, and watch engagement spike.
    • Keep the News Flowing: Share updates on launches, behind‑the‑scenes footage, and industry tidbits.
    • Share Your Genius: Write blogs that showcase your expertise—think of it as a free knowledge buffet.

    3. Speed is Your Super‑Power

    When the Budget drops or the market jitters, you’re in a perfect position to react instantly:

    • Live‑Commentary: Tweet, post, or livestream your take on the news.
    • Competitor‑Counter‑Moves: Spot what rivals are offering and tweak your copy in real time.

    4. It’s Not Just Big Business—It’s Your Business

    By 2016 (and now, even more), digital marketing has become a must‑have for every brand. Whether you’re a boutique, a startup, or the next big multinational, it’s the only way to stay relevant.

  • 7 Fatal Mistakes That Are Killing Your Business

    7 Fatal Mistakes That Are Killing Your Business

    Staying in the Comfort Zone: Why It’s a Recipe for Business Blues

    We’re all a little bit of a homebody. We love the folks we know, the rhythm we’re used to, and that warm, snug feeling that comes from sticking to familiar ground. But here’s the catch: if you’re not constantly pushing yourself, your brain’s creativity stalls and you miss out on fresh ideas.

    Seeing the World Through Your Own Lens

    Think about how you interpret everyday stuff—like that new kitchen gadget that seems oddly untested in real life. Most of us are dazzled by slick design, but if the maker never used it themselves, you might hit a snag that others would never notice.

    Those who consistently mix up their contacts—from different sectors, ages, ethnicities, and gender backgrounds—gain a richer, more nuanced perspective. It’s the secret sauce to anticipating problems before they become costly headaches.

    The Power of Embracing the Unfamiliar

    • Venturing beyond your usual circle increases your chances of sparking innovation.
    • Diverse experiences help you narrow down potential risks and learn from others’ missteps.
    • Rather than reputting an extra battle scar, you can collect wisdom and avoid it.

    Getting Out of Your Comfort Zone: A Practical Blueprint

    Here’s a quick rundown of some game-changing actions you can take right now:

    • Pick up a new hobby that forces you to meet strangers—like join a book club, try cooking classes, or become a volunteer.
    • Leverage family and friends as “human sensors.” Ask them what they notice about the world; they might spot trends or gaps you wouldn’t otherwise see.
    • Invite your personal network to provide honest, outside-the-box critiques. Think of them as a “frequent ‘Let’s rethink this’ club.”
    • Make your personal life a source of intel, not a separate sandbox. The habits, frustrations, and insights of those you love can signal big industry shifts.

    Ask Yourself Clean‑Cut Questions

    Now, let’s get honest:

    • Is your daily routine comfortable or hybrid?
    • Who in your network has a “third viewpoint” that could help you see your business cornered?
    • What stories are you hearing in your circle that might lead to a breakthrough?

    By sidestepping this comfort‑zone trap—and looking at each of the mistakes we’ve highlighted over the past seven weeks—you give your enterprise a better chance not only to survive but to thrive.

    Take the Leap, and Reap the Rewards

    Ask yourself these tough questions. Be honest with the answers you get. Then act on them. Your future wealth and happiness could hinge on what you decide to do today.

  • What to consider before making redundancies

    What to consider before making redundancies

    Rolls Royce and Lloyds Bank are just some of the most significant players to announce major job cuts.

    Redundancy is a difficult for companies of all sizes but can be particularly challenging for small business owners, who rarely have an HR person to manage the redundancy process.

    Small business owners in many cases will have worked personally with the staff they are having to consider for redundancy, often building up personal friendships, relationships and sometimes resentments along the way.

    Redundancy can be a straightforward process if handled correctly but it is so easy to get it wrong, leading to accusations of unfair dismissal, which can prove costly, so it’s important to get the right advice and take the right steps in handling the redundancy process.

    Key things you need to consider include:

    Voluntary redundancies

    Once you’ve made the decision that you have no choice but to make redundancies, you can initially request volunteers for redundancy before starting a compulsory selection process. However, you should reserve the right to reject applications for voluntary redundancy if that would mean losing valuable skills.

    Being clear and fair on the selection process

    If you are making compulsory redundancies, you must identify employees for “the pool of selection”, applying selection criteria to make a fair selection of those who will be made redundant. This is usually done by a scoring system. If you are subject to a claim of unfair dismissal, a tribunal will consider this pool of selection and the criteria applied to consider whether these were fair. It’s essential that you get the selection and consultation process right as lack of fair and meaningful consultation is the number one cause of unfair dismissal claims relating to redundancy.

    Considering alternative employment options

    As part of a consultation process, you must consider the possibility of alternative employment. If you’re in the position of being able to offer the redundant employee with an alternative position, the employee should be allowed to try the alternative job on a trial basis for a period of four weeks, whilst still keeping their entitlement to a redundancy payment.

    The right to appeal

    Once the decision to dismiss by reason of redundancy has been notified, the affected employee should be given the right to appeal against the decision. The decision and the right to an appeal should be confirmed in writing.

    Be clear on the employee’s pay entitlements

    An employee who is made redundant qualifies for a redundancy payment, provided that his or her length of service is two years or more.

    In addition, an employee who is not required to work his or her notice will receive pay in lieu of notice according to his or her length of service.

    The amount you need to pay a redundant employee is based on statutory redundancy payment and length of service, unless you provide a contractual redundancy payment scheme, but can also include:

    • Pay in lieu of notice
    • Unused accrued holiday entitlement
    • Final monies earned, including bonuses and commission payable.

    The decision to make someone is a very difficult for most employers. Making sure that you get the right advice and follow the correct redundancy policies and procedures will at least help to ensure that you are fulfilling your obligations as a responsible employer. It will also protect your business from both potential tribunal claims and the reputational damage of an unfair dismissal claim.

    The Forum of Private Business can provide detailed advice and support on redundancy situations and other business issues. For further information, visit www.fpb.org or call 0845 130 1722.

    Image: Redundancy via Shutterstock

     

  • How the Online Safety Act Will Revolutionize UK Businesses

    How the Online Safety Act Will Revolutionize UK Businesses

    Introduced to tackle growing concerns over the safety of internet users – particularly children and vulnerable groups, the Online Safety Act (OSA) marks a significant shift in the regulatory landscape for businesses operating online platforms in the UK.

    Passed in October 2023 and progressively being enforced, it has introduced a wide range of new obligations, imposing stricter requirements for transparency, age verification and content moderation to create a safer online environment.
    Under the Act, businesses operating online must now ensure transparency by regularly publishing their safety measures and reporting on their efforts to regulators. This means not only creating new policies where needed, but also providing evidence that these policies effectively mitigate risks associated with harmful content. The Act places specific emphasis on platforms accessed by children, requiring additional safeguards and age-appropriate design features.
    To comply with these new regulations, digital platforms will be required to implement more stringent risk mitigation policies and are mandated to collaborate with Ofcom, the UK’s communications regulator. Ofcom will oversee the implementation of the Act and enforce penalties for those not in compliance. To comply, businesses must maintain detailed compliance records by continuously updating and improving their safety measures to keep up with evolving risks.

    Effective Age Verification and Safeguards for Children

    One of the most critical elements of OSA is the focus on protecting children and young people as and when they access the internet. Come 2025, online platforms accessible to minors will be required to implement age checks to accurately determine whether or not users are children.
    Ofcom will publish final guidance in early 2025, however, in the meantime it is clear that basic or outdated age-check systems – such as a simple ‘yes/no’ checkbox or self-declared age – will not suffice, and highly effective age assurance measures must be used. Innovative technologies that verify users’ ages while protecting their privacy are not a pipedream; they are available and ready to be deployed.
    Platforms will also be expected to integrate further age-appropriate design features that reduce the risk of children encountering harmful content. This means filtering out explicit material, protecting personal data, and setting limitations on interactions with adults, all while maintaining a user-friendly experience. For example, social media platforms will need to assess how they moderate conversations, regulate social interactions, and structure the visibility of certain types of content.

    The Need for Content Moderation and Transparency

    Encouraging effective content moderation is another key element of the Online Safety Act. Businesses are obligated to implement systems to moderate harmful content – including hate speech, violence, and inappropriate material that could harm users, particularly minors. To achieve this, platforms must adopt proactive rather than reactive measures to prevent harmful content from being uploaded or spreading before it reaches their users. Content moderation efforts must also be transparent, with businesses documenting and publishing their policies, any actions taken, as well as their results.
    The Act is designed to hold platforms accountable, not just for the safety measures they put in place, but also for how well the measures work in practice. Companies failing to demonstrate robust content moderation could face legal repercussions or fines from UK regulator Ofcom.

    Technologies to Make the Internet Safer

    Safety technology solution providers have been continuously innovating and developing solutions to keep up with the ever-changing and challenging online environment. In the age assurance space, technological advancements and the introduction of AI-driven techniques have meant that safety tech providers can now offer a range of highly accurate, privacy-preserving age assurance methods that protect user privacy, minimise friction, and ensure compliance with ever-evolving regulations.
    While some methods require user interaction, such as uploading an image of an ID document or taking a short selfie video, other methods use existing user data. This data, such as an email address, can often be collected as part of the account creation process or during the checkout process on online marketplaces, and can be deployed in the background with no further user interaction required. Email address age estimation can accurately determine a user’s age without requiring sensitive personal information, allowing businesses to maintain compliance while protecting user privacy.
    Within content moderation, Artificial Intelligence (AI) will play a critical role in helping platforms maintain an even safer environment. The technology can be utilised alongside human moderators to add an additional layer of support and scalability, quickly removing harmful material at scale.

    An Opportunity for UK Businesses

    For UK businesses, OSA is not just another regulation to follow but a hugely important opportunity to make the internet safer. By adopting cutting-edge safety measures and prioritising transparency, businesses can build trust with their users and demonstrate a commitment to protecting children when they venture online.
    Businesses that proactively harness and implement effective age verification and content moderation will also benefit from the ability to avoid regulatory fines and quickly adapt to future regulatory changes. Considering the fast-paced nature of the internet, companies that are able to stay ahead of regulatory requirements now will be better positioned to thrive and grow in the years to come.
    As a new piece of legislation, the OSA naturally requires businesses to change how they operate, which may initially prove challenging. However, by staying up to date on regulatory changes, leveraging cutting-edge technologies, and implementing them effectively, businesses can strategically position themselves to become a trusted voice in their space and ultimately better protect kids and young people online.

  • From Firefighting to Serenity: Find Your Calm

    From Firefighting to Serenity: Find Your Calm

    Stop the Fire‑Fight! Turn Your Day into a Calm Cruise

    You’re juggling quality hiccups, part shortages, and team drama—just when you think you’ve caught a breath, a new crisis pops up. If that sounds familiar, you’re not alone. The good news? With a few simple moves you can shift from chaotic firefighting to a calm, controlled vibe.

    My Early Lessons on the Assembly Line

    I began as a Production Superintendent, watching 80+ folks sprint to build Rover 800 doors. I was a “headless chicken,” scrambling to solve every problem that hit me. Everyone was in the same hot‑spot, and a “it’s just how it is” mindset prevailed.

    Consulting with Honda changed everything. Their pace was noticeably calmer—no frantic sprinting here. I promised myself that I’d bring that serene atmosphere back to my team. Fast forward 20 years: those same tactics live in every role I’ve taken, and they’ve become a cornerstone of the businesses that work with me.

    How to Shift From Fire‑Fight to Calm

    1. Know Your Current Mood

      Picture a 0–10 scale where 0 is “all calm” and 10 is “full-on firefight.” Write down your current number. Repeat every month so you can see if you’re moving toward peace.

    2. Visualise the Calm

      Picture the day you’re not sprinting, but strutting through tasks. What does it feel like? What does your environment look like? Paint that vivid picture—mind‑oriented, body‑oriented, all of it.

    3. Build a Concrete Plan

      Map out concrete metrics that support that calm: New customers, project scope, margin targets, conversion rates. Think numbers that should magically lift you out of the firefight.

    4. Dig Into the Details

      This is the game‑changer. Identify why you’re off‑track: maybe pricing is too low, delivery times too long, or customer churn is high. Ask “how do we turn this around?” The exact answer might be a 40% revenue lift or a 57% re‑order boost, cutting delivery lag from 30 days to 15 days. With clear numbers, you can plan real improvements instead of chasing an impossible “X” target.

    Don’t shy away from a quick pause, even amidst a raucous firefight. Take a breath, jot down point 4—it’s worth the effort for the biggest payoff.

    What’s Next?

    Next week I’ll dive deeper into preventing new fires from igniting in the first place. Stay tuned for more actionable tricks to keep your ship steady, even when the seas get rough.

  • Eliminate Zoom Exhaustion — Elevate Wellness and Drive Profits

    Eliminate Zoom Exhaustion — Elevate Wellness and Drive Profits

    Call it Zoom fatigue or Zoom burnout, the new epidemic that is spreading like a curse during the current pandemic is affecting millions of people worldwide. We look into the wider affects of it and show you ways to avoid or deal with it, because let’s face it, we’ve all got enough to be dealing with right now.

    Video Conference Overload: The Real Cost of Sitting Behind a Screen

    Picture this: In just one year, online meetings surged an astonishing 270%. Zoom and Microsoft Teams became the go‑to tools for a world suddenly stuck indoors. But did the power‑houses managing all those pixels ever stop to wonder what it does to your sanity?

    More Than Just Numbers on a Spreadsheet

    Those huge spikes in subscribers are impressive points on a company’s financial report, but for the everyday worker, the reality is a little different. Think about the boardroom—a place meant to hammer out deadlines and make decisions. Now imagine that same purpose spread out over dozens of endless video calls that drain your mind and energy.

    How Endless Zoom Calls Sneak Time Right Out of Your Day

    • Time is Stolen: Every extra 10‑minute call means extra minutes you could have spent working on something concrete.
    • The Physical Load: Screens force you to keep your head in the same angle, and the constant clicking sticks a few extra calories like a thumb‑tossed snack.
    • Mental Exhaustion: Your brain switches between “focus mode” and “avatar mode” to keep up—a switch whose cost is all too real.
    The Unspoken Truth: A Digital Burn‑out Epidemic

    It’s not just the way meetings pile on your calendar; it’s the strain on your everyday life. From burnt-out focus to unexpected headaches, the consequence of too many video calls is tangible—and we’re still learning how to mitigate it.

    So next time you see the headline about a 270% jump in online meetings, take a moment. Ask yourself: Are you building your career in an effective way, or are you becoming a walking meme of the company’s power‑player? The answer matters, folks.

    Why is talking on a Zoom so fatiguing?

    Zooming & Stressing: A Real‑Life Reality Check

    Picture this: twenty faces lining up to stare you down while you try to fight off the urge to glance at your phone. You’re juggling body language, spotting the truth in each smile, and keeping everyone looking “enthusiastically engaged.” Sounds exhausting? Think of it as a talent show with zero backstage passes.

    Why It Feels Like a Full‑Time Job

    • Home‑schooling + work: It’s like a multitasking nightmare—one minute you’re grading worksheets, next you’re hunting for that “mute” button. Pets, deliveries, kids, house‑mates are all their own white‑noise shows.
    • Synchronized eye contact: People with learning disabilities hate it already; add a camera cam‑pool and LEVEL 10 pressure. No one wants to be the subject of a virtual staring contest.
    • Security & privacy: During lockdown, you’ve got two perimeters to defend: your own privacy and that of your sensitive agenda. No one wants the neighbor’s cat hearing your jaw break over a crisis.

    Keeping Up the “Smart‑Looking” Facade

    Suddenly you’re on a roller coaster of mood, the only way to keep calm is to swallow something in silence. Reality? You can sip water, gulp coffee, or even munch on a donut—just hide it in the corner. Many of us think it’s “rude,” but the truth? It’s self‑care.

    Why Regular Phone Calls Feel Louder

    When you’re on a basic handset, you can practically breathe. The lack of eye‑contact and visual cues means you’re less distracted and less forced to maintain a perfect posture. So feel good about your less‑is-more approach.

    Wrap‑Up: One Zoom Call at a Time

    Remember: your focus and energy are there for a purpose—solving the actual problem. It’s okay to find a perfect balance between professionalism, emotional resilience, and a tiny splash of humor— the world will surely accept your two‑pan‑style productivity.

    Here’s how to shake things up for effective Zoom meetings:

    Boost Your Well‑Being on Zoom – No More “Zoom‑Fatigue” Victim!

    Working in a regulated role and watching the screen every day? Don’t break out in a cold sweat yet—there are tricks that can keep your eyes happy, your posture happy, and your mind happy.

    1. Give Your Eyes a Little Warm‑Up

    • Flux on your computer: This nifty app re‑tunes the blue light so your screen looks like a cozy kitchen window in the evening.
    • Same app on phone & tablet: Push the “night mode” button at the hour you usually hit the sack. Even if you peep at your phone for hours, the warmer hue helps you wind down.

    2. Swap the “Sit‑And‑Stare” for a “Move‑And‑Chat” Flow

    • Electro‑sit‑stand desk: Stand for your Zooms, stay more energized, and feel less drained.
    • Cycling desks: Keep your legs pumping while you chat—think of it as a fitness class that happens during work.

    3. Plan Your Virtual Hours Smartly

    • Morning‑free creative: Tackle those tough tasks before the meeting frenzy starts.
    • Afternoon Zooms only: Your brain’s best, minus the early‑day stress.

    4. Keep the Camera Off When It’s Not Needed

    • Video kills focus; audio keeps the vibe natural.
    • Let everyone remember it’s a “talk‑about‑ideas” session, not a performance.

    5. Share the Burn‑Out Truth with Your Safety Officer

    • Ask the health & safety lead to flag Zoom fatigue as a real issue.
    • More employees feel it means it’s probably affecting the whole crew.

    6. Make Meetings Short, Sharp, and Useful

    • Three essential pre‑meeting thoughts: Have a conversation starter ready that helps solve the problem.
    • Cap it at 40 minutes: The average adult’s attention span is 45 minutes—drop it in stressful times.
    • Keep the meeting sputtering: agenda, a quick preview, then dive into solutions.

    7. Keep the Body Moving – Even Inside the Meeting

    • Every now and then, stand up, stretch, or spin around. One minute can refresh your brain.
    • When lockdowns persist and remote work stays on the agenda, a morale‑boosting habit is your best ally.

    Invite your teammates to embrace these tools, keep the Zoom fatigue low, and let the remote work magic stay bright and healthy for everyone!

  • Lender appetite is diminishing – here's 3 alternatives if your bank says no

    Lender appetite is diminishing – here's 3 alternatives if your bank says no

    The deadline for starting an application for a government-backed loan has been extended to January 31st 2021, but lender appetite is diminishing. What should you do and who do you turn to when you need working capital and the bank says no?

    UK businesses have used government-backed loan schemes to survive these most gruelling of months. And with the latest lockdown adding to to the pain, the second wave will push those in perilous situations over the edge. If you’re one of the hundreds of thousands of business owners temporarily closed again you’re probably exploring your options.
    Government-backed schemes have naturally been the first port of call for business owners. More than £50bn has been approved in Coronavirus Business Interruption Loans (CBILS) and Bounce Back Loans (BBLS), with more than 1.3 million struggling businesses utilising them. But banks are restricting access to them due to fears of fraud and future defaults and more likely to back the larger small businesses now. The National Audit Office has said that up to £26bn of £38bn BBLS loans may not be repaid. And then there is a backlog of applications to process, although with the latest extension that will ease.
    So it’s not that you shouldn’t apply. In fact the opposite is true. CBILS is unique in that there are no fees or interest to repay in the first 12 months. In September £15bn on CBILS lending was approved across 70,000 businesses. And as the backlog for processing applications clears, the sooner you do so, the more likely you’ll get funds when you need them most. But you may need to look beyond your bank – alternative lenders such as Funding Circle and iwoca are still active. You don’t have to start repaying the loan for the first 12 months. You are 100% liable for the debt, however.
    These schemes do have their limitations. With a cap of £50,000, BBLS are often not high enough to see business owners through a longer period of disruption. High street banks also limited CBILS applications to existing customers only. While it is possible to take out CBILS funding from multiple lenders, having existing credit – even when it’s government-backed – can be a negative factor in the bank’s decision. Ultimately it comes down to affordability and the bank’s discretion.

    The need for working capital

    Despite difficult trading conditions, we are still seeing plenty of businesses looking to grow. Businesses that are pivoting to take advantage of a seasonal trend or retailers expecting a jump in orders. They are working hard to keep income streams looking healthy – it’ll be crucial for the longevity of the business, which will in turn keep people in jobs and even create new ones.
    To hire new staff, buy new stock, or invest in another delivery vehicle, businesses need funds. This is easier said than done of course. The bank may have a few products, but they might not be suitable depending on the type of business you are.
    For example, a retail store won’t qualify for an invoice finance facility. That’s one product off the list already. You may also be close to reaching the limit of your overdraft facility and your bank doesn’t offer business credit cards. In other words, your options with your own bank are limited.
    It’s easy to get disheartened once you get a ‘no’ from your bank. Why try another lender? If the bank that is supposed to have your back says no, surely, you’ll be disappointed again with another?

    Alternative finance options

    There is a thriving alternative finance market that lots of businesses like yours simply don’t know about. When you’re busy managing your business and spinning plates it’s not always easy to assess all of the funding options available. Keeping a close eye on your cashflow takes precedence. But try working with someone who can flag potential options while you still have time, such as your accountant.
    There is a multitude of short-term finance products that will help businesses like yours maintain a healthy cashflow and give you immediate working capital:

    Asset-based lending

    The banks have invested a lot in CBILS even with government-guarantees so we expect them to clamp down on new unsecured business loans. Instead, there will be more appetite for traditional asset-based lending, which works in the favour of businesses that have machinery, equipment, vehicles, property or a debtor book. Not only does it give the lender an element of security in a worst-case scenario, it can be just the ticket for businesses to use their assets to restructure.

    Merchant Cash Advance

    Asset-based lending, and invoice finance facilities in particular, are unsuitable for retailers that are better served with a Merchant Cash Advance. It is not exactly a loan, rather a lump sum advance payment where the ‘lender’ takes a percentage of future PIN transactions until the amount plus interest is paid back. Because it’s pegged to the value of each transaction and there are no fixed monthly repayments, it’s perfect for the retailer who experiences natural peaks and troughs.

    Revolving credit facility

    This is also known as a line of credit, an established credit amount that business owners can access as and when needed. Unlike a secured or unsecured loan, where interest is paid on the entire sum, business owners only pay interest on the credit used, not the whole line. It’s perfect for cashflow purposes where the amount can be paid off as soon as an invoice is paid. Borrowers can use the line over and over again – until the end of the agreement that is.
    “If you fail to plan, you’re planning to fail”, the saying goes. The longer you wait – and the more pertinent your finance need becomes – the higher the price in the form of interest rates and repayment terms. And crucially, a product of ‘last resort’ could provide immediate relief but prove so damaging to cashflow that it could spell the end of your business.
    In the face of adversity, business owners must keep their eyes open to any threats and opportunities. Only by acting in a timely manner will they be able to not just survive, but thrive.

  • Unlocking business success with virtual card payments

    Unlocking business success with virtual card payments

    In a world of struggling supply chains and unexpected economic circumstances – ensuring cash flow and profitability is a top priority for many businesses.

    But shockingly, over half of businesses are still relying on manual checks for their B2B payments – meaning they don’t have a clear view on what their teams are spending and expensing. This is set to change, however as digitisation is increasingly re-shaping the way businesses keep track of their money.
    One product of digitisation which has rapidly grown in popularity among corporate organisations is virtual cards.
    In the following article we’ll explores 5 ways in which virtual cards could help businesses unlock their full potential.

    Increased time and cost savings

    Managing business payments requires meticulous tracking of invoices, follow-ups, and reconciliation, which can be time-consuming and prone to errors. Virtual card payments, on the other hand, offer automated systems that integrate seamlessly with accounting software, simplifying financial management and saving your finance and accounting teams valuable time and money.

    Fortified security and fraud protection

    The financial impact of fraud can be devastating to businesses, potentially leading to significant financial losses, disruption of operations, and damage to reputation. Lacking the magnetic strip and visible numbers of physical cards, virtual cards are much harder to infiltrate by unauthorised persons, offering businesses crucial protection against fraudulent activity.
    Virtual card providers often also offer online management platforms where cards can be cancelled or paused instantly if suspicious activity occurs or a card is suspected as lost.  Many of these platforms also allow the cards to be un-paused or replaced from the same place. By relying on virtual cards for payments, businesses can make more secure payments and better protect their finances from the impact of fraud.

    Greater visibility over spending

    Constantly generating a stream of real-time data and reports, virtual cards allow you to know exactly what your teams and departments are spending and where. What’s more, virtual cards can be issued instantly, allowing employees to start spending immediately, with all expenses tracked within the same centralised platform.
    By having greater visibility over your business transactions and cashflow you can work on cutting unnecessary expenditure, better budget and forecast, and in turn, focus on profitability and growth.

    Empowered employees

    Virtual cards can be used in a variety of ways: shared amongst members of a company for things like online subscriptions and software; created for a single use that becomes void after the purchase it was created for; or for individual transactions such as in-person purchases, attached to a specific balance. This provides clear purposes and limits for the cards, empowering employees to take payments into their own hands while making them feel engaged and valued.
    Employees can request funds when they’re low or checking their PIN if they’ve forgotten it. Financial controllers can then respond to top-up requests, pause and block cards, and monitor budgets.

    Improved vendor relationships

    Maintaining good relations with suppliers and vendors is key to keeping a supply chain running smoothly. Through utilising virtual card payments, businesses can by-pass the issues and errors associated with manual payment and in turn improve key relationships through faster and more accurate transactions.
    Virtual card payments also allow businesses to seamlessly handle both large, recurring payments in addition to one-off smaller needs allowing the versatility and flexibility needed to adapt and grow.

  • Deliver results for your business; step four

    Deliver results for your business; step four

    Deliver results for your business. Step four – focus on key tasks.

    Results are what counts. Nothing else matters as much as the results.

    From working with hundreds of SME clients over the last 10 years, and from 15 years of personal experience in multinationals prior to that, I’ve distilled out my six top tips to ensure you have the know-how to do just that.

    This week, step four;

    Focus on the key tasks

    This can be easier said than done and achieving it requires immense discipline (see my previous posts on How to Stop Firefighting).

    It starts with having a realistic sense of what can be achieved in the time available. I’m sure we’ve all come across bosses who’ll keep piling straws onto the proverbial camel’s back… Are you doing this to yourself and your own company?

    One easy way that I’ve seen to get focus that works for businesses of all sizes is to simply block out time in the diary. This could be anything from 15 minutes to a whole day.

    Another trick – if you’re feeling overwhelmed with all there is to do – is to list all of these tasks, next identify the ones requiring immediate attention, and then select one of those to work on for the next ½ hour. Which leads to the next point…

    Next week – Take action!

    P.S. Think you’re already doing this and not getting the results you want? I’m always interested to have my insights challenged! Drop me an email hilary.briggs@r2p.co.uk and let’s figure it out.

  • How to be a successful franchisee

    How to be a successful franchisee

    Leading consumer brands like Subway and McDonalds have set the global yardstick when it comes to Franchising, especially in the UK where hundreds of businesses have grown using this business model.

    Franchising has become popular in all industries – from restaurants to supermarkets and ice cream parlours.
    Franchising boasts a simplistic business model and this has transformed the way businesses expand, allowing first timers to try out their luck as entrepreneurs.
    The process is low risk, as it basically involves a franchisor selling an initial business idea, along with numerous supporting materials and resources, to someone else – the franchisee. The franchisee’s opportunity is to set up an already established business but in a different geographical area. In this article, we will be exploring the process of franchising in order to understand why this is often a good choice for anyone wanting to start their own business.

    What / When / How?

    The most enticing aspect of franchising is that the risk factor is a lot lower than that which comes with starting a business from scratch. Franchisees pay a one off fee to the franchisor, which means that the exclusive right to operate the business in a defined territory is purchased. Aside from using the brand name, a franchisee has access to the training and support that comes with an already established business with proven techniques and processes.
    The franchisor is expected to provide everything needed to succeed in exchange for the initial fee – this includes vehicles and equipment, stock, documentation, systems, software, operating procedures and new employee training.
    Additionally, a franchisee would normally pay an on-going percentage of sales to the franchisor and a portion of that money is often collected, from all franchisees, and combined to use for marketing the brand across the entire franchise network.

    …And then there was paperwork

    Franchisees operate independently from the franchisor, hence they need to complete the financial and tax paperwork associated as with any business.
    Regulations, paperwork and decisions come thick and fast when starting a franchise, and while this can be distracting, it is vital that aspects such as: business structure, forming a company, registering with HMRC/Companies House, VAT schemes, business insurances, business banking, remuneration structuring, tax planning, life cover and pensions are covered.
    As soon as the business is up and running, it’s important to maintain control of tax and finances and stay on top of things like: payslips, tax and NI deductions, monthly payroll returns, directors’ loans, dividends, VAT returns, company returns, annual accounts, corporation tax and self-assessment returns. The finances of the business need to be monitored and managed and its tax affairs kept up to date with..

    Efficiency is key

    Business owners often feel like they can do everything themselves, but that idea quickly dissolves when they see the amount of paperwork that needs to be dealt with. The quickest and smartest way to get help is to have an accountancy solution that has the ability to deal with all the issues above safely and with minimum hassle, whilst providing up to date financial information and traditional support and advice – all at a reasonable cost.
    So it’s probably safe to say that the best thing to do is to go digital! There are so many benefits to an online accountancy solution, the most important being that they offer a cost-effective and hassle-free way of helping franchisees in becoming more efficient. It only takes approximately 24 hours to set yourself up, meaning that you get instant access to a modern way of viewing your finances, with no fear of delays and no extra costs. Your accountant can submit all the necessary information in real time, and you will be able to see how much will be needed to be set aside for tax bills.
    Accessing advice and support whenever it is needed is one of the beauties of technology. It makes life simpler and allows you to have full control of your life and business; yes, the two go hand in hand. The admin burden is removed and you, the franchisee, can focus on the more important aspects of your business, such as growing the brand, with the comfort of knowing the tax-man won’t come knocking on your door.

    John Hoskin is a director of CleverAccounts.com, an online accountancy firm that seeks to simplify the task of business accountancy. Paying a fixed monthly fee, small businesses, limited companies, sole traders, freelancers and contractors have access to accountancy, business-set up and tax planning services, simple-to-use online bookkeeping, a 24/7 view of their figures and on-going tax advice.
  • Putting on a brave face: Why marketers have to be inherently more courageous than most in business

    Putting on a brave face: Why marketers have to be inherently more courageous than most in business

    Good marketing has the power to transform a brand’s image and reputation, yet so many companies are losing out from ideas and campaigns that underperform. Ho hum work that fails to connect with audiences and draw them in. Work that burns budget to little end result.

    It’s easy to write this off as ads simply not being as good today as they used to be, or the “sameness” of digital stuff, but the problem runs deeper.
    Effective marketing has to be brave marketing. Marketers must be willing to take uncomfortable creative leaps – leaps that contain risk – which in turn requires them to be courageous enough truly do something different. Particularly when the results can’t be proven ahead of time.
    Put simply, boring risk averse marketing won’t get attention. And it won’t persuade anyone to change what they do.

    Being brave in a difficult market

    The uncomfortable truth about marketing is that in too many firms it’s seen as a nice-to-have, but expendable during tough periods. Today’s uncertain environment is therefore particularly anti risk taking and a barrier to pushing creative boundaries. Rather companies may stick to “safer” campaigns that already have easy buy-in from leadership. Even if the results are less than stellar.
    With marketers traditionally undervalued by many businesses, it takes an immense amount of bravery to push a bold or innovative campaign on your own, championing it to get buy-in from above. Even more so with job security hanging in the balance. The result is an echo chamber of the same old ideas, and campaigns that fail to do anything new or worse, simply disappear into the background of customers’ busy lives.

    Risk vs. reward

    Marketing is a delicate balance of risk and reward, with the biggest chance of a good payoff also posing some of the greatest risk to both budget and, worse, reputation. This means, too often, brands and their marketers stick to “safer” ideas.
    I am not advocating engaging with controversy for controversy sake or leaping blindly into a campaign without due diligence. But for business managers it does mean accepting that marketing is complex and reward requires risk taking. Alongside this, an over-reliance on data or market research can only take you so far before you need to step outside your comfort zone and take the plunge with a new idea. One that’s hard to fully prove ahead of time.
    Take the Guinness Surfer ad, which aired in 1999 and was voted among the UK’s most popular ads of the time. The agency behind it, AMV BBDO, found the ad earned a lukewarm response during the market research phase, and for sure management were nervous, but they stuck with it because they had confidence in bringing the idea to fruition. It broke many rules of advertising, and the category. But became a turning point for the brand.
    And you don’t have to spend the budget Guinness does to face a similar challenge of using a creative idea to drive change.

    Challenges of feedback

    No marketer wants their great idea to become weakened through a redesign by committee, but knowing when and how to seek outside perspective also takes a certain amount of courage. And think of this: a decent set of objective feedback can be more power to your elbow in persuading others (or being confident enough to press “go”).
    It’s worth also remembering when considering creative assessment that while marketers are passionate about what they do, working so closely on campaigns can leave us unable to see our work through an external fresh eyed lens, limiting the ability to see work as it truly is, or escape our own confirmation bias.
    Soliciting feedback and the perspectives of peers in and around the marketing sphere is useful for this (and hence mitigating the risks of breaking out of your tramlines). But it comes with a fear of criticism. It just doesn’t always feel good to have one of your ideas judged by others.
    Given the need for greater creativity and risk taking to drive better results, perhaps being “brave” around feedback is a necessary balance. To feel yourself being prudent whilst still recommending a strong idea. Balancing one form of courage to support a bigger one.

    Final thoughts

    If you are in charge of marketing, courage has to be part of your professional make up. Same goes for owners and founders. You can’t risk being bland or uninspiring. That kind of marketing fails (so you lose in the long term). Nor can you rely on numbers or science to tell you the answers. Taking an appropriate risk balanced with feedback to help you win support around you is definitely the way to go.

  • Ivy Restaurant Faces Waiter’s Challenge Over Tips and Service Charges

    Ivy Restaurant Faces Waiter’s Challenge Over Tips and Service Charges

    The Ivy is facing a legal battle with a former waiter who claims the upmarket restaurant chain unfairly allocated him a share of tips and service charges – and refused to explain how his portion was calculated – despite a new law requiring fair and transparent distribution.

    One Waiter, One Stir: A Tale of Tips and Turf Wars

    In a twist that feels straight out of a reality‑TV drama, a former part‑time waiter at a luxe London hotspot walked away in June, but left more than just a flicker in the kitchen. He’s filing a constructive dismissal claim, arguing that the way tips and service charges were split at his branch was downright unfair.

    Why the Grub‑Guide Got Grumpy

    • March 2023: 43 hours of hard work yielded an initial tip haul of just £46.34.
    • Shortly after, that figure was bumped up to £97.45.
    • He estimates his hours made up roughly 2% of the total staff time that month, yet he pocketed less than 1% of the monthly tip pool.

    From the waiter’s point of view, the fractions don’t add up. From the restaurant’s perspective, the numbers are “inaccurate and misleading,” they say.

    The Ivy’s “Transparent” Playbook

    The Ivy, owned by Richard Caring’s Troia (UK) Restaurants, insists on a “tronc” system to hand out the tip money. Here’s the gist:

    • All £31,562 per month of tips & service charges is split by “tronc points.”
    • Staff get a certain number of points that supposedly determines their slice of the pie.
    • Those points are never disclosed – no one knows how they’re decided or how they stack up against the kitchen crew or management.

    The company says revealing each person’s tronc score could violate employee privacy. The waiter says he never got a clear answer to his repeated questions in late 2023.

    Legal Bullring 2023-2026

    The Employment (Allocation of Tips) Act 2023 mandates that 100% of service charges must be handed out fairly and transparently. Employees should know exactly how tips are split.

    Our legal eagle, Michael Newman from Leigh Day, told the press that this case could become a test case for the new law:

    “This law is meant to make tip distribution fair. Either the company sidestepped it, or the law doesn’t work the way we intended. The tribunal could shine a light on how much detail employers are required to give out,” he said.

    The Final Word… For Now

    In April, the waiter had a performance warning that he disputes, filed a formal request for tip details, and then resigned two months later. If the tribunal sides with him, it could redefine tip splitting across the hospitality industry, forcing a culture of full transparency.

    Stay tuned – the drama is just heating up.

  • External file transfers – do they need to be a risky business?

    External file transfers – do they need to be a risky business?

    Hybrid working, although a recently evolved model of working, is here to stay for the foreseeable future. Yet how safe is file sharing within it?

    We speak to Nicole Lin, MD of Synology UK to gain her opinion on this very current issue for business owners. Whilst some business owners debate the longevity of this model it does make sense for SMEs to ensure their cyber security processes are suitable for this new way of working. There are many benefits to hybrid working which smaller businesses are best placed to capitalise on, but there is also an increase in risk too.
    Whilst setting-up and maintaining secure IT systems should be straight forward for SMEs, the plethora of options combined with the exponential rate of growth in IT services has made this a minefield for many business owners. Everyday tasks, such as sending files to external partners, suppliers, and clients should be simple and yet too often this is where many firms fail at the first hurdle.
    We know that external file transfers create a security challenge, but the movement of sensitive data to external end users is also a core operational process for every business, including SMEs. So how can SMEs minimise risks when it comes to file transfers?
    Today there are several on-premises storage solutions already in place including Synology’s C2 Transfer, which were created to empower businesses and home-users to solve their data management challenges. These challenges typically involve connecting remote teams, enabling file sharing and collaboration between people. 
    But until recently the last part of the puzzle had not been fully addressed for SMEs. Namely, how can teams securely send out important and potentially sensitive files to clients, partners, and suppliers without exposing the business to risk?

    Identity verification and end-to-end encryption

    We know that most file collaboration solutions, including cloud or on-premises solutions, protect data through permission management and audits of individual account activity. However, deliverables still have to be sent to external parties that do not have accounts.
    In an ideal world for SMEs, the transfer of sensitive data should remain simple for all parties involved whilst ensuring that files are always delivered to the right person, even if a link is accidentally published or shared with the wrong person. The approach we recommend to ensure files are transferred safely is, to verify identities by sending a one-time password (OTP) to a sender-specified address or phone number to ensure that only the intended recipient can access the files.
    Business interruption caused by supply chain issues has recently hit the headlines again, yet cyber security, IT failure and data breaches still remain a top concern in 2021 for UK small businesses according to the Allianz Risk Barometer.1 The pandemic fundamentally changed the working model for many organisations and this fuelled concerns around cyber security for a variety of reasons. It’s important to remember that businesses, especially SMEs who have the ability to be agile and respond quickly to change, can help employees to reduce the likelihood of cyber-attacks, data breaches and IT failure.

    Five key areas for UK SMEs to address are: –

    Adopt and deploy identity verification and end-to-end encryption when transferring files to clients, partners, and suppliers to reduce risk to the business
    Encourage the use of strong passwords, and have a clear and robust process for reporting a security breach
    Enable two-factor authentication methods and the use of one-time passwords (OTPs) to ensure only the idented recipients have access to data you share outside the company
    Ensure security settings such as watermarks and number of downloads before link expiration are enabled to be able to audit and track when security breaches occur
    Roll-out a training and awareness programme to all staff so that they fully understand best practice when it comes to preventing cyber-attacks, data breaches and IT failure.

    As we emerge into new business models and ways of working in a post Covid world, understand and managing risk within a business remains important. Whilst risk management has always been an element of running a successful SME, the landscape of risk has fundamentally changed. 
    Understanding what this new landscape looks like, as well as the solutions available to small businesses in the UK will help business owners and senior leadership teams to navigate a safe way through. It is unlikely that we can eliminate all risk to business, but what we can do is equip you with the knowledge to prevent and significantly reduce risk.

  • How to lead a remote team

    How to lead a remote team

    As many workplaces begin to close due to Coronavirus (COVID-19), many leaders and managers are starting to ask how they can best manage remote teams and home workers.

    The answer, in part, lies in the acronym DCCST or Does Corona Create Stronger Teams?

    Direction

    In times of uncertainty people look to their leaders and managers for direction.
    As our teams start to work from home, for the first time in some cases, and as the impact of COVID-19 changes day by day, we must provide direction in a number of key areas:

    Specific Priorities – in an ever-changing world, where should our teams be focusing their efforts day by day and week by week.
    Bigger Picture – in what direction is the organisation heading and how is it responding in terms of employees, customers, suppliers and shareholders.
    Ways of Working – we must take the lead on establishing some team ground rules for home-working. For example, start and finish times, expected speed of response, daily check-ins, set periods to be off-line and working in a focused manner on key pieces of work, etc.

    Communication

    Simply put, communication must increase as our teams become remote.
    However, we must pay particular attention to choosing the right communication channels and ensuring that people have the same information, at the same time.
    Email is just one of many tools at our disposal, but an over-reliance on it will simply add to the stress and pressure felt by our colleagues and team mates.
    As well as increasing the frequency of our communication, we must also increase the quality.
    Sticking with email, our aspiration should be ‘one-shot emails’. Emails that are so explicitly clear that our teams do not need to reply with questions and can deliver what we are asking for, to the right standard, at the right time.
    To achieve this, we simply need to pause before hitting send on every email and ask ourselves: “Where and how could this email be misunderstood?” and then make the necessary changes. In my experience, every first draft email can be improved.
    As leaders we must force ourselves to pick up the phone and use the various video-conferencing tools that are at our disposal, many of which are free. Which leads us to…

    Connection

    We are social animals and connection is vital for our wellbeing and work performance. The visual contact gained from face-to-face communication is also key, which is why we cannot simply rely on email communication.
    Some that we lead will be happy working from home, by themselves. It is likely to be an easier transition for the introverts within your team; but they too need that social connection.
    Prolonged periods of homeworking are likely to be more of a challenge for the extroverts within your team, as their energy generally comes from other people.
    As leaders guiding our teams through the Coronavirus pandemic, we must apply John Adair’s Functional Approach to leadership. We must constantly be thinking about the needs of the individuals, the team, and the task.
    In practical terms, this means regularly checking in with our team one-on-one, and creating set times to come together as a team, virtually. And these virtual meetings must focus on the task, as well as allowing people to simply connect.

    Support

    People within our teams will have very different viewpoints of the COVID-19 out-break that will be driven by their values, beliefs, background, family circumstances etc, etc.
    Some will be very optimistic. Others will be much more nervous and unsettled.
    Now, more than ever, it is critically important that we realise every person we lead is a human being and that they are the most important person in the world to someone else.
    They themselves may have children or elderly parents for whom they are responsible. They may have family members who are unwell or at risk of contracting Coronavirus. They may have children who cannot go to school, meaning they are desperately trying to juggle work and family commitments.
    What this means in practice is that we must dial-up our support and empathy. Our teams need us to be leaders, not managers.

    Trust

    Trust is key.
    A lack of trust, or perceived lack of trust, could be the un-doing of many leaders.
    Not being sat next to those that we lead could push some leaders to micro-management. Constantly wanting to know what our teams are working on, getting status updates, knowing what time they started work and wondering if they’re at their machine or putting a load of washing on.
    We must resist the urge to micro-manage our team and we must trust them.
    And, if we’ve provided clear direction, if we’re communicating frequently and keeping everyone connected, and if we’re providing the right levels of support… we will be able to trust them.
    We’ll be able to trust them because they will know that we care about them on a human level, and they’ll want to reciprocate the trust that we’ve placed in them.

    Does Corona Create Stronger Teams?

    This isn’t just a random acronym.
    Whilst I do believe we have several difficult months ahead; I also believe that many teams will emerge out of the COVID-19 pandemic in a much stronger position.
    I believe that new and better ways of working and communicating will emerge.
    And if we, as leaders, focus on reviewing what’s working well, optimising the good stuff and building it into the culture of our teams, these benefits will long out-live Coronavirus.
    Many great teams, and team practices, are forged in the crucible of a crisis.
    Take Pixar for example. When the team presented what they thought was the final version of Toy Story to Disney, they were told that it was terrible and that they were pulling the plug on the project.
    Ed Catmull and John Lassiter begged Disney for a second chance and were given two weeks to effectively re-create the entire movie. During that period, two new ways of working emerged: The Dailies and the Brain Trust.
    These were both critical elements that enabled the team to create an entirely new movie, the likes of which the world had never seen before. As far as the film goes, the rest is history, as they say.
    But the Dailies and Brain Trusts are anything but history. They remain a core part of Pixar’s culture today.
    With that in mind, hold firm, stay focused and #LeadOn.

  • Instantly Gain an Entire Office’s Worth of Talent with AI

    Instantly Gain an Entire Office’s Worth of Talent with AI

    In the fast-paced world of business, every SME owner dreams of finding a way to clone themselves to handle the ever-mounting workload. Well, thanks to AI, that dream could become a reality.

    What If Your Workday Was Powered by a Single Key?

    Picture this: one click and a whole new team pops into existence—no recruiting, no onboarding, no spreadsheets. Sounds like sci‑fi, but it’s the future of small and medium businesses thanks to AI.

    Why SMEs Are Feeling the Heat

    • Hiring a full‑time crew can cost thousands—full of salaries, benefits, training, and the risk of a bad match.
    • Growing faster than your staff can keep up? That’s a recipe for burnout.
    • Managing a steady stream of new hires is like juggling flaming swords while riding a unicycle.

    A Press Release from the AI Room

    Enter the “Smart Staffing” juggernaut. With a tap of a keyboard, the system instantly deploys skilled assistants—writers, analysts, customer‑service bots—ready to tackle your most urgent tasks.

    Feel the Power of Scale Without the Scale‑Up Cost

    Instead of adding a line‑up of employees, you’re adding a line‑up of software personas. Think of them as your digital Swiss Army knives: quick to assemble, adjustable to any role, and eerily efficient. The overhead? Under $0.99 per minute, instead of $50 for a full‑time worker.

    The Human Touch You Still Need

    Admittedly, no AI can fold a perfect croissant in a kitchen or crack a personal joke that makes your team groan with laughter. But the idea is to let your human talent focus on the creative, the complex, the emotionally resonant parts—while the AI keeps the day‑to‑day grind humming.

    So, next time you decide on hiring, ask yourself: Do I need a whole department or a whole dream team of micro‑bots? The answer might just be a single key.

    Understanding the benefits of AI for SMEs

    Why Your Small Business Needs AI (And How It’s Not Rocket Science)

    1⃣ Automate the Boring Stuff

    • Say goodbye to endless data‑entry wars that drain your caffeine reserves.
    • Let AI handle invoicing, inventory, and those spreadsheet nightmares.
    • Result: you can finally focus on the creative side—like brainstorming the next product launch or saying thanks in person.

    2⃣ Data Without the Confusion

    Everyone loves a good data story, but sifting through hundreds of rows is like trying to find a single sock in a dryer. AI analytics turns that chaos into a clear narrative call‑out.

    • Quickly spot trending patterns that would otherwise fly under the radar.
    • Turn insights into actionable plans—think better pricing, marketing moves, and stock decisions.
    • Result? A business that feels like it has a psychic, knowing which customers want what next.

    Everything Together Beats the Tortoise—It’s the Hare

    By combining automation with sharp analytics, SMEs can boost productivity, chew through data like a hungry dog, and emerge ahead of competitors—without having to buy a personal trainer.

    The impact of AI on workforce productivity

    How AI is Turning Small Business Over Hours into Powerhouses

    Once upon a time, the daily grind of SMEs meant juggling spreadsheets, answering emails, and chasing deadlines— all while dreaming of that big creative breakthrough. Today, Artificial Intelligence steps up to the plate, swooping down the lineup of repetitive tasks so that human brainpower can finally do what it was designed to do: innovate, decide, and solve.

    1. Letting Your Team Focus on the Fun Stuff

    • Automate the Boring: From data entry to order verification, AI handles the little things that usually keep your team stuck in a loop.
    • Turn Up the Satisfaction: When employees free themselves from monotonous work, the flavor of their day gets a major boost—think of it as swapping a cup of water for a rich espresso.
    • Maximize Potential: With more brainpower available, SMEs can stretch their talent to new horizons—training, innovation, growth, you name it.

    2. Digital Sidekicks: The New Customer‑Service Heroes

    • Meet the Chatbot: AI-powered chatbots are the early‑bird interns that greet inquiries 24/7, handling everything from FAQs to basic support.
    • Free the Reps for Complex Challenges: Customer‑service staff, once bogged down by routine questions, now tackle tougher problems that really need a human touch.
    • Happy Customers, Happy Staff: While bots smooth out the tide, humans keep the ship navigated, leading to a win‑win: a snappy customer experience and less employee burnout.

    Bottom Line

    In short, AI doesn’t replace people—it elevates them. By doing the grunt work, it lets your team focus on creativity, problem‑solving, and creating that spark that turns a small business into something great.

    How AI can automate repetitive tasks

    How AI Turns Your Daily Grind Into Seamless Automation

    Think of AI as your secret sidekick that takes the boring, repetitive chores out of your circus of responsibilities. From invoices that pop up on their own to inventory that knows exactly when you’re running low, let’s break down the magic.

    1⃣ The Accounting Whisperer

    • Invoice Generation: No more staring at spreadsheets. AI crafts invoices in seconds, saving you hours and dodging typos.
    • Expense Tracking: Got receipts? AI scans and categorizes them automatically—yes, even the one with the snack‑labeled sticker.
    • Inventory Management: Il ’watchstock like a hawk. When shelves get thin, alerts pop up, so you’re never caught out of stock.

    2⃣ Customer Service on Auto‑Pilot

    Ever wish you had an extra hand to handle those endless “Will I get my order on time?” emails? AI’s chatbots fill that gap—fast, friendly, and never crickets.

    • Basic Queries: Straight‑forward answers that keep customers smiling.
    • Product Recommendations: AI learns preferences and suggests the perfect match—think of it as a shopping genie.
    • Order Processing: Click, confirm, and off it goes—no more manual data entry.

    Why It Matters for Smaller Businesses

    Suddenly, the hours you spent on manual data entry can be redirected to growth—marketing new products, nurturing relationships, or just catching a breather.

    With AI handling the back‑office grunt work, your team can focus on what really matters: delivering lightning‑fast service and turning casual buyers into loyal fans. That’s the win‑win of a modern, tech‑savvy SME.

    AI-powered customer service and support

    Customer Service 101: Let AI Be Your Sidekick

    Ever felt like keeping your clientele happy is a never‑ending marathon? Small and midsize shops can now trump that with a tidy ally: AI‑powered chatbots and virtual assistants. Picture a 24/7 support crew that can answer the usual questions, fix common hiccups, and even guide shoppers right through the checkout—no extra staff needed.

    What AI Can Do for Your Business

    • Instant help: Customers get answers the moment they ask, no waiting, no fuss.
    • Smart FAQs: From “How do I track my bundle?” to “Can I use my points for a discount?”, the bot covers it all.
    • Order assistance: The assistant can politely nudge a customer forward, smoothing out the online purchase maze.

    The Personal Touch That Pops

    AI digs into your data, spotting trends in what people like, how they browse, and which products win their hearts. This isn’t just analytics—it’s a dynamic way to tailor suggestions that feel written just for them. For example, if a shopper loves eco‑friendly tees, the bot will slide in the freshest green options, making the customer feel special and driving that return visit.

    Bottom line? Smarter, faster, and more personalized support keeps customers smiling—and keeps your business growing.

    AI-driven decision making and data analysis

    Why Data Analysis Isn’t Just a Numbers Game

    Entrepreneurs and small‑business owners often treat data like a tangled pile of yarn – maddening to sort through and easy to miss a single strand. When you have mountains of spreadsheets or streaming data, pulling something useful out manually can feel like a marathon with no finish line. That’s where AI swoops in like a superhero, checking the numbers real quick and handing you the answers.

    Man‑made headaches, AI‑made smoothies

    Take all those rows, columns, and dash‑dash columns. AI algorithms run through them lightning fast, connecting dots that even seasoned analysts might overlook. Think of it as turning a messy room into a perfectly organized closet with a click.

    Spotting patterns, spotting possibilities

    • Patterns: “Sales peak every Tuesday at 3 pm – that’s a hot spot!”
    • Trends: “Customers love eco‑friendly packaging – let’s lean into it.”
    • Correlations: “Cold weather = increased coffee sales” – grab a thermos!

    Uncover hidden opportunities

    Often you’ll discover unseen monetizable opportunities. AI can flag a “just‑in‑case” combo: bumping a product’s price when normal season sales dip, all while keeping margins comfortable.

    Make smarter forecasts

    Instead of guessing or using a spreadsheet with a few “if” statements, AI gives you forecasts that feel like having a crystal ball—accurate, data‑driven, and backed by historical patterns.

    Climb the competition ladder

    When others keep peering at the numbers the old way, adopting AI gives your shop a competitive edge. That edge can mean the difference between being the trendsetter or chasing someone else’s footsteps.

    So next time you have a data‑dive sitting on your desk, remember: AI is not just a shortcut—it’s your new best friend in turning raw numbers into a simple, actionable plan. Grab it, let it work its magic, and watch your SME leap seconds ahead.

    Implementing AI in SMEs: Challenges and considerations

    Why Small Biz Doesn’t Just Flip a Switch for AI

    First, the Price Tag

    • Infrastructure Overhaul – Think servers, cloud space, and the occasional coffee for the IT team.
    • Software Upgrades – Those fancy AI tools usually come with a subscription fee, plus a tiny consultant for the extra sparkle.
    • Training Days – Your crew needs a crash course; otherwise, they’ll end up twiddling their thumbs while the AI does all the heavy lifting.

    Then the “Do We Even Do This Right?” Part

    • Data Privacy – “All aboard the GDPR train!” your legal team will exclaim. If you slip up, you risk fines, lawsuits, and a brand that’s less “trusted” than “troublesome.”
    • Security Safeguards – Attackers love a playground; secure your data like it’s a vault full of gold.
    • Keeping Bias Out – AI can sometimes decide things based on patterns that echo bias. That’s a recipe for unfair decisions, so check the metrics, tweak the data, and keep everyone on a level playing field.

    Bottom Line

    Adopting AI isn’t just a tech upgrade; it’s a strategic investment that demands thoughtful budgeting, diligent legal checks, and ethical vigilance. If you do it right, you’ll unlock incredible efficiencies. If you skip the steps, you might find yourself in a tech nightmare.

    AI tools and technologies for SMEs

    AI Tools That Won’t Break the Bank

    Small & Medium Enterprises (SMEs) now have a whole toolbox of AI solutions that are as friendly as a barista and just as cost‑effective. Think of them as the Swiss Army knives of the digital world—compact, versatile, and ready to tackle your toughest daily challenges without requiring a PhD in engineering.

    Chatbots: Your 24/7 “Hello, I’m Here to Help” Gurus

    Say goodbye to long wait times and hello to instant support. Platforms like Chatfuel and ManyChat let you build AI chatbots without writing a single line of code. These little assistants can be dropped right into your website or social media, turning ordinary interactions into automated lead‑generators and customer care champs.

    • Chatfuel – Drag‑and‑drop wizard style. Quick, simple, and perfect for non‑techies.
    • ManyChat – Great for Facebook Messenger campaigns. It’s practically a conversation starter.

    What Makes Them Awesome?

    They’re quick to set up, easy to manage, and designed to keep your customers smiling (even when you’re offline).

    Marketing Automation: Your Personal Time‑Saver

    From email blasts to social media schedules, Mailchimp and HubSpot handle the heavy lifting so you can focus on creativity. By automating the mundane tasks, you’ll keep campaigns consistent and highly targeted—all while preserving a precious little thing called time.

    • Mailchimp – Known for its friendly UI and impressive analytics. Think of it as a smart inbox with a personality.
    • HubSpot – It’s a full CRM with marketing tools that speak your language.

    Why You’ll Love It

    Imagine having an invisible marketing assistant that never takes a coffee break—saving you months of effort and a sprinkle of data‑driven confidence.

    Predictive Analytics: Guessing the Future (with a Crystal Ball)

    Step into the trusty realm of IBM Watson Analytics and Google Analytics—products that sift through history and provide crystal‑clear predictions about trends, risks, and opportunities. They empower you to make decisions backed by facts instead of guessing games.

    • IBM Watson Analytics – Look at your data like it’s a puzzle and Watson helps you finish it in seconds.
    • Google Analytics – Universal and super user‑friendly. It’s the backbone of most digital strategies.

    What’s in It for You?

    Take a peek at future sales patterns, decide when to roll out campaigns, and spot potential pitfalls before they happen—like having a crystal ball that never tells the wrong price.

    Bottom Line?

    These AI tools don’t just help you out; they transform the way small businesses operate. They’re approachable, affordable, and packed with a touch of humor that keeps the tech from feeling like a dead‑end. Ready to give your SME a boost? Dive in, explore, and let the AI work its magic—because tech should help you, not add more to the to‑do list.

    AI implementation success stories in SMEs

    AI is Turning Small Businesses into Big Success Stories

    Think AI is only for tech giants? Think again! Many small, passionate enterprises are already riding the wave and reaping the benefits with a sprinkle of cleverness and a dash of humor.

    Chatbot Champions – The Speedy Sales Hero

    • Turnaround Time: A local e‑commerce shop gave its chatbot a superhero makeover. Customer questions once took minutes – now they’re answered in a flash.
    • Satisfaction Boost: Faster replies turned polite “thanks” into delighted “wow, that’s fast!”
    • Impact on the Bottom Line: With happier shoppers, sales surprisingly grew – like a plant that’s unexpectedly got the right amount of sunlight.

    Inventory Alchemy – Automating Stock with Smart Patterns

    • Demand‑Driven Restocking: The team let AI read the market’s mood swings, so stock levels were automatically nudged up when popularity surged.
    • Cost Cutting: Less over‑stock = fewer tied‑down cash flows – a win for the wallet.
    • Customer Loyalty: Always having the hottest items is like offering a ticket to the concert no one can miss.

    Why It Matters: Small, Smart, and Ready to Scale

    These stories prove that AI isn’t a “big business only” luxury. Small businesses can harness it to:

    • Streamline daily chores – freeing up time for brainstorming or binge‑watching the latest series.
    • Deliver snazzy customer experiences that keep folks coming back.
    • Fuel growth that feels more like a steady climb than a shaky take‑off.

    So the next time you pass a cozy shop or tiny online store, remember they might just have a secret AI sidekick working in the shadows – and it’s delivering results that are both thrilling and tangible.

    Conclusion: Embracing AI for SME growth and success

    AI: The Unsung Hero for Small Businesses

    Picture your SME as a busy kitchen where every burner is on, and the chef has to juggle orders, keep the fridge stocked, & make sure every dish tastes just right. Enter AI—the quiet sous‑chef that can take on the repetitive tasks so you can focus on the big picture.

    Why AI is the New Digital Workforce

    • Automation Magic: From data entry to inventory checks, AI frees up human brains for creativity.
    • Insightful Analytics: Dive deep into customer trends & operational hiccups—and get real‑time guidance.
    • Customer Delight: Faster responses, personalized offers, and fewer hiccups leave customers smiling.

    But Hold Up—It’s Not All Sparkles and Rainbows

    Every hero has a villain. Implementing AI in a small business isn’t a walk in the park:

    • Cost & Resource Allocation: Small budgets mean you have to pick the right tools & train the crew.
    • Ethics & Compliance: Make sure data handling, privacy laws, and transparency stay in the legal zone.
    • Change Management: Employees might fear the new tech. Clear communication & training is key.

    How to Get the Most Out of AI Without Losing Your Soul

    Think of AI as a partner, not a replacement. Start with the features that solve the biggest pain points, keep an eye on the budget, and always stay honest with your clients about how data is used.

    Ready to Turn the Key?

    Smashing that button is like unlocking a treasure chest. Imagine turning a handful of tasks into a full‑time partner that never sleeps and constantly learns. That’s the game‑changer—the edge your company has been craving.

    In short, the future isn’t waiting for the big enterprises. It’s already here, and it’s powered by AI. Make your SME the next headline act.

  • Intergenerational Learning is Key for Building a Skilled and Engaged Workforce

    Intergenerational Learning is Key for Building a Skilled and Engaged Workforce

    For the first time, organisations have access to a workforce across five generations, with Baby Boomers working alongside Gen Z.

    While this may present some challenges, there is a huge opportunity to utilise intergenerational learning, and embrace different opinions, knowledge and experiences.
    Traditionally, mentoring and learning has been seen as a relationship between older generations, sharing their wisdom and experience to those younger than them. Although this way of learning is still hugely valuable, intergenerational learning, and reverse mentoring, sees different generations teaching and learning from one another. Understanding and supporting the idea that each generation can offer different skills, experiences and learnings, is a vital step in creating a strong workforce and filling skill and knowledge gaps. For both my own company and those that we work with, supporting a multi-generational workforce and encouraging learning from within, has become a well-deserved priority.
    Fostering a culture of continuous learning can help build and maintain a workforce that feel empowered. It has been found that those who spend time learning at work are 39% more likely to feel productive and successful and 23% more ready to take on additional responsibilities. In my experience, I have seen how applying intergenerational learning allows employees to fulfil their curiosities in a diverse and engaged manner. Rather than relying on the likes of search engines to get answers, having the means to learn readily available through peer-to-peer communication, produces a workforce that is more eager to participate, whether they are the ones teaching or learning.
    There are plenty of other benefits to encouraging intergenerational learning aside from filling knowledge gaps. Having different generations come together and collaborate is an incredibly effective way to encourage strong relationships across age groups and reduce siloes in the workforce. It can be a highly effective way to create a workforce with a strong sense of belonging and reduce feelings of loneliness in the workplace. Offering opportunities for different generations to contribute their knowledge and lead where they are able, but also be advance in areas they are less familiar with, can also support a strong sense of purpose.
    As a true advocate for mentoring, I see huge value in reverse mentoring in particular which reverses the conventional learning and mentoring setup. Younger, often more junior employees, take the role of mentors to more senior team members and share fresh perspectives, technological adeptness, and contemporary insights. It can give those who may typically not have a ‘voice’ an opportunity to interact with, and teach, business leaders, managers and C-Suite members.
    Harnessing this mentoring technique can help everyone across an organisation grow and develop, while providing individual empowerment and the opportunity to develop soft skills such as communication. Reverse mentoring can also help promote increased transparency across an organisation, encouraging people at every level to speak up on areas they’re keen to develop.
    A recent study highlighted that 93% of organisations are concerned about employee retention and providing learning opportunities is currently the number one-way businesses are working to improve this. Reverse mentoring, and intergenerational learning is a hugely effective way to promote development and growth for all, and one which I hope more organisations globally will implement.
    Regardless of how companies choose to build a learning culture, it is vital to pick one that ensures all workers across the different generations are engaged and feel supported, to reap the benefits of building a multi-generational workforce.

  • Tell employees now where they stand with the Olympics

    Tell employees now where they stand with the Olympics

    This is the stark warning from Michael Slade, Managing Director of the employment law specialist Bibby Consulting & Support.

    According to the latest ACAS guidance for companies, there are likely to be many members of staff who will be attending events at the Olympics either as spectators or as volunteers. And there will be even more who will want to stay at home and watch the Games. Either way, planning annual leave as efficiently as possible and coming to some kind of flexible working arrangements will be essential to ensure businesses have the necessary cover, Slade said.

    ACAS has also warned that there may be possible workplace disputes caused where sports-loving employees are deemed to be shown favouritism by being allowed to take time off. Those commuting into work may experience transport problems affecting their attendance or timekeeping. In addition, productivity may be reduced should well-meaning employers allow their employees to watch the Games during working hours.

    However, Slade said the main concern for companies is expected to be employees who take unauthorised absences from work where their requests for annual leave have not been accepted. He pointed out that absenteeism costs UK companies around £32bn a year, with a recent PricewaterhouseCoopers survey showing that 34 per cent of employees had taken time off work under false pretences and lied to their bosses about it. Another survey revealed that, worryingly, 90 per cent of companies had no plans to deal with the expected increases in staff absence during the period that the Olympic Games are on.

    Slade said: “Businesses – especially small and medium-sized enterprises (SMEs) – need to get their processes in order and communicate them to staff as quickly and as clearly as possible so that everyone is aware of the consequences of taking time off work that hasn’t been agreed.

    “Companies need to make sure that they have a robust absence policy and disciplinary policy relating to unauthorised absence and that all employees are fully aware of it. Flexibility will be the key but far more important will be clarity – workers need to know where they stand so that any kind of disputes and disciplinary issues can be kept to an absolute minimum. If an employee is absent from work without authorisation that is a disciplinary matter which could result in a high level warning and in some cases dismissal.”

    Slade concluded: “There are some very important considerations for businesses when setting out policies for the Olympics. We have been providing advice and support for the last six months or so to organisations who are genuinely worried how they will cope when the Games are on. After all, this period of disruption comes only a few weeks after an extended bank holiday season for the Queen’s Jubilee. We would urge all employers to take action now to avoid distractions and declines in productivity, which the UK economy can ill afford.”

  • 20 leadership lessons from 20 years as an entrepreneur

    20 leadership lessons from 20 years as an entrepreneur

    Ever wish you could go back in time 20 years and teach yourself the leadership lessons you know today? I’ve been thinking a lot about this recently … What would you say to yourself? What would I say to myself? What lessons have I learned in the past two decades that I wish I’d known when starting up? Here’s my 20 leadership lessons I wish I’d known when starting up.

    1) A “boss” isn’t the same as a “leader”

    Bossing people around. Shouting. Pointing fingers. These aren’t the actions of a leader.
    As a leader, you need to lead. This often means working longer and harder than anyone else. Show by example what you expect from your team in terms of work ethic.
    Equally, when something goes wrong, don’t be the voice that’s raised loudest in condemnation. You can identify mistakes without yelling at someone in front of the rest of the team.

    2) You can’t force a culture

    Your company culture is more about what you do than what you say. You can insist that your company is a green and pleasant land in which to work until you are blue in the face.
    But your actions will speak the loudest. Be a “leader” and not a “boss” if you want to create a company culture that nurtures talent and encourages commitment.

    3) Don’t think “I”, think “team”

    It’s not all about you. It’s a team effort. Leaders who say “I” a lot tend to be leaders who think about themselves instead of their team and the business as a whole.

    4) Don’t be afraid to hire for personality

    Hire people fast. Train them intensively. Those are words to live by. Personality is in many ways more important than skillset. Choose people for how well they will fit in with your team and train them to have the skills you need them to have.
    One of the things I’m proudest of at Fantastic Services is the way we nurture the people we hire. We see a lot of them go onto great things internally and externally.

    5) Don’t be afraid to hire people smarter than you

    On the flip side, sometimes you need those skills and experiences. Don’t be of a mindset that because you’re the “boss” you need to be the best at everything.
    We all have our areas of expertise. No one can be across everything. Where your expertise ends, don’t be afraid to hire someone who is an expert in the thing you need to know.

    6) Draw attention to hard work

    When noses have been to the grindstone for a long period, it’s good to give recognition to the people you noticed really put the work in. If that’s the whole team, make sure they know it.
    Even when it’s just another day, heartfelt praise raises self-esteem and contributes to creating a positive place for people to work in.

    7) Don’t pass on the criticism

    While a new entrepreneur, I’m sure many of us had the experience of being criticised. Customers and clients. Other entrepreneurs. Even friends, who meant well but sometimes still sprinkled a little criticism in with their support.
    Remember that it’s your job to absorb that criticism. Don’t pass it on to your team. Remember that boss early in your career who thought it was okay to take their negative feelings out on their team?
    Try to remember who that boss is. Don’t be that person.

    8) Get the whole story

    Sometimes, it can be difficult to tell exactly where your company is “at”.
    You might have your sales team saying they have problems while the people delivering your services saying they’re getting fantastic feedback. You might have people in accounts saying everything is great while you know people have complained about a product you offer.
    As a leader, you need to be aware of and balance all of these different opinions – well-informed or otherwise – and actually know how your business is doing. Don’t just rely on one perspective, even if it’s your own.

    9) Define your message

    Once you have taken all of the different perspectives on your business into account, it’s your job to – sometimes quietly, sometimes actively – broadcast a cohesive message to your team in a positive, proactive way.
    Companies that operate with too much opacity don’t usually have a great culture. Be strong. Be clear. Be open.

    10) Practice being self-aware

    As well as awareness of your company, you need to be aware of yourself. What are your strengths? What are your weaknesses?
    Knowing your own strengths and weaknesses will help you build the right team and even, in my experience, find the ideal business partner.

    11) Use your network for feedback

    Networking plays a vital role in building a business. At Fantastic Services, we offered free services and more for both charitable reasons and to build firm friendships with local firms and people.
    But your network has another important role it can play – that of feedback generator. If you need an outside perspective on a problem or opportunity, it’s a great place to look.

    12) Stress-test your old ideas

    Over the course of a career, it’s natural that people get stuck in their ways. Avoiding this calls for regularly stress-testing your old ideas.
    Does the approach you had or your standard response on a topic still hold true knowing what you know today? Spend the mental time to ask yourself and be sure. Changing your ideas in response to new developments and data is not a weakness.

    13) Listen

    Good ideas can come from anywhere. Inside or outside your organisation. From those at the very “top” to those at the very “bottom”.
    Keep your ears open for new ideas. Whether they come from remarks made by customers, team members, your longest-known business partner, or the new hire that just walked in through the door on their first day.

    14) Treat everyone with 360-degree respect

    This is something I’ve always had firm ideas about, but 20 years as an entrepreneur has definitely underlined how important it is.
    Whether someone is working as your CFO or the company’s newest cleaner, they are a person and should be treated with the same level of respect.

    15) Build 360-degree happiness

    Build on that basis. Being treated with respect. Feeling that their ideas are listened to. There are many ways your team should be treated by their leader if you want them to be happy. A happy team is a motivated team.

    16) Offer a virtual presence

    This is a new one that the events of 2020 have brought out into the spotlight. One of the successes we’ve had when dealing with the COVID-19 pandemic at Fantastic Services is in creating virtual events and forums to keep our franchisees connected.
    Providing virtual coaching is a great resource for franchisees and team members alike. As is enabling them to connect with decision-makers in the company to make sure they feel listened to and informed.

    17) Fall down seven times…

    “Fall down seven times, stand up eight” is probably my favourite aphorism. It encapsulates the strength of resilience that I believe every entrepreneur needs if they want to succeed.
    Determination might be even more important than intelligence or natural talent when it comes to what defines your future success. If you want to succeed, prepare to be knocked back a step for every few steps you take.

    18) Rule through security

    We’ve all seen corporations that seem to operate on a system of shaming individuals or striking fear into sections of their workforce.
    But the most powerful tool you can use to energise and motivate your team isn’t fear or shame. It’s security. If you can provide a working environment where your team feels safe, they will be more innovative, more creative, and more loyal.

    19) Don’t let profit always be the driving factor

    Constant worrying about squeezing every penny out of every action can detract from other, sometimes more valuable, goals.
    What about sustainability? Your values? Your overriding purpose for your company?
    It’s often said that you should concentrate on the process and let the product come. You could also say concentrate on the process and let the profit come.

    20) Improve your work-life balance

    Finally, one of the leadership lessons I’d known twenty years ago is the importance of work-life balance.
    Starting your own company can be a time of incredibly long hours and endless hard work. It’s one of the reasons I’m such an advocate of the franchise business model today (why do all that hard work when someone else already has?).
    Whenever you can, do everything you can to make that work-life split a little more even. You will find it all the easier to do all the things a leader should be doing if you’re coming from a place of balance.

  • From Grief to Growth: The Transformative Journey of Empathy in a Chemical Company

    From Grief to Growth: The Transformative Journey of Empathy in a Chemical Company

    In a quiet corner of the bustling chemical company, I found myself entangled in a story that unfolded the resilience of the human spirit and the transformative power of empathy.

    At the helm of the organisation was John Burrows, a man weathered by the storms of life, particularly the devastating loss of his own son to suicide. The CEO, grappling with the weight of grief, had unknowingly become a recipient of the counselling services we provided to their employees.
    Seeking Solace in Counselling: The Quiet Rooms of Healing
    Months passed in the discreet rooms of our counselling sessions, where John sought solace and understanding. The agonising question of “why” lingered in the air, echoing in the depths of his pain. As time progressed, and with the unwavering support he received, John began to find fragments of strength within him.
    Embracing Vulnerability: John’s Message to the World
    One day, when the wounds were still raw but healing, John decided to share his experience with the world. In a heartfelt video message, he spoke not only of his personal tragedy but also about the critical importance of truly listening to what people say. He emphasised that sometimes, the unspoken words carry equal weight. In his vulnerability, he advocated for a wellness program that would serve as a lifeline for individuals in their moments of need.
    A Vision for Wellness: The Birth of a Comprehensive Programme
    The chemical company, under John’s leadership, embraced this vision wholeheartedly. Their wellness programme was more than just a superficial checklist. It delved deep into the intricacies of mental health, incorporating counselling services, stress management training, and even sessions on improving management listening skills. Additionally, they appointed Mental Health First Aiders, individuals equipped to provide immediate support to those in distress.
    Cultivating a Resilient Culture: The Success of Genuine Commitment
    The success of the programme was evident in the transformed workplace culture. The commitment from the top, exemplified by John’s personal journey, echoed throughout the organisation. Employees felt seen, heard, and supported. The wellness program became a pillar of strength, standing resilient in the face of adversity.
    Sustaining Empathy: Moving Beyond Tick Boxes
    Yet, John recognised that such initiatives could easily falter if not nurtured with genuine commitment. In a reflective tone, he acknowledged that success depended on more than just ticking boxes on a to-do list. A mere ‘tick box’ exercise, he warned, would not suffice; true sustainability required an ongoing dedication to maintaining a healthy workplace culture.
    And so, within the chemical company, the seeds of empathy and understanding blossomed into a garden of resilience. John’s story became a beacon, guiding the organisation towards a future where compassion and genuine commitment paved the way for a workplace that truly cared for its people.

  • Psychology of the Sales Process

    Psychology of the Sales Process

    You must first learn all of the rules, like you would before you played a sport – you must learn the ins and outs.

    Now let me take you through the seven stages of the classical sales presentation…

    Stage 1 – Getting accepted

    This is when you meet someone for the first time; it may even be that very first meeting. This is where you are selling yourself, building rapport and hopefully getting the person to like you and trust you.

    Stage 2 – Opening hot button statement – an OHBS

    You say something that gets the other person thinking: “I want to hear what you have to say.” This is one of the smaller parts, it can even be just a few sentences.

    Stage 3 – Finding out all the information to make a sale

    This is a major part of selling. This is when you ask questions, when you find out everything you need to know, when you get all the information you need to gather together in order to make a sale.

    Stage 4 – Check

    You have to ask questions here. You might say to your client or prospect – “Is there anything else we haven’t yet discussed?” or “is there anything you haven’t yet told me?” You have the courtesy to check and to ask if there’s anything else that should now be added. When you have been going through stage 3 of the process, you will no doubt be making some notes so it is not left to memory.

    Stage 5 – Where the marriage takes place

    This is again another major part of the whole process – the first time you should be actually selling, apart from a little bit at stage one where you are selling yourself.

    The selling now takes place. This is where you discuss the results of your product and of course, where you can disclose and release the features, where you talk about every aspect of the business – marrying up to what the client has said they wanted. At this stage, do not over sell. Don’t talk about things that aren’t important and that may be of interest to you but not of importance to your client. Stick to what they want to hear or what they need.

    Stage 6 – Check again

    This is where you say to your client:
    “Is this okay?”
    “How do you feel about this?”
    “Is this what you are hoping for?”
    “Is everything okay?”

    Make sure you check with your client again and ensure that they are happy.

    Stage 7 – Close the sale!

    Throughout these seven stages, you will have noticed that I haven’t talked about money. Where is money normally discussed? Money is normally talked about at stage 6 or stage 7, right at the end.

    This should not be the case. Sales people do it all the time and I’ve had it done to me, somebody is trying to sell me double glazing or home improvements and all I keep thinking while they are talking is: “how much?” because they wont talk about it until the very end. It is so unprofessional.

    So, what does a good sales person do? When should money be mentioned?

    Stage 3 is where money should be talked about initially. Maybe not the final price but this is what I call – price conditioning. This is where you test to see how much you can sell it for. We have to find out what the expectation is of our customer or client so do price condition and don’t be afraid to talk about money.

    Remember your role as a professional sales person is to try and marry your product or service to your customer’s requirements and needs. That means you want to be able to get the price that is right for them as well as for you. You, of course, want to win the sale and they also need a solution to their requirement so, be a professional.

    Good luck & great success!

    Richard Denny is one of the world’s most inspirational business speakers and business growth specialists. He is one of the foremost authorities on sales, management training and personal development. Richard is an international best seller and has written 5 hugely successful books which have sold two million copies worldwide and been translated into over 28 languages. Richard Denny has produced a new video series on successful selling called ‘Skill Sharpeners’. The series is suitable for the new entrant into the profession and is absolutely right for the professional who now has the responsibility of acquiring new clients.

  • Looking ahead to 2025: Increased costs for employers

    Looking ahead to 2025: Increased costs for employers

    The new year is an excellent opportunity for businesses to review their finances and plan effectively for the months ahead.

    With the annual increases to the national living and minimum wage and other statutory payments set to take effect in April 2025, its essential to prepare for these changes in advance.

    National Living and Minimum Wage

    From 1 April 2025, the National Living Wage (NLW) and the National Minimum Wage (NMW) will increase as follows:

    National Living Wage (workers aged 21 and over) from £11.44 an hour to £12.21
    Aged 18-20 from £8.60 an hour to £10.00
    Aged 16-17 from £6.40 an hour to £7.55
    Apprentice rate from £6.40 an hour to £7.55

    The 16.3% increase in the 18-20-year-old rate is the largest increase ever. It is intended to narrow the gap with the NLW because the higher rate is expected to be extended to 18-20-year-olds in the future. The Low Pay Commission is likely to consult on how to achieve this in 2025.
    Employers should audit the ages of their workforce so that they can inform payroll or payroll providers about the individuals benefitting from any increases to the NLW or NMW to ensure that the new rates are paid.

    Increase in statutory payments

    On 6 April 2025:

    The weekly rate of statutory maternity, adoption, paternity, shared parental and parental bereavement leave pay will increase from £184.03 to £187.18 or 90% of the employee’s average weekly earnings if this is less than the statutory rate.
    The weekly rate for statutory sick pay will increase from £116.75 to £118.75

    Employers will need to ensure that staff going on family-related leave are informed of the increased rates at the relevant time.
    Although there is a relatively modest increase to statutory sick pay (SSP), employers must be aware that there are potentially significant changes ahead. On 4 December 2024, a consultation exercise about strengthening SSP ended. To be eligible for SSP, an employee must have average weekly earnings at, or above, the lower earnings limit (LEL), which is currently £123 a week (increasing to £125 in April). SSP is only paid from the fourth day of sickness absence. It is estimated that up to 1.3 million low-paid workers are not eligible for SSP. In addition, because SSP is not payable until the fourth day, many people who qualify for it work when they are unwell. As part of the consultation, it is proposed that eligibility be extended to those earning below the LEL and that the three-day waiting period be removed so that SSP is available from day one. The proposal is to introduce a taper to the SSP rate so that an employee is entitled to a certain percentage of their average weekly earnings or the SSP flat rate, whichever is lower. There are no further details at the moment.

    National insurance contributions

    In the autumn budget, it was announced that, from 6 April 2025, the rate of employers’ NICs will increase from 13.8% to 15%. In addition, because the earnings threshold has been lowered, employers will pay NICs on employee earnings from £5,000 rather than £9,100.
    There is some concern that this rise in employers’ NICs and the increases in the NLW and NMW could negatively impact recruitment and result in job losses. The increased costs could also be passed on to consumers.
    According to a recent announcement by the Deputy Governor of the Bank of England, the rise in employers’ NICs could slow long-term wage growth overall.
    Undoubtedly, the additional costs present challenges for employers, particularly when balancing the need to remain competitive with the rising financial pressures. Employers should consider proactive measures, such as reviewing budgets, identifying efficiencies, and exploring options to enhance productivity. Open communication with employees about potential changes and ensuring compliance with legal obligations will also be key to navigating these adjustments.
    Furthermore, consulting with legal or financial professionals can assist businesses in making informed decisions and implementing strategies to manage these changes effectively.

  • Redundancy Mastery: 7 Insider Strategies Every Employer Must Know

    Redundancy Mastery: 7 Insider Strategies Every Employer Must Know

    Why This Redundancy Law Shuffle Will Slip Into Your Headphones

    Hey business owners, strap in! The UK government just dropped a makeover on redundancy rules, and the ear’s off from the more common chatter about pay cuts and remote‑work. No more beating the office staff for a long lead‑time. They’ve slashed the consultation period by half for big‑size layoffs. Here’s the low‑down.

    What Changed?

    • Mass Layoffs (100+ staff): The court‑ordered huddle with employees and unions is now 45 days instead of 90 days.
    • Small‑Scale Redundancies (20–99 staff): That one stays the same – 30 days.
    • Fixed‑Term Contracts: If your workers are on a sandbox contract, the law says you don’t have to “talk” about what happens to them — unless you want to cut them early.
    • North of the Irish Sea: These changes are a UK thing only. Think Northern Ireland has a cozy “no‑policy” policy around here.

    Why Should You Even Care?

    You’re working hard to keep the ship afloat. But when you need to prune the crew, you’ll want to show you have a legitimate, transparent rationale because employees won’t bark that you’re a white‑hat plundering them. They might accept the news if you present a clear picture of why the business is shrinking.

    Tips to Stay Above the Law (and the Redundancy Ground)

    1. Verify the Redundancy: Check if it’s a true business cut‑back, a closed branch, an entire company shutter, or a “we’re downsizing” scenario. These are the three spectacles that matter.
    2. Stick to Your SOP: Always walk the red lines laid out in your own redundancy playbook. If you ditch it, the Applicative Tribunal has a ticket to smack you with an unfair dismissal claim.
    3. Make a Fair, Numbers‑Based Matrix: Create a “Redundancy Whistler” that lists candidate traits ‑ skills, tenure, job performance, even sickness stats. Keep it documented so you can prove you’re not picking part of a protected group.
    4. Fire‑up Quick Consults: Once you’ve flagged people who may leave, hold a meeting at the earliest. Tell them the length of the consulting period when it varies with numbers. Face‑to‑face chats are mandatory; remote Zooms can be a gamble.
    5. Explore Internal Moves: Try placing people in a different role inside your empire, but do this before you confirm the dismissal. Refusing a reasonable alternative might cost them the compensation money.
    6. Run a Formal Dismissal Huddle: If you can’t dodge the board, set up an official meeting, put the decision in writing and give disgruntled folks the right to be joined by a representative.

    Bottom line: the law keeps getting tighter but it’s designed to keep everyone honest. Play the game right, and you might save yourself from legal headaches, saving room for moral courage and extra coffee.

    Wrap‑Up in a Wit‑Filled Mood

    Right, you know the already sold ask yourself, “Is this real?” yep, just some ugly paperwork. Follow these steps and you’ll be “smoothly doing the Maths” when an employee raises a hand, and the tribunal will have to beware — “I y— ing! You go where I say!” Done and dash!

  • Mastering the Art of Conducting a Disciplinary Investigation

    Mastering the Art of Conducting a Disciplinary Investigation

    Then I get the ‘how do I do that?’ and I reach for my management guide and email it through. It’s calls like this which promoted me to share with you how to undertake a disciplinary hearing, how to conduct a disciplinary hearing and how to do an appeal.

    The golden rule when thinking of doing an investigation is that a fair procedure should always be followed. The ACAS Code of Practice on Disciplinary and Grievance Procedures sets out what a fair disciplinary procedure should include and what warnings system should be followed. Acas Guide on discipline and grievances at work

    A failure to follow the procedure outlined in the Code can make an otherwise fair dismissal unfair. And let’s also not forget that, in addition, if either party has unreasonably failed to comply with any of the provisions of the Code, any Employment Tribunal hearing the aftermath has the discretion to adjust any award by up to 25 per cent (depending on which party was at fault). However, thankfully the tribunal will only make an increase or a reduction to any award if it considers it is ‘just and equitable in all the circumstances to do so’.

    So how do you ensure any allegations are thoroughly and properly investigated?

    Here’s my step by step guide:

    1.      Incident in breach of the Disciplinary Policy is reported/observed and raised.  An investigating officer is appointed – where possible by someone other than the disciplining officer and someone not involved in the alleged incident.

    2.      The investigating officer takes a witness statement from the person who raised the issue. This should include date of the incident, time of the incident, location of the incident, exact nature/details of the incident as they recall, names of any other people who may have witnessed the incident. This should be without unreasonable delay, before recollections fade. The statements should be typed up and witnesses asked to check, sign and date them; giving them opportunity to make any necessary amendments to ensure accuracy.

    3.      It may be appropriate to meet with the employee themselves – please note there is no statutory right to be accompanied at an investigation meeting, nor a requirement to give notice of the meeting to the employee. At this meeting, explain the meeting is only an investigatory one and not part of the formal disciplinary process. Then they should be asked if they are aware of the company rules regarding the alleged breach, to explain what happened, provide any witness details and make any comments. Again these should be noted in writing and a copy sent to the employee after the meeting for verification/amendment.

    Note – If the employee refers to other employee breaches in behaviour as is often the way (‘So and So did it so I didn’t think there was a problem’ etc, etc) thank them for the information, make a note of it and continue with the current investigation.

    4.    The investigating officer then must decide if there is a disciplinary case to answer and if the allegation is potentially gross misconduct. If it is a gross misconduct matter (i.e. something so great as to potentially terminate the contract summarily) this could mean that suspension is required to facilitate the remainder of the investigation.  This period of suspension should be on full pay, it should be for as brief a period as possible and should be kept under review and it should be made clear that suspension is not considered as disciplinary action.

    5.      If there is a case to answer: your employee should be told that you are forwarding the case to a disciplinary hearing, that they will receive written notice and copies of all the investigation notes, and if the allegation is potentially gross misconduct, the employee may be suspended at this point. The investigating officer should prepare a pack of all documentation and a summary of the investigation with their recommendations for the manager conducting the disciplinary hearing. Remember the manager conducting the disciplinary should not have had any involvement whatsoever in the investigation to ensure objectivity.

    6.      If there is not a case to answer: you should tell your employee that you are satisfied with their explanation of events and that you have decided not to proceed with formal disciplinary proceedings.

    So do you feel better able to handle an investigation?  Next the formal meeting – come back for my guide.

    For more help and advice about disciplinary issues contact us at www.threedomsolutions.co.uk   or follow us on twitter @3domSolutions

  • Effective communication for leaders

    Effective communication for leaders

    Think of those you know who make good leaders. Are they innovative and creative? Are they analytical and concise? Are they good at juggling shareholders and banks? Most leaders are at least one if not all of these and more. However, these talents are of little use if they cannot be communicated well.

    Good communication is the basis of everything. Some are natural communicators, others are not, but that doesn’t mean we can’t improve on these vital skills.

    Recently, whilst working with a newly appointed CEO it became apparent that he preferred to use emails whilst delivering messages and couldn’t understand why people were either not doing as he asked or misunderstood the messages and wasted valuable time going down the wrong path.

    After discussion it transpired that he didn’t feel confident in his newly appointed job and was worried that if he met people face to face they may ask questions that he couldn’t answer. By receiving questions via email gave him the time to double check replies to make sure he got it right. He also liked a trail of ‘evidence’ as to what had been said.

    Emailing is fine to arrange meetings, clarify, share information, to quickly fulfil a task and to summarise, but to communicate effectively and to build relationships it should really be done face to face, via a conference call or Skype when possible.

    The first rule of communicating well is to respect one another and allow each person to express their views. It is important to put yourself in other people’s shoes in order to help understand their frustrations and feelings. It is therefore wise to enter discussions with a clear view of the points to cover, but at the same time an open mind in order to benefit from constructive feedback. Remember that communication is an exchange of information and ideas.

    As a business leader it is often the case that the points needing discussion are part of a bigger picture which employees may not be aware of. It is a good idea to paint the picture for others in order for them to fully understand the context of those particular messages. People do not know what they do not know, so never assume. Instead be clear what you want to say and add “which means that’ in several places, even if this is only a silent reminder in your head to help deliver the whole story. This is also a great time to show a bit of enthusiasm. Deliver messages with some energy to help inspire others.

    Of course, clarifying understanding and seeking agreement is essential and once established a debate on what actions are needed, who needs to do them and by what time is the next step.

    This is when emailing is highly useful in order to summarise the meeting to all involved, so that there are no loose ends.

    These steps are logical, but when we are flying around with a million things to do it’s hardly surprising that sometimes we are not effective communicators. That’s why we need reminding.

    There is however, one more step to take. Follow up. At the agreed designated times is the work done? If not, what went wrong. Could it be that the original meeting wasn’t as effective as you thought? Rather than become angry, assess if there is still a problem with communication. Perhaps it’s something quite simple, but you won’t know unless you talk about it.

    www.drlyndashaw.com

  • ‘Pro-growth’ data reforms bring opportunities and risks

    ‘Pro-growth’ data reforms bring opportunities and risks

    On 1 January 2021, following the end of the Brexit transition period, the UK’s data protection laws were changed. Out went the EU’s General Data Protection Regulation, and in came the UK’s very own version of the GDPR.

    Changes were also made to the Data Protection Act 2018. But these were mainly technical. The rights and obligations remained largely the same. Until now.
    The UK government has recently dropped some strong hints that substantial change may be on its way. In a comment piece in the Financial Times, the Secretary of State for Digital, Culture, Media and Sport, Oliver Dowden, argued for a new approach to data protection in the UK. He wants data protection to be focused more on the positive benefits of using data rather than seeing it solely as about risks and harms. And in a speech reported by Sky News, Dowden is quoted as saying that the UK should have a “more pro-growth, more pro-public policy approach” to data protection.
    What does all of this mean in practice? It isn’t entirely clear what a ‘more pro-growth’ approach would look like, although the tone of Dowden’s comments certainly suggests that the government is seeking to reduce some of the more onerous requirements that data protection law places on businesses. This could mean reducing or even removing completely some of the accountability obligations, such as the requirements to appoint data protection officers, keep detailed records of processing activities and carry out data protection impact assessments. Whilst there is no doubt these can be costly for some businesses, other businesses are already exempt from these requirements. Other potential changes could include broadening the circumstances in which personal data can be used, narrowing some individual rights and widening exemptions to the rules to allow greater innovation in the use of data.
    There are opportunities here. Our data protection laws are far from perfect and there is much that could be improved. The obligations are overly complex and difficult to interpret, the language is technical and the laws are very widely misunderstood. Not for nothing has the Information Commissioner needed to publish a series of blogs about ‘GDPR myths’, trying to combat fake news about data protection which continue to flourish due to this lack of understanding.
    One option may be to remove small and medium sized businesses entirely from compliance with certain data protection obligations. Although this may be superficially attractive to allow new and growing businesses to innovate, it is arguably more costly in the longer term (not to mention far riskier) to bolt on data protection compliance to a mature business, rather than building it in from the start.
    So the government will need to tread very carefully in making any changes. Whatever amendments are proposed, these should not put at risk the European Commission’s intention to grant the UK the ‘adequacy’ decision it requires to continue the free flow of data between the EU and the UK, which is crucial to so many businesses in the UK. For this reason, it is unlikely that the government will radically alter the rights of individuals, such as right to be told about how their data is processed and the right of access, or the enforcement regime currently operated by the Information Commissioner. Any major relaxation of the data export rules will also risk undermining the prospects of an adequacy decision.
    Another potential risk for making wholesale changes is that UK businesses which operate in the European Union or which sell to customers within Europe will continue to need to comply with the EU’s GDPR. Currently, UK law is very closely aligned to the EU’s GDPR, and so this requirement to comply with two different legal regimes is actually relatively straightforward. However, if the UK government chooses to make significant changes, a large number of businesses will need to adapt their activities in order to comply with both the EU’s and the UK’s (potentially very different) data protection laws. This is likely to add to, rather than reduce, the compliance burden.
    In my December column, I made some predictions about what 2021 may bring to the world of data protection. In light of these developments, it appears I was right to mention the possibility of changes to the UK’s data protection laws, although perhaps I was wrong to say “don’t expect to see a significant shakeup”. Businesses will await the government’s detailed proposals with interest.
     

  • From Baby Steps to Boardroom: The Post‑Baby Career Comeback

    From Baby Steps to Boardroom: The Post‑Baby Career Comeback

    Why the “Stay‑At‑Home” Dream Turns into a Reality Test

    Picture this: You’ve decided to be the “Mom 2‑0” of your household, and the universe is all like, “You can do it!” Then, a moment later, your bank account sends a subtle (or not so subtle) reminder that bills don’t care about your heart‑felt wishes.

    Financial Reality vs. Motherhood Fantasy

    • Money’s reality check crushes the idea of being home all day, especially for families that have to stretch every dollar.
    • Psychological hurdles can crop up once you’re stepping back into the workforce—especially for the “Mom‑on‑the‑mood” crowd, who might feel guilt-laden, lost, or simply out of place.

    Pressures in a “Have It All” Society

    • The cultural narrative of “having it all” puts extra weight on the shoulders of working moms.
    • But hey—remember you’re you, not a statistic. Knowing and trusting your own judgment is what will keep you grounded.

    2014: The Turning Point for Women

    During the year, opportunities for women in the workplace multiplied, leaving many eager to seize them faster than a kid snatching the last cookie.

    Late‑Career Lifestyles and Entrepreneurial Vibes

    Many women in their 30s or 40s are ready to re‑enter the job market, often on a part‑time or flex‑basis. That combo? Rarely matches the demands of top executive roles. Instead, many rationally decide to run their own business, harnessing their newfound energy.

    Stirring Conversation Piece: Working vs. Full‑Time Homemaking

    There’s a harsh judgment funnel somewhere between moms who want to hop back jobs and those who want to stay home: the former can be labeled “cold,” the latter “weak.”

    Tips for Moms Re‑entering the Workforce

    1. Overcoming Separation Anxiety

    Your bonding bond is critical, but let’s face it—parting ways is a necessary step. Detachment helps your child grow into an independent adult.

    2. Regaining Self‑Confidence

    Feeling like the “new kid” when you return is normal. Let’s embrace the first weeks of disorientation as part of adapting to your new routine.

    3. Tackling Work‑Life Jumble

    Hook your partner, friends, or family up in the loop—you’ll be reassured that you’re not the only one worried about change.

    4. Listing Your Super‑powers

    Draft a list of your unique qualities before heading to an interview. Family and friends can confirm your strengths. Bring this list into the room and be your own champion.

    5. Translating Motherhood to Workplace Skills

    From juggling multiple tasks to honing time management, the motherhood experience equips you with essential workplace skills. These “soft, transferable” talents can truly make an employer take notice.

    Bottom Line

    Mom‑hood is, at its core, a growth journey. Being a mom can help you become more patient and empathetic. That’s a super‑power you can carry onto the office floor—and the coffee shop table, if you prefer.

  • Why Leadership Belongs to Everyone in Your Business

    Why Leadership Belongs to Everyone in Your Business

    In many businesses, leadership is seen as something that happens in boardrooms or during quarterly reviews – a responsibility held by the few. But for small and medium-sized enterprises (SMEs) facing fast-changing markets, staffing pressures and rising customer expectations, that top-down model simply doesn’t hold up.

    Instead, leadership must be shared. Whether it’s a customer-facing technician solving a problem on the spot, or an administrator improving a clunky process, leadership can – and should – happen everywhere. When it does, the results are powerful: greater engagement, better problem-solving, and a culture of accountability that drives growth from within.
    This mindset shift isn’t just aspirational – it’s actionable. And more than ever, SMEs need to unlock the leadership potential across their teams.

    Leadership Is a Mindset, Not a Job Title

    The Chartered Management Institute (CMI) found that 82% of managers enter their roles without any formal management or leadership training – a striking figure that highlights how many are expected to lead without the tools to succeed. For SMEs in particular, this presents both a challenge and an opportunity: with flatter structures and greater flexibility, smaller businesses are well placed to develop leadership behaviours across teams – not just at the top.
    At Chubb Fire & Security, a global organisation operating across diverse markets, this idea is deeply embedded in our culture. Our philosophy is simple: Everyone is a Leader. Whether it’s engineers in the field or office-based support teams, leadership is viewed as a mindset – one grounded in ownership, integrity and stepping up for others. While this approach reflects the values that guide us at Chubb, it’s a principle that can be adopted by businesses of all sizes and sectors. Because when leadership is lived at every level, it doesn’t just elevate individuals – it strengthens entire organisations.
    This belief is anchored in Chubb’s enduring purpose: Building Great Leaders. It’s more than a slogan – it’s part of its DNA and the foundation for how the business develops its people and drives performance. Innovation may fuel Chubb’s success, but it’s people who make innovation possible. That’s why leadership is nurtured across every role, not reserved for the few. By equipping individuals to thrive – and ensuring everyone has access to a great leader – Chubb creates a ripple effect that empowers teams, builds trust and strengthens resilience from the inside out.

    Three Ways SMEs Can Nurture Leadership at Every Level

    Give People Permission to Lead

    Leadership begins when people feel trusted. That might mean encouraging newer employees to make decisions, share improvement ideas or take the lead on small projects. These are not “extra” tasks – they are the foundations of leadership in action.
    At Chubb, employees are called Leaders – not as a title, but to reinforce the belief that everyone contributes to business performance and people-first impact. It’s an approach any SME can adopt by reinforcing initiative, not hierarchy.
    Practical tip: Start asking, “Who else could lead this?” It’s a subtle but powerful shift in meetings and planning.

    Make Career Paths Transparent and Inspiring

    Internal progression is one of the strongest motivators for leadership behaviour – but it only works if people can see a path forward. Chubb’s Career Path Model and mentoring programmes provide clarity and support to help employees grow in any direction: upwards, sideways or into new teams.
    SMEs may not have formal HR departments, but they can still build simple frameworks that show how skills and responsibilities evolve. Whether it’s job shadowing, buddy schemes or informal career conversations, the message is clear: you don’t need to leave to grow.
    Practical tip: Hold quarterly development chats with all staff – not just managers – focused on aspirations, not appraisals.

    Coach, Don’t Command

    Traditional command-and-control styles block leadership from flourishing. Instead, coach-like managers who listen, guide and challenge, create the conditions where others can lead.
    Coaching-style leadership brings results. CIPD‑supported research shows that leadership development programmes blending coaching techniques with structured manager support led to better employee engagement and adaptability – benefits that SMEs, with their leaner structures, are ideally placed to achieve.
    Chubb’s “Leader Labs” and continuous learning programmes show that this shift isn’t about training courses – it’s about day-to-day behaviours. Managers don’t need to have all the answers; they just need to help others find theirs.

    Build Culture, Not Just Capability

    Embedding leadership at all levels takes more than training – it takes cultural reinforcement. One way Chubb sustains this is through consistent employee appreciation. Through Chubb Cheers eCards, BRAVO and Superstars Awards, the company acknowledges employees not just for results, but for how they embody leadership behaviours like collaboration, resilience and innovation.
    Practical tip: Celebrate leadership moments, not just milestones – spotlight small examples of people stepping up.
    When leadership becomes part of how people see themselves, it fuels long-term agility. Especially in SMEs, where every person makes a visible impact, this cultural alignment matters.

    The Bottom Line

    Leadership isn’t confined to titles – it’s embedded in how people show up, solve problems and support one another. For SMEs, cultivating leadership across every role is not a luxury; it’s a competitive advantage.
    As businesses face increasing complexity, the most resilient are those where everyone feels empowered to lead. That starts with trust, continues with development and is sustained through culture. Leadership is everyone’s business – and it’s time to act like it.

  • How to Overcome the Fear of Selling

    How to Overcome the Fear of Selling

    We take the word ‘no’ to be rejection, and in so many cases it is not. The understanding of this word will really help so many of us to overcome that natural fear of selling.

    When a customer says ‘no’, it is only ever a ‘no, not today’. We live in such a dramatically changing lifestyle that circumstances and situations change very rapidly.

    Lets imagine a world where nobody could say no, the word simply did not exist. What would you be doing more of? How many more calls would you be making? How many more people would you approach? I illustrate that because within this word – ‘no’, there is a massive business opportunity.

    I once tried to sell to a company for two whole years, every couple of months or so; we would go back and try to sell. Finally after two years of trying, they gave us a small order, then a slightly larger one and lastly, the biggest order we had ever received.

    ‘No, not today’ is an expression that I want you to embrace completely in your professional sales career. Understand what a ‘no’ means – it is not a straight ‘no’, it is a ‘not right now’ or ‘no, not today’. I’m not saying you have to put pressure on your customers or be pushy. I’m not saying you have to continually ask and make it difficult for the relationship to grow. But understanding what a ‘no’ is will make you an absolute fortune.

    Let’s use telesales as an example. Within a telesales team, you get a huge amount of rejections and as a result you see the core rate of phone calls made drop over time. The sales staff would take longer lunch breaks or more frequent toilet breaks – any excuse to not pick up the phone. When I worked in a telesales environment, every so often I would have some fun with the team. I’d ask them to see how many ‘no’s’ they could get in that day, as many as possible. I’d state that the person to get the most will win two bottles of wine, the second – one bottle and the third, a box of chocolates. You would instantly see the core rate rocket and as it did, so did the ‘yes’s’. Of course, people would still be saying ‘no’ but the example I’m pointing out is – if you want more ‘yes’s’, you have to get some ‘no, not today’s’.

    As you begin to understand the opportunity of a ‘no’, it becomes so exciting. My experience in sales, over many years, has shown me and demonstrated over and over again, the importance of getting a ‘no’.

    I was never despondent of a ‘no, not today’, we would simply add them to the list and would re-contact that prospective customer, maybe within 3 months, maybe within 6 months but we would stay in contact.

    In every business I have been involved with, our biggest source of revenue comes from our existing client base. The second biggest – the list of ‘no, not today’s’ and the third comes from a completely new list of people who we have never been in contact with before.

    So…in summary…don’t undervalue the ‘no, not today’s’. Keep a list and stay in contact regularly. In the process of understanding the word ‘no’ – it completely removes this ridiculous fear of selling and helps us to be so much more professional.

    You cannot win them all. It is highly unlikely that we will ever produce a selling technique that will help the seller to close every sale.

    If I wanted to compete with your business – I would simply ask for your ‘no, not today’ list. I will guarantee I will make an extremely successful business and take market share from that list. Value your ‘no, not today’ list, it is priceless.

    Good luck & great success!

    Richard Denny is one of the world’s most inspirational business speakers and business growth specialists. He is one of the foremost authorities on sales, management training and personal development. Richard is an international best seller and has written 5 hugely successful books which have sold two million copies worldwide and been translated into over 28 languages. He has been dubbed the Millionaire Maker by the Daily mail and Birmingham Post.

  • How important is trust to you as an entrepreneur?

    How important is trust to you as an entrepreneur?

    There are so many different levels on which trust can make or break your business success that maybe it is something you should give more thought to.

    Who do you trust and how do you build trust in your team are fundamental questions for any business owner to start with and review regularly, but also more broadly trust needs to be considered in the context of the industry sector you work in, trust in the products or services you deliver, trust in the government to support UK business. When you think about it, trust is central to everything.
    The result of the general election may over time help to instil greater trust on many levels that are beyond your control as a business owner and so if you haven’t thought about it already, what can you personally do now to create greater trust to help your business grow?

    Infrastructure

    Start with having the infrastructure in place to minimise issues around trust in your business. If you are a business which handles cash, have safeguards in place so as your business grows, you will have more control and there will be fewer opportunities for theft or mistakes.
    Can you ever trust your team 100%? This is often a real issue for entrepreneurs, especially when having to scale up fast and employing people for the first time or outsourcing aspects of their production or service offering to third parties.
    Having the building blocks – the processes, the governance, the external advisors and support that allow you to grow will help to build trust. Use the knowledge and experience of your professional advisors from the beginning and at different stages of your business growth journey to help you to maintain and build trust every step of the way.

    Culture

    Having the right structure in place builds trust and helps to then shape the culture of the business. Where employees can work efficiently and effectively and are well rewarded for their efforts creates a more trusting and success focused internal culture. Put simply you deliver on your side of the bargain to your team, and they will deliver what your business needs to succeed. What is built on the inside of the business is also projected externally to customers and clients.

    Relieve the burden

    It is often underestimated how much hard work is needed for building and maintaining success and we know being an entrepreneur is often a lonely business. You need someone around you who can help to relieve the burden – a ‘right-hand’ person who you trust to enable you to think about the next big challenge. People who can act in this role are quite frankly gold dust to your business success and they will play a key role. Whether this is a family member, an employee or an advisor, think about who is critical to your success and do they trust you?

    Be more trustworthy

    You can’t succeed in anything unless people trust you, so keep your promises to others and yourself, no matter how small. If you can be trusted on the small stuff you can be trusted on the larger things.
    Also only commit to what you can deliver. Many entrepreneurs have hastily promised and then had to back track. You won’t be the first or last person to do this and it is something which happens regularly, so avoid it.
    The modern-day equivalent of “My word is my bond” from Shakespeare’s The Merchant of Venice is now your personal brand. Only promise what you can deliver and in the age of social media, make sure what you project professionally is matched personally.
    Finally, if you can’t keep to a commitment or fulfil a promise, be honest and explain why. In business there are always so many factors that can impact on a business’s ability to deliver, but to maintain trust and keep clients and customers coming back to you even if you mess up means they must trust you.

  • Unlock the Power of Genuine Appreciation at Work

    Unlock the Power of Genuine Appreciation at Work

    With the latest Gallup report showing the UK as having only 10% of workers as being ‘highly engaged’, it raises the question of just how do we show employees how much they’re appreciated?

    Why Managers Are Feeling the Burn, and What You Can Do About It

    Managers are the backbone of any workplace, yet recent Gallup data shows they’re actually more exhausted than their peers without managerial titles. Shockingly, 64% feel swamped with extra duties, and a whopping 41% report budget cuts that cut through their plans like a bad haircut.

    Stress Levels That Are Killing Productivity

    • According to Mental Health UK, 20% of workers had to take time off last year because of “pressure and stress.”
    • Even more—35% of adults lived through extreme stress.

    With those numbers, it’s no wonder employees are skeptical of “thank you” cards and generic appreciation emails. They’re looking for authentic recognition, not just another checkbox.

    Turning the Tide: Tips for Businesses That Actually Care

    • Re‑balance the workload: Offer tools and training that make managers’ jobs less overwhelming. Think project‑management software that actually helps, not hinders.
    • Transparent budgeting: Instead of cutting budgets behind closed doors, involve your teams in cost‑saving conversations. It keeps the trust bar high.
    • Regular check‑ins: One‑on‑ones should be more than a status update—use them for honest conversations about stress, workload, and career dreams.
    • Celebrate small wins: A shout‑out for a project milestone or a quick “you’re crushing it” note can spark motivation faster than a massive bonus.
    • Invest in mental health: Provide resources like counselling, mindfulness sessions, or simply a quiet space for a quick break.

    When managers feel supported, they’re less likely to feel the clamp of burnout, and they’ll pass on that genuine appreciation to the whole crew.

    Appreciating the appreciators

    Helping Managers & Their Teams Stay Sane in a Budget‑Bashing World

    Why Managers Are the Biggest Stress‑Victims

    If you’re drowning in overload, stress, or burnout, spotting the silver lining in others can feel impossible. Even more awkward is when the very people who should be championing appreciation—our managers—are the most disengaged. That’s a recipe for disaster.

    Companies Tight‑Budget, Big‑Goal Every Year

    Every calendar year, cost cuts hit harder than ever, while targets go up. Yet managers rarely receive the tools and training they need to meet these new demands.

    Result? One or another manager:

    • tries to shield their team from the extra workload
    • takes on the extra work themselves
    • ends up bringing office life into the living room

    Managers: The Hidden Pillars of Employee Satisfaction

    We often forget that managers greatly influence how workers feel day to day. Even as the nature of work changes, many managers fall into habit loops that keep them on autopilot.

    Time, however, is a precious resource that can be used to experiment with new workflows:

    1. Set aside an hour each week to rethink, not only “what to do,” but “how to do it.”
    2. Encourage a culture where trial and error is celebrated rather than penalized.
    3. Collect quick “just‑in‑time” feedback from the team to stay agile.

    When Managers Can Give Thanks, It’s Easy to Turn the Whole Workplace Upside‑Down

    Once managers have space for authentic appreciation, both they and their teams can feel more connected. The trick is making this appreciation a regular habit, not a one‑off event.

    Some extra ideas you can try:

    • Start each meeting with a quick shout‑out.
    • Use a shared board where everyone posts a thank‑you note.
    • Let managers publicly recognize employee milestones in a fun, meme‑friendly format.

    Bottom Line

    Support managers in navigating ever‑shifting workloads. Give them the time and freedom to adapt, test, and celebrate. If you can manage that, you’ll see a ripple effect that keeps your whole workplace energized—and maybe even less stressed.

    Being heard

    Do Your Bosses Really Know What’s Happening?

    Ever feel like the higher-ups are in their own little universe while you’re juggling spreadsheets, deadlines, and the eternal quest for the perfect coffee? It’s a pretty common frustration. Then there’s the yearly engagement survey—a digital “hello” that asks you a couple of questions and, frankly, often feels as useful as a rubber duck in a serious meeting.

    The Problem with the Annual Survey

    • Monster question‑packs that leave you guessing what the company actually cares about.
    • No room for your personal story—just a check‑box and a sigh.
    • Feelings and stress get boiled down to a single rating, like a pop‑corn kernel in a microwave.

    What you’re really missing? Genuine conversation.

    Listen Up, in Person

    The real magic happens when leaders sit down—no badge, no PowerPoint, just a real human ear. Picture a coffee shop, a park bench, or, if you’re lucky, a quiet corner of the office. The goal? Psychological safety. Think of it as a sandbox where thoughts can tumble free without fear of being trampled.

    How to Make That Safe Space

    • Say “I’m all ears” before you let them vent.
    • Avoid the brain‑spin that says, “Let me fix it right now.” Allow the employee to tell, listen, instead.
    • Show you care by nodding, laughing, or even raising an eyebrow—just keep it real.
    Why That Matters

    When people feel heard, it’s a two‑way street: they bring their best selves, and you get the real story behind the numbers. That little spark of enthusiasm? It’s the lifeblood that can turn a tedious task into a meaningful mission.

    Bottom Line

    Swapping sterile surveys for a heartfelt chat isn’t just pretty talk. It’s the fastest route to a happy, productive workplace—because when everyone feels truly understood, the whole team gets a boost. So next time you’re about to roll out another survey, ask yourself: “Can we just sit and talk for a minute?” If we can’t, we’re missing an essential ingredient.

    Personal development

    Time is the Ultimate Treasure in the Workplace

    In the fast‑paced world of work, we treat time as the most precious resource. Yet, carving out moments for real, heartfelt conversations with our crew is the real ticket to showing them how valued they truly are.

    Stop the Wheel and Take a Breath

    It’s tough to read the room and catch every employee’s vibe just from spreadsheets and meetings. Review sessions give managers and staff a chance to pause, breathe, and dive into deeper reflection.

    Why Reflection Matters

    • Break the endless cycle of Quick‑Hit Memos.
    • Spot the hidden contributions of team members.
    • Fuel the joy that comes from being heard.

    Personal Growth: The Unsung Hero

    Most companies talk about how employees add value to the org. But it’s equally vital to ask: What are we doing for their growth?

    Listen, Plan, Empower

    1. Discover each worker’s career dreams.
    2. Craft tailored development plans that spark their potential.
    3. Show them their worth from a manager’s perspective—people often best see themselves through someone else’s eyes.
    Bottom Line

    When you pause to talk, listen, and plan, you’re not just flipping a tablet. You’re investing in people’s hearts and minds—turning time from a trivial chore into a priceless gift.

    Feeling valued

    Money Matters: Why Paying the Folks Is the Real Game‑Changer

    We’ve always heard that people do their best because they feel a sense of purpose. But the UK’s sticky economy—slow growth, high inflation, and a sinking living wage—has turned a lot of folks into “money‑hunters.” So if you want employees to know you’re not just yelling “good job!” but truly acknowledging them, you’ve got to look at what’s actually in their pockets.

    Recognition vs. Appreciation: The Big Difference

    Recognition is the quick shout-out for hitting a KPI or meeting a deadline. It’s a “You did it!” moment that celebrates the result.

    Appreciation is more like a “Thanks for being you” hug. It’s about valuing the people’s personality, the extra hustle they bring—even when they don’t get a target bullet.

    Beyond the Base Pay

    Slapping a higher salary is only part of the puzzle. Think of:

    • Pension safety nets that grow with you
    • Private health plans that give you peace of mind
    • Well‑being allowances that let you eat that fancy avocado toast or buy a new plant

    When their life off the clock feels supported, the buzz at work turns from “in the weeds” to “on the go.”

    Work Flex, Play Flex

    Offer:

    • Flexible hours so you can crush the morning commute, not just the morning report
    • Remote options to ditch the office drama and crunch those numbers from a comfy lounge
    • Compressed weeks to give people a four‑day break without sacrificing productivity

    Ask your crew what actually makes them grin and tailor the perks on that. Those little delights can feel like a hug in a stiff business suit.

    Managers: The Unsung Heroes

    Managers are the bridge between policies and people. If they’re equipped, they’ll pass on the goodwill. So make time to back them up—regular coaching, a listening ear, and a roadmap for growth. They’ll, in turn, re‑energise the teams that keep the company humming.

    Bottom Line

    In a world where “well‑being” is sometimes seen as a garnish, let’s do more than sprinkle it on the table. Pay meaningfully, recognize work, appreciate the whole person, and watch the entire workplace bloom.

  • The art of leadership in business

    Actions speak louder than words

    It’s a well-worn saying but when it comes to leadership, it definitely rings true.

    You may hold the position of top dog but to truly earn that magic key to success, you need to leave your ego at the door and accept that it’s not always about what you want or need from your employees, but rather what they need from you.

    Recognising the grey

    It’s ever apparent these days that a positive culture is the glue that’s holds your team together. It motivates, inspires, bonds and produces long-term success and a happy, dedicated workforce.
    But what if, despite knowing all the above, things are just not right. There is an ever-growing toxic cloud snaking its way around the office that isn’t clearing no matter how many windows you open or Friday lunches you provide.
    Weeds may be starting to grow throughout your business landscape – grey areas as we like to call them or issues that need to be investigated and firmly tackled to restore calm to your perfectly balanced ecosystem.

    Stepping up

    It’s understandably difficult for leaders to keep everything in tip-top shape all the time, as is true in every element of life. There are always peaks and troughs to tackle but the more people you have on-side and supporting you on that rollercoaster, the easier it will be to enjoy the ride.
    Leadership is about being brave. That is why, in a tough situation, you’ve just got to stand up and take ownership. Acknowledge when things are rough and when work needs to be done. There will undoubtedly be brutal truths that you need to hear. Asking your team for anonymous feedback will help you gain a true measure of problems from an employee perspective.
    Most important of all, once you have digested that feedback and pieced together any common themes, is ACTING on it. This is the time to be pragmatic and walk the talk, otherwise your leadership abilities will be questioned, and your team will start defecting. After all, if you don’t have their back, why should they have yours?

    Transparency & communication

    In the right culture, people will roll their sleeves up and help in times of hardship but only if they feel respected, appreciated, and genuinely believe they are part of something. And while overcoming a challenge can indeed be a team effort, that will only be the case if the challenge is clear in the first place.
    That is why you need to be open and honest about the issues being faced and be clear on the actions needed to remedy the situation. As leader, you may not be the only one who needs to hear and accept some brutal truths. You may also need to have some tough conversations with others. Not everyone may like what they hear but ‘you can’t make an omelette without breaking eggs’ and the longer you leave it, the bigger the problem will grow. It is, however, always best to deliver such truths with kindness, empathy and understanding of a person’s individual experience. And if the very idea of this fills you with dread, external help could prove useful to help facilitate any difficult discussions.
    It’s also good to remember that the more willing you and your team are to both sharing and accepting tough truths, the more resilient and successful your business will become.

    So, what other actions can you take to make a positive difference?

    Lose the blame culture
    Foster an environment where owning your mistakes and learning from them is the norm (you included!)
    Encourage autonomy where everyone is accountable for actions/decisions and wins are acknowledged and celebrated
    Value questioning as a means to improvement
    Seek transparency at all turns – holding onto assumptions and denials about the extent of a problem could mean you end up in crisis mode
    Reject complacency – even when times are good, never stick your head in the sand and ignore the danger signs of what may lie ahead

    In summary

    Running a business is not always a bed of roses. Let’s face it, being a leader is tough. If it wasn’t, everyone would be doing it!
    Make sure you enlist the help of someone impartial to support you through challenging times and give yourself the space you need to think, unwind and show up as the best version of yourself. This is how you will lead from the top and build the best company with the best team around you.
    And while the truth may at times hurt, the pain of ignoring it can be far worse. As seventeenth-century philosopher, Thomas Hobbes, wrote forebodingly: ‘Hell is truth seen too late’. No matter what type or size your organisation is, you may be unwittingly harbouring a harsh reality that needs to be outed and dealt with to avoid bigger repercussions. Therein lies the path to prosperity!

  • Five ways Modern Multi Factor Authentication (MFA) secures businesses

    Five ways Modern Multi Factor Authentication (MFA) secures businesses

    The level of cyber threat to businesses is higher than ever. 

    Personal data held by businesses is increasingly valuable, meaning bad actors are always looking to gain access by any means possible. 
    As a result, the approaches to security used as recently as five years ago are no longer sufficient to protect the valuable personal data businesses hold. Security methods like Multi Factor Authentication (MFA) have become crucial for businesses who want to protect and secure user data and accounts. 
    End users meanwhile, whilst undoubtedly valuing the security of their personal data also expect a good user experience. Businesses therefore need to strike a fine balance between security and ease of access. Understanding when to implement MFA techniques and which situations don’t require rigorous authentication will be crucial. 
    Business Matters spoke to Jacob Ideskog, CTO, Curity, to ask for his top five techniques that have evolved and been adopted for MFA that will help businesses achieve strong data protection and ease of access. 

    Always On and Opt In 

    Always On is consistent with its name – MFA is always on and is always a user requirement. At every log-in opportunity, users will be prompted to use two or more identifying factors in order to access the account in question. While this method is the most rigorous in terms of security, it is the least user-friendly. The repeated demands for re-authentication can become tiresome to users, particularly if they accidentally close a webpage and need to quickly re-access the information. It is also important to note that not all information requires the same level of protection. Whilst such a stringent approach works for many applications, there are different MFA methods that offer more flexibility that are more suitable for certain applications. 
    Opt In MFA is a more flexible approach. It strikes an important balance between helping users to protect their data and offering more flexibility. In these instances, customers are prompted to set up MFA, but can decide for themselves whether to do so. Opt In MFA also allows companies to always require two factors while giving users more options to improve their own security by adding additional factors. 

    Step-up Authentication 

    As briefly mentioned with Opt In, sometimes data does not require a rigorous authentication process and a single log-in is the only authentication necessary. Consequently, the end user does not have to engage in a complex process,  providing an improved and frictionless user experience. 
    However, if a user then needs to access more sensitive information, they will receive a series of authentication questions, “stepping up” from one form of authentication to multiple. Step Up is initiated by an OpenID authentication request with a higher privilege scope, particularly prevalent in the financial industry. Here, the initial log-in may be to just check a bank balance or when a credit card bill is due, but if a customer then chooses to make a payment or update their personal information, the additional authentication process will prompt them to answer a security question, or use a secondary authenticator for example a biometric input. Step-up authentication can offer a good balance between user experience and security. 

    Time Sensitive Re-Verification 

    This approach is becoming increasingly common, particularly for access to email or cloud-based document accounts such as Google Drive, or Microsoft 365. With this approach, users are required to log-in using multiple factors the first time they access their account, however if a user continues to access their account regularly, and via the same browser they are rarely prompted to re-enter their verification information. This process requires fine-tuning of the Time To Live (TTL) for different authentication factors, so the trusted device can be established at the initial log-in. The TTL for the different authentication factors is set for different time periods, meaning the password expires before the coding of the verification, so that while users will need to change their password for security reasons on a semi-regular basis, they will not need to continuously enter the password to access their information. However, if a user changes the device they access the account from, or their browser (ie. from Google Chrome to Microsoft Edge) they will need to go through the MFA process. 
    This approach gives cyber security professionals the option of flexibility, allowing them to set the TTL to the time period that works best for their business model in order to optimise user experience while protecting the necessary data. 

    New Country and Changed Country 

    It is also possible to use geolocation to support the MFA process. While geolocation isn’t able to exactly pinpoint a user’s location to the exact house number or to identify them as an individual, it can determine the country where the user request pings from. 
    For this to work seamlessly, identity access will be behind a reverse proxy. The X-Forwarded-For header will be used as an identifying factor, as the original IP will be behind the proxy. The proxy will also need to be white-listed with identity servers, as it will need to be trusted and not flagged as a potential security alert. 
    New Country as an action can be as simple as businesses need. It only requires a Bucket to store and a boolean subject attribute that will be related to the geolocation. If this attribute is not set, the boolean value will change to True and it will be considered a new geolocation, requiring additional log-in and authentication. However, once the user continues to log-in from this geolocation, the boolean value will be set to False, and they will no longer need to go through the MFA process. 
    The Changed Country functionality offers similar simplicity. It also requires a Bucket to store data and an attribute name for a boolean subject attribute. In this instance however, the boolean value will be set to True every time the user logs in from a different country, meaning that previous geolocations will be forgotten and if the country is different from the previous, they will be required to re-authenticate. 
    These two actions are useful tools to support the MFA. While the actions are similar, the crucial difference lies in the Changed Country “forgetting” geolocations once they change, while New Country will only change the boolean value to True if the location is brand new and not been used before as an access point. 

    The Impossible Journey Authentication Action 

    The Impossible Journey serves as an authentication action, or prompt, and adds additional authentication layers where necessary. This MFA functionality is also fairly straightforward to use. As with the New Country and Changed Country, a data source is needed to store the geolocation, along with an attribute name, with the Boolean subject attribute set to True if an impossible journey has been identified. This identification process also includes speed as a determining factor. 
    As previously mentioned, the geolocation is not enough to serve as an identifying factor, however the Impossible Journey will capture longitude and latitude which is then stored (Point A). When the same user authenticates again (Point B), the action verifies the speed it would take to move from Point A to Point B, and if the speed is slower than the configured speed, the Boolean value will be set to False. If the speed is faster it will be considered an Impossible Journey and the boolean value will be set to True and the user will be required to go through additional authentication. 

  • Are you killing your business? Mistake Five

    Are you killing your business? Mistake Five

    There are seven common mistakes that people make that can kill their business. Over the next few weeks I will be sharing some of those mistakes – to help you avoid them.

    MISTAKE 5 – Bringing In The Wrong People

    It’s great if you’ve recognised and acted upon the need to bring in external people, however, many business owners hire in their own image – so the gaps are not actually filled. It’s also common for the recruitment to be left until the last minute (to save costs) and so a rush decision is made, potential problems are overlooked, references are not checked, and business partners and shareholders are not consulted so they never really “buy in” to the new recruit.

    It’s easy to rely on friends and family – who may be good enough in the early stages – but in the longer term they can be a constraint, and a very tricky problem to deal with later on.

    Remember, no matter how good someone is, if there’s a difference in values, then the only questions that matter are “When will the row happen?” and “On what subject will it be?”

    If you are considering using a consultant/advisor/mentor it can be hard to choose the right one, so find out;

    • How much real world experience do they have?
    • Is it relevant to what you need? 
    • Are their skills and experience complimentary to yours? 
    • Do you have mutual respect? How important will you be to them? 
    • Do they know their own limits? 
    • What networks and contacts do they bring? 
    • Will they let you talk to their clients to get a feel of how they work? 

    Make sure you are comfortable with all these areas before committing yourself.

  • A ‘must have’ guide to HR procedures & policies

    A ‘must have’ guide to HR procedures & policies

    HR policies and procedures often feature fairly low down on companies’ list of priorities and at Threedom Solutions we understand that. There are so many variations and suggestions for HR policies and procedures but we believe that there are 15 key policies/documents you need to be legally compliant. We refer to them as the Threedom 15, and they go some way to protecting you in this ever increasing litigious society. Let me walk you through them below with a short explanation as to why.

    1 Contracts of Employment
    Not just a policy on having them, but actually HAVING them helps. These are a must-have within two months of the start date containing the main Terms and Conditions of employment, and referencing the various policies (ideally the ones listed below), collective agreements if applicable and directing your employee to other key documents they need to be aware of.

    2&3 Discipline & Grievance
    These should outline the company’s disciplinary, grievance and dismissal procedures. This is a statutory necessity.

    4 IT usage
    We find it’s always best to let your staff know up front what they can and can’t do – right? Especially in this day and age with the lures of social media such as Twitter/Facebook/LinkedIn and the temptations of the Internet.

    5. Job Specification and personal profiles
    As with the contracts, this is about HAVING these documents – they need to be bespoke, relevant and up-to-date. How can you measure an employee’s performance and either praise or take action if you have never told them what is expected of them?

    6. Performance Management
    This must be closely linked to the above – it provides the means of how to deal with any issues, in a clear and upfront manner.

    7. Managing Probation Periods
    Likewise – it is critical to set out the expectations and standards of behaviours, work and attitude for all new employees. This policy should help guide them and the managers undertaking any reviews as to what will be managed, how it will be managed, how it will be recorded and why.

    8. Data Protection Policy
    This is one that is often missed – it’s assumed to be someone else’s remit but boy, oh boy is it important. It’s not just about what you store, but how you store and safe guard it – both for your employees and also your customers. Failure to do so could lead to a huge loss of customer goodwill to say nothing of the potential fines. The Information Commissioner is able to fine up to £500k for third-party related data losses or exposure. Now I know that’s an extreme figure and any penalty is decided on according to circumstance i.e. the level of data loss and existing prevention measures in place, but obviously any substantial fine is enough to seriously impact your company’s future.

    9. Equal Opportunities
    The introduction of the Equality Act in 2010 brought together all the acts and laws in relation to discrimination and harassment, therefore it is more critical than ever to make sure your staff know what they can say and do, or, as importantly, what they can’t or shouldn’t.

    10. Sickness Absence & Sick Pay
    This speaks for itself – a chance to tell your staff your attendance requirements (or hopes in some cases!) and then payment terms

    11. Holiday entitlement
    As above

    12. Appraisal Policy
    This one is frequently seen as a ‘nice to have’ rather than necessary but we should be keen to encourage staff, guide them in their roles and then support them in making any changes

    13-15 Health and Safety Policy Document incorporating Accident Reporting & Risk Assessment process
    This is the basic information telling staff what you must do to make sure your business complies with health and safety law. It will help you decide who’s responsible for health and safety, guide on how to manage the risks, consult employees, provide the right workplace facilities, make first-aid arrangements and report accidents

    Obviously the actual numbers of available and possible policies are much greater – almost infinite but these are the ‘must haves’ in our opinion ☺

    So are you compliant?

  • Rome Building High-Performing Teams for Elite Sport

    Rome Building High-Performing Teams for Elite Sport

    “Rome wasn’t built in a day” is the widely used adage attesting to the need for time to create great things.

    I’ve worked with many teams and organisations over the past ten years, who wanted to create great, high-performing teams. And whilst none have wanted to do it in a day, many have asked me to facilitate a two-day, team development offsite.

    But Rome wasn’t built in a day, nor are high-performing teams.

    I blame the books about highly successful businesses and elite sports teams myself. You know the ones:

    Good to Great by Jim Collins
    Winning by Clive Woodward
    Will it Make the Boat Go Faster? by Ben Hunt-Davies and Harriet Beveridge
    Winning by Jack and Suzy Welch

    …and the list goes on.
    Don’t get me wrong, these are all truly fantastic books.
    The issue is they are the retrospective narrative of a journey that these teams and organisations went on over many years. They are not the agenda for our next two-day, team development offsite.
    Rome wasn’t even built in two-days, and nor are high-performing teams.
    Time and again teams try to build a high-performing team with short term tactics and interventions.
    Building a great team isn’t a tactical activity. It’s a strategic activity.
    I’d go one step further and say that it is a strategic imperative if you want your business to succeed in the volatile and uncertain future that we are facing.
    You will always be faced with competition on price. Your competitors will always be able to replicate your products and services to varying degrees of success.
    Competing against a high-performing, closely aligned team is much, much harder.

    Where next?

    Grab a copy of my Team Development Roadmap to see what the next steps look like and then book a free call here.

  • Cyber Risk: The Leading Business Threat of 2020

    Cyber Risk: The Leading Business Threat of 2020

    In January the Information Commissioner’s Office (ICO) fined DSG Retail Limited (DSG) £500,000 after a ‘point of sale’ computer system was compromised as a result of a cyber-attack, affecting at least 14 million people.

    When the Till System Turns into a Trojan: DSG’s Big Data Slip‑Up

    So, what went wrong?

    In a classic “stealthy saboteur” move, a bad actor planted malware on a whopping 5,390 retail terminals across DSG’s Currys PC World and Dixons Travel outlets. The digital prank ran from July 2017 to April 2018, a nine‑month stretch filled with stolen personal details.

    Who’s on the hook?

    • • 5.6 million payment card numbers – all of them compromised.
    • • About 14 million people had their names, postcodes, e‑mail addresses, and even whether their credit checks failed—all dumped onto an unsuspecting server.

    Why the ICO called the out:

    Before GDPR shook up the compliance scene, DSG was still grooving to the Data Protection Act 1998. The ICO found them sticking the “untouchable” flag on the system:

    • • Software patches? Not updated.
    • • Local firewall? Non‑existent.
    • • Network segregation? A big “no.”
    • • Routine security testing? Still pending.

    Due to these huge gaps, the ICO slapped the maximum penalty available under the old law. “If this were GDPR, we’d make that fine even heavier!” they said.

    Customers in the hot seat

    The breach sparked a flood of worries: 158 complaints flew in from June to November 2018, and by March 2019 nearly 3,300 victims had reached out directly.

    Why this matters to you

    In a world where cyber‑attacks are getting more “every day” than “every other day,” a company’s failure to lock down data isn’t just a technical misstep – it’s a privacy guillotine. Imagine the dread of identity theft sneakily waiting in your inbox. That’s the reality DSG customers faced.

    The cost subplot

    Costly – yes, for DSG’s wallets and for their brand reputation. Picture a bank that’s both bleeding money and losing trust like a sinking ship in a storm.

    What the latest risk pulse tells us

    According to Allianz’s 2020 Risk Barometer, cyber risk has leapt to #1 on the list of corporate fears. Only 15 years ago, it was just the 15th lumbering worry. If executives aren’t staying awake over cyber threats, they’re definitely letting the bandits in.

    How to become cyber‑resistant

    1. Embrace Cyber Essentials – the NCSC’s beginner stack is perfect for SMEs.
    2. Ask yourself: “Are we covered by existing insurance?” Most policies do not blanket cyber threats, so keep them separate.
    3. Consider a cyber insurance policy. They help with business interruptions, privacy breach fallout, cyber extortion, hacker damage, and even media charges. Some give forensic support right when trouble hits.
    4. Good news: last year, 99% of claims on ABI-member cyber policies were paid. That’s a pretty solid rate for any insurance brand.

    Bottom line – protect, or profit from a leak

    Every time a bad guy finds a drip in your security, they’re dancing in a smug “I got you!” trail. Shield your systems, test your spots, and keep an eye on policies tailored for cyber. That’s how you dodge the “big data slip-up” and keep your customers’ faith intact.

    As the NCSC advise:

    Why Cyber Insurance Is Not a Magic Shield

    Thinking of buying cyber insurance? Remember: it’s more like a backup plan than a bulletproof vest. It won’t stop a hack from happening, but it can hand you extra tools while you’re scrambling and once the dust settles.

    Take a Pause Before You Sign the Policy

    • Scope & Scale: Dig into what actually gets covered. Are the “full coverage” claims too good to be true?
    • Operational Guidelines: Most insurers will set up their own rules. Make sure you can follow them—otherwise you’ll be left holding the bag.

    Read the Fine Print Like a Detective

    Insurance isn’t a cure-all. If you already had a tech glitch that you overlooked and it turns into a breach, you’re probably out of luck. The insurer will say “no coverage” if you didn’t act on known risks.

    GDPR: It’s Not Just Billable, It’s Required

    Under the General Data Protection Regulation, you must have security measures that match the risks you face when handling personal data. That means both tech safeguards and smart organizational policies.

    Make Cyber Resilience a Year‑Round Habit

    Whether you run a startup, a law firm, or a bakery—cyber defense should be a standing reminder, not just a New Year’s resolution. Stay vigilant, stay prepared, and keep that checklist on your desk.

  • Unlock Unstoppable Growth: 5 Proven Strategies to Scale Your Business

    Unlock Unstoppable Growth: 5 Proven Strategies to Scale Your Business

    Chances are, unless your business was one of the fortunate few whose services were called upon in the Covid crisis, you’ve had to totally revamp your strategy to survive.

    Ready to Ride the Post‑Lockdown Wave?

    Now that the UK is cruising into Lockdown 3.0 with vaccines lighting up the horizon, you’re probably itching to jump back into full swing, grow your empire, and pull in those profits again. But let’s hit pause for a sec: rapid expansion without a solid game plan can turn a bright future into a headache‑inducing nightmare.

    Don’t Forget the “Growth‑Ready” Playbook

    Scaling up is great, but you need to keep your company nimble so it can greet the next wave of opportunities (and obstacles) with a grin. Here’s how to keep that engine humming in the long run:

    • Build a Flexible Process Map – Think of your workflows like a modular Lego set: add, swap, or ditch parts as needed without breaking the whole structure.
    • Invest in a Smart Hiring Funnel – A pipeline that feeds talent steadily means you won’t have to scramble for staff when the surge hits.
    • Keep an Eye on Customer Pulse – Real‑time feedback loops let you tweak product offerings before the next trend hits.
    • Automate Repetitive Tasks – Free up your team to tackle creative problems instead of drowning in spreadsheets.
    • Plan for Flex‑Work Redundancy – Upgrade your crisis‑response plans so both you and your crew can keep operating, no matter the weather.

    Get Your Mind in the Right Frame

    • Future‑Proof Mindset – Picture yourself a few years ahead: what challenges will your business face? Anticipating them is the secret sauce.
    • Celebrate Small Wins – Every incremental milestone keeps morale high and the team grounded.
    • Embrace Diversity of Thought – Mixed perspectives mean better problem‑solving and fewer blind spots.
    • Set S.M.A.R.T. Goals – Specific, Measurable, Achievable, Relevant, Time‑bound. If your targets are unclear, your progress will be too.

    Turn Pressure into Opportunity

    When the post‑lockdown boom arrives, you’ll get a tidal wave of demand. Use these strategies to catch that wave without wiping out:

    • Capitalize on Data – Use real‑time dashboards to spot buying patterns and respond on the fly.
    • Channel the “Urgency” Effect – Scarcity tactics (limited editions, flash sales) can spur action and lift revenue.
    • Re‑engage Past Customers – A personalized campaign can refresh dormant relationships and boost repeat sales.

    Bottom Line – Preparedness Wins

    The longer you wait to refine your strategy, the more likely you’ll trip over the same obstacles you’ve avoided so far. So get ready, stay flexible, and let those profits roll in—without turning your growth story into the stress‑filled sequel you’re not ready for.

    Preparing your team for growth and the c word: change

    Turning the “Success Panic” into a Party

    When your company’s revenue starts swimming in, you might expect cheers, selfies, and celebratory memes. Instead, you’ll often find your crew looking like they’ve just stumbled into a surprise quiz. The reality? Many folks treat success as a scary twist in the plot of their job. Let’s flip that narrative into a series of bite‑sized wins that send everyone “High five!” instead of “Not again.”

    Why are people scared?

    • Changing roles feels like stepping onto a treadmill that just turned up to full speed.
    • Uncertainty about what the new cash means for their day‑to‑day tasks.
    • Fear of being asked to do things they never did before.

    Strategy #1: Speak the Language of “You, and You Alone!”

    Translate the growth into personal rewards. Instead of “Profit increased by 25%,” say, “Your team can now offer larger projects and bring home a bonus.” Let them see the tangible, instead of the vague.

    Strategy #2: Map the Change to Concrete Milestones

    • Phase 1: Role Review – “We’re taking your responsibilities up a notch; here’s exactly what that looks like.”
    • Phase 2: Skill Boosts – “We’ll get you the training you need before you hit the new workload.”
    • Phase 3: Celebration Points – “Every milestone earned gets a shout‑out in the newsletter.”

    Strategy #3: Get the Line Managers in the Mix

    Your manager isn’t just a boss; they’re the bridge between you and your crew. Encourage them to host “Ask Me Anything” sessions, where suspects of change can vent and get answers in real time. This clears confusion before it can grow into a full‑blown fear.

    Strategy #4: Pre‑Launch Training = Confidence Booster

    Think of training as a “Get‑Ready” countdown. If you can say, “We’ve got your back with a step‑by‑step guide,” the team will feel like they’re on a safety net rather than a one‑way ticket.

    Strategy #5: Tap Into the Change Coaches

    Feeling lost on the next step? Change coaches are like career GPS – they help set your route and keep you on track. A few quick chats can illuminate the darker corners, turning uncertainty into excitement.

    In a Nutshell

    Success works best when people feel it’s a personal win, not a company mandate. By turning lofty growth into “I’m doing this” milestones, giving clear role updates, supporting training, and using your managers as allies, you’ll replace the awkward silence with a chorus of “We’re ready for this!”

    Remember: the more people can see their own path on the upward curve, the smoother the ride. Happy scaling!

    Ensure your website works hard for you and save your entire team hours of time

    Speak With Your Customers (and Save Time!)

    Think of your website as a friendly chat room where customers can drop questions, get answers, and move smoothly toward a purchase. When you get this conversation right, you’ll spend less time troubleshooting and more time growing your business.

    1. Walk the Customer Journey

    • Check every step—landing, product view, cart, checkout.
    • Make sure each page has a clear, punchy call‑to‑action.
    • Remove any confusing bits that might make users pause or leave.

    2. Tune the Checkout

    When payment steps feel streamlined, customers are less likely to scream “Help!” into your inbox. Fast and frictionless checkout equals happy shoppers.

    3. Turn Inbox Chaos into Gold

    If you’ve got a pile of unanswered questions, don’t throw your hands up—use them! Each query is a chance to:

    • Spot gaps in your copy.
    • Refine wording to clear up confusion.
    • Build a “Frequently Asked Questions” (FAQ) section.

    4. Make the FAQ Your Super‑star

    Show off your FAQ across all marketing channels. This single resource:

    • Reduces support emails.
    • Boosts trust by addressing common concerns.
    • Turns into a month’s worth of blog posts—just write one post per question!

    Remember, every user interaction is a golden moment. Treat it with care, catch every question, and watch the time you save pile up like coins in a jar.

    Testing, testing, testing …

    Unveiling the Latest Buzz

    When something fresh lands—be it a shiny new gadget or a slick update to your favorite app—it’s time to roll up your sleeves and dive into the testing jungle. Think of it like a marathon, but for tech.

    Why It Matters

    • Scale and Shine – Your product must sparkle on every screen, no matter the size.
    • All Devices, One Pack – From tiny phones to massive desktops.
    • Cross‑Platform Jigsaw – Android, Apple, Windows, macOS, and more.

    Testing the Ropes

    Picture yourself in a superhero cape, testing every device:

    1. Phones – Android and iOS flips, retry, reset.
    2. Tablets – The cozy middle ground that often hides bugs.
    3. Laptops – Small screen, big data.
    4. Desktops – (And no, we’re talking more than just the office too).

    Double‑Check for the Win

    Once you’ve hit “test,” make sure to double‑check everything. A second glance often reveals that tiny glitch that could turn a smooth feature into a chaotic user experience.

    Remember: A Thorough Test Is the Secret Ingredient

    Just like a good recipe, if you skip a pinch of attention, the whole dish can flop. So keep the testing flow tight, thorough, and witty. Happy testing, folks!

    Be conscious of compliance

    Why Rules Matter

    Whatever your gig looks like, you’re operating inside a web of laws and regulations. That means it’s never been more critical to keep those rules in check.

    • Fines: They’re the big red stamp that can chew away at your budget.
    • Reputation: One slip‑up can leave a dent that’s hard to polish off.
    • Scalability: If you’re not compliant, growth might hit a brick wall.

    So strap in, stay compliant, and keep the business rolling—no one likes a legal drama on their doorstep!

    Suppliers feed demand so prepare and iron out any kinks in your external processes

    The Clever Way to Dodge Production Chaos

    Picture this: you’re juggling a moving calendar, a pizza‑delivery‑style schedule, and a supplier’s “we’re only hittin’ the shop on Tuesdays” playlist. Deciding when to launch a new strategy can feel like trying to find your keys after a midnight coffee spill. But fear not—there’s a gentle, yet powerful trick that can save you about 99% of that headaches.

    Work Backwards—Like a Time‑Traveling Project Manager

    • Start with the launch date. Imagine a rocket ready to blast off.
    • Slice back. Mark the last day you need the final product in hand.
    • Keep counting. Add your supplier lead time to that day. All the way back until the raw materials land.
    • Reconcile. Cross‑check every move against real‑world constraints: Covid lockdown hotels, border checks, and the quirky “adventure” of Brexit shipments.

    That backward sprint doesn’t just smooth the dance—it lets you spot those pesky “oops” moments before they become full‑blown disasters.

    When Covid, Borders, and Confusing Customs Throw a Curveball

    Keep it in mind: Pandemic storage glitches, travel bans, and the labyrinth of customs can delay a product more than a broken GPS. So, rather than hoping for the best, arm yourself with backups.

    Got a One‑Supplier Life? Time for a New Perspective

    • Consider a switch. New supplier, fresh setup, maybe even lower cost.
    • Double‑check the deals. Nail down timelines, safety nets, and compliance with post‑Brexit trade rules.
    • Introduce a backup. Think of it as a spare pair of shoes—just in case your favorite one tears out.

    Think of suppliers like your reliable friends: having a backup means no one’s “later” becomes an eternal thing.

    Who’s Your Backup, Anyway?

    Want to keep your product offering humming? Choose different suppliers for:

    • Primary components that need round‑the‑clock availability.
    • Emergency spares that can be shipped at a moment’s notice.
    • Regionally diverse plants so you’re never stuck with a single global hiccup.

    That way, if one supplier says “sorry, something happened — California’s pandemic still looks shaky,” you’ve got a fallback that keeps things moving.

    The Bottom Line: Operation No-Reject

    Plan backward, treat shortages like a good backup playlist, and keep your supply chain ready to roll—no matter what the virus or politics throws at you.

    Anticipating any random issues from your potential or existing customers

    Why This Is a Must‑Do

    From the customer’s point of view to the nuts and bolts of your own ops, this little habit packs a punch. Think of it as the secret sauce that keeps the whole ship sailing smoothly.

    Daily 10‑Minute Brainstorming

    • Grab a coffee – the right brew fuels the mind.
    • Spend ten minutes inspecting the big win… or the lurking scare.
    • Write down what could go haywire if growth suddenly spikes.
    • Repeat every day—consistency turns confusion into clarity.

    Talk Through the Fears

    Once each team member has their “to‑do” list, pull everyone together:

    • Identify the gremlins that might slip under the radar.
    • Discuss how a sudden uptick could rock your boat.
    • Brainstorm fixes before the tsunami hits.

    Keep Avoidance In Check

    Neglecting the problem is the real danger. Don’t just wait for the problem to surface—anticipate, plan, and patch up the gaps.

    The Takeaway

    By dedicating a quick, daily window to reflect and plan, you turn “what if” into “what’s next.” Keep that proactive momentum, and you’ll navigate any sudden growth waves with confidence—and maybe a few jokes along the way.

  • Could your smart doorbell cost you more than you think? The GDPR at your home

    Could your smart doorbell cost you more than you think? The GDPR at your home

    This week, a judge at Oxford County Court handed down what is believed to be the first judgment of its kind in the UK relating to the use of the ‘Ring’ doorbell, a popular smart doorbell system that is sold by Amazon.

    Smart doorbells use video and audio recording to alert users when someone is at their door, using an app. The ‘Ring’ model alone is thought to be used by more than 100,000 people in the UK.
    The claimant successfully brought a claim against her neighbour for harassment and breach of data protection legislation owing to his use of a network of smart doorbells. It has been widely reported in the press that compensation of up to £100,000 may be payable, although the judgment itself does not give any figure for damages.
    The case has resulted in speculation about the legality of smart doorbells, and whether their continued use could put homeowners at risk of being sued by everyone from neighbours, passers-by and even delivery staff. Fortunately, much of this is hyperbole. Smart doorbells are not specifically prohibited by data protection law, and their ordinary use should not put individuals at risk of compensation claims. But, as with any other electronic device that automatically collects information about other people, homeowners do need to take care with their use and consider the rights of others.
    Data protection law applies to the processing of ‘personal data’, which means information that relates to identified or identifiable individuals. However, it doesn’t apply where that processing is for purely personal or household activities. Otherwise we’d all be obliged to comply with data protection law every time we took a photo of our friends on our phones or started a group chat on WhatsApp. So if your smart doorbell is only recording on your property for household activities, then data protection law may not apply at all. This argument wasn’t considered by the court in the Oxford case, perhaps because at least two of the cameras in question were directed onto public areas, a shared car park and driveway, and the defendant stated that the devices were for crime prevention purposes.
    Where data protection law starts and stops is a matter of open debate. The Oxford case suggests it can apply to smart doorbells. But does it apply to images collected by dash-cams? What about other smart electronic devices? These are not straightforward issues. Our current laws derive from European law and, in a recent opinion on a Dutch case, the Advocate General at the European Court of Justice expressed serious doubts about the increasingly wide scope of data protection law. He argued that an overly wide interpretation was turning data protection law into one of the most disregarded legislative frameworks in the EU, because so many individuals are “blissfully unaware” that their activities are subject to it. That could well apply to smart doorbell owners, at least before the recent publicity.
    Assuming that data protection law applies at all, what should the homeowner need to do? Well, firstly they must have a lawful basis for processing the images and audio data from their smart doorbell. In the Oxford case, the judge ruled that the processing of video data from the smart doorbell mounted in the doorway was necessary for the homeowner’s legitimate interests (and these interests overrode the privacy rights of any visitors whose data was captured). But this lawful basis did not apply to the additional devices that were facing the driveway and the car park. For those cameras facing public areas, the privacy rights of other individuals overrode any potential legitimate interests of the homeowner. There was no valid lawful basis for the processing.
    Smart doorbells record audio as well as video. The judge decided that audio recording was intrusive and breached the ‘data minimisation’ principle (that personal data must be adequate, relevant and not excessive). This was the case even for the audio data captured by the device in the doorway. The judge ruled that the homeowner had therefore breached data protection law and the claimant was entitled to compensation.
    We should be wary of reading too much into the Oxford case. It was an unusual case where the neighbours had fallen out spectacularly and the devices in question were used for much wider and more intrusive surveillance than most users would contemplate. Nevertheless, homeowners with smart doorbell devices should be careful to ensure their devices are set up to only capture the minimum information that is necessary. That means carefully positioning the cameras and only capturing relevant video and audio material. And try not to fall out with your neighbours!

  • Unlock Success: 5 Tech Hacks to Grow & Protect Your Business During Lockdown

    Unlock Success: 5 Tech Hacks to Grow & Protect Your Business During Lockdown

    Since the initial nationwide lockdown in March 2020, it’s become increasingly clear that technology is essential for businesses to continue functioning and succeeding in today’s modern world.

    The Great Remote Work Revolution

    Technology has handed us the keys to keep working from our sofas while the office doors stay shut. In the second wave of lockdown, flexible work isn’t just a fancy buzzword—it’s the new normal. Small and medium enterprises (SMEs) need to grab tech tools to stay productive, efficient, and secure.

    Why Netstar Is the Go-To Geek Squad

    Netstar has mastered the art of safe online systems—especially after partnering with Air IT to expand their Business Intelligence services. When firms come to them, they often ask:

    “We get that tech matters for modern businesses, but what actually adds real value?”

    The answer? It varies with each industry, goal, and requirement.

    5 Tech Secrets for a Smooth Pandemic-Ready Workflow

    • Secure Cloud Solutions: Move data to the cloud with encryption and multi‑factor authentication to keep your info safe.
    • Collaboration Platforms: Teams, Slack, or Microsoft Teams—pick a platform that lets everyone chat, share files, and keep projects moving.
    • Remote Access VPNs: Enable secure connections so that employees can hop onto the company network from anywhere.
    • Automated Workflows: Use tools like Zapier or Power Automate to reduce manual steps and cut down on mistakes.
    • Cybersecurity Training: Regular online sessions to keep staff wary of phishing, suspicious links, and malware.

    Make sure you’re checking off each of these items so your work week runs like a well‑tuned orchestra.

    Cloud-based phone systems

    Cloud Phones Unleashed

    Why the Internet is the New Phone Line

    Forget the old-school wires that cost a fortune to lay. Cloud‑based phone systems let you make and receive calls over the internet, so as long as you have a device with a good Wi‑Fi or data connection, you’re good to go.

    Work From Anywhere, Baby

    • Call your boss, client, or the after‑hours pizza guy from anywhere.
    • Even if lockdowns hit and you’re stuck inside, the calls keep rolling.
    • All the magic happens on a cloud server—no confusing ground‑wired cables.

    Keep It Professional, Even on a Phone Tag

    Even if you’re dialing from your home phone or sand‑covered mobile, your customers’ll still see and hear the company’s official number. It keeps trust intact and shows you’re serious.

    Say Bye‑Bye to the Heavy Price Tag

    Traditional phone lines mean big upfront hardware purchases and server maintenance. Cloud phones… not. You avoid that costly initial investment and pay only for the calls you use—making your budget happier.

    Less Money, More Melodies

    Call charges drop dramatically, letting you keep a tighter grip on expenses.

    Bottom Line

    Cloud‑based telephony gives you flexibility, professionalism, and savings. It’s the smart choice for businesses that need to stay connected, even when the world outside feels like a spinning playground.

    Collaboration tools

    How Lockdowns Turned Work Into a Virtual Hangout

    Think back to the whole “remote‑only” era—big changes, right? One thing that really popped out was how essential it is to keep the conversation flowing. Even before the pandemic, companies were already dipping into tools like Asana, Monday, and Microsoft Teams, but the pandemic pushed them to the next level.

    Why These Tools Got a Buzz

    • It’s Real‑Time, Baby! Instant chats, video calls, and audio calls all at once.
    • Teamwork Makes the Dream Work Docs get updated live—no more spaghetti version history.
    • Hundreds of millions of new users hit the “subscribe” buttons in a flash.

    Picture this: your team is spread out across time zones, getting together online to tweak a spreadsheet or brainstorm a marketing copy. It’s like a virtual office where the coffee is virtual and the Wi‑Fi is always strong.

    Less Chaos, More Collaboration

    Thanks to these platforms, you can:

    • See changes instantly.
    • Make edits with multiple hands on deck.
    • Keep everyone on the same page—literally.

    Gone are the days of clunky “good‑morning, sorry for the confusion” email chains. Now, you’re literally watching the document morph right before your eyes, and everyone’s in the loop simultaneously.

    The Bottom Line

    What happened during lockdown? We learned that staying connected isn’t just a perk—it’s the backbone of productivity. The rise of collaborative tools is proof that when people are spread out, the smartest teams find a way to bring their brains together—without turning a single document into a never‑ending pile of drafts.

    Cyber security awareness training

    When Home‑Office Turns Into a Cyber Playground

    Everyone’s gliding through the internet from their living rooms, but that cozy setup is also a magnet for cyber creeps. These cyber‑pirates are sharpening their swords, hunting for vulnerable moments—especially those times when we’re feeling stressed and forgetting our protective bets.

    WordPress Whackers & COVID‑Catfishing

    Last month I dug into how Glow is outsmarting WordPress hackers and, spoiler alert, the issue is still alive in every corner of the web. And if you thought the pandemic had wrapped up, you’re missing the biggest trend: coronavirus‑styled scams. Trojan‑tossing scammers now masquerade as government or health officials, trying to pull off the classic “spear‑phishing” stunt to snag your personal data.

    Home‑Office Hazards: Who’s Using Which Device?

    With everyone working from home, us managers can’t check under the hood of every laptop or phone your crew uses. Work tools blur with personal ones, so safeguarding becomes a tightrope act. The answer? Created a robust plan to keep everyone safe online.

    Cyber‑Security Awareness Training: The “Pixel‑Fight” Shield

    Picture this: every team member watches bite‑size videos, quizzes themselves, and learns to spot the ugly scams that hide in plain sight. Netstar brings something cool to the table:

    • Continuous learning (the training never ends)
    • Simulated scam emails flying straight to your inbox
    • When an employee clicks the fake siren, an instant “hoax” pop‑up appears, showing them they fell for a mock. Then they must tackle extra lessons to bump up their security game.

    With this ongoing, adaptive defense, your remote workforce stays sharp, ready to dodge those sneaky links, and the risk of data breaches shrinks like a poorly pre‑pared lunch tray.

    Cloud computing

    Why the Cloud is Your New Best Friend (and How to Keep It Safe)

    Picture this: You’re lounging on your couch, sipping coffee, and your work files magically appear on your phone. That’s the magic of cloud storage—any device, any location, anytime you’ve got a decent signal.

    How the Pandemic Showed Us the Big Picture

    When lockdowns hit, the world stopped moving. Companies had to pivot fast. Thanks to the cloud, teams could keep grinding from their bedrooms, offices, or even a coffee shop somewhere and keep the workflow smooth.

    “Flexibility Forever” – The Post‑COVID Reality

    Now that the pandemic is behind us, the message is clear: flexible work isn’t a fad, it’s the new norm. If your business wants to stay competitive, it must make sure everyone can grab the right documents whether they’re at home, at the office, or on the move.

    Cloud Computing: The One‑Stop Solution

    Cloud services give you instant access to files anywhere—your data travels with you on the digital highway. But hey, just because your files can be everywhere doesn’t mean they’re safe from prying eyes. Good security isn’t optional; it’s the secret sauce.

    Top‑Tier Security in True Bristol Style

    Think of security in the cloud the way a Bristol‑style outfit looks: sharp, stylish, and totally on point. You need strong encryption, vigilant access control, and regular audits. Treat your data like a VIP—just because it’s in the sky doesn’t mean it can’t be fished.

    One More Tip to Lock Down Your Cloud:

    • Enable Multi‑Factor Authentication (MFA). It’s like adding a second lock to your house—if someone guesses the password, they still need that extra token.
    • Employ Zero‑Trust Architecture. Assume everything inside or outside the network could be compromised and verify every request.
    • Keep Software Updated. The latest patches often close the holes that attackers love to poke through.
    • Use Immutable Backups. Let those copies sit untouched; if ransomware pops in, you’re golden.
    • Educate Your Team. A smart developer is your best first line of defense; regular training keeps them sharp.

    Bottom line: the cloud is amazing, but the only real magic is in the details. Keep your security measures polished, and you’ll enjoy the flexibility and peace of mind—no matter where you’re working.

    Multi-factor authentication

    Why Multi‑Factor Authentication Is Your Business’s Unstoppable Superhero

    Think of multi‑factor authentication (MFA) as the cape that turns every login into a high‑stakes escape room. It’s the secret sauce that lets you bridge the gap between “ordinary” and “invincible.”

    Step Two of the Password Tango

    • First dance: the standard username + password entrance.
    • The second move: send a fresh pass‑code via SMS or a dedicated mobile app. No one else can spot that number unless they’ve got the phone.

    Cyber Criminals? They’ll Be Stumped!

    Even if a hacker successfully steals your login info, they’re still stuck with a second lock that’s uniquely tied to you. The pass‑code is the last line of defense – a personal key that makes it near impossible for intruders to slip in.

    Feel Safe, Feel Confident

    MFA is less of a precaution and more of a superhero guarantee. With a couple of verifications, your business can stay calm, secure, and ready to take on the internet’s chaos.

  • The ‘alternative SMART’ objectives

    The ‘alternative SMART’ objectives

    So, here I’ll offer some alternative SMART objectives for you to lighten and brighten the load – to be used in conjunction with the traditional version – after all there’s no point throwing the baby out with the bathwater now is there!?

    TRADITIONAL                             ALTERNATIVE
    S      Specific                                   Simple
    M    Measurable                                Meaningful
    A    Agreed/Achievable                      Alibi
    R    Realistic                                     Ranked
    T    Time bound                                 Tangible

    Simple – By making objectives simple you are more likely to get the all-important buy in from all involved. ‘Improve housekeeping’ – might be a little too simplistic though, hence my caution to use in conjunction with the traditional version.

    Meaningful – I had a boss who targeted me on his objectives! I had little interest nor any intention in making his bonus payment aspirations come true (no really, I had NONE!) so make sure they mean as much, if not more, to them than they do to you

    Alibi – give the objective a reason, a defence, an explanation and a justification as to why it is important. This is again critical when looking to gain the agreement and achievement of the target you have given your staff

    Ranked – order them; assign an order of priority, an idea of criticality and importance. This helps focus the mind of the order of things and often how they are linked

    Tangible – make it actual, touchable and very real; help those staff whose processes are, & processing is, stimulated most by a sense of touch. By articulating what you really mean and ensuring it is possible the goal becomes solid and real and valid.

    So what are your objectives going to be for 2013?

  • Digital marketing: Where to start

    4 cost effective ways to improve your digital marketing skills

    We’ve seen social networks come and go. And we now find ourselves in a position where, thanks to platforms like Facebook, we have a phenomenal amount of information about our audience.
    How our customers shop changes all the time and the pace with which our competitors make marketing moves can be incredibly fast too.
    All of that means marketers need to be more adaptable and agile than ever before. And regardless of how much experience or how many qualifications you have, it’s a digital marketer’s job to be continually learning and up skilling.
    Here are 4 ways to stay on top of your digital marketing skills without the need for a huge investment.

    Attend BrightonSEO

    Conferences are an amazing way to keep on top of your skills. And it’s not all about the speakers and the sessions. I often find it just as insightful speaking to other people doing similar jobs every single day and learning about their challenges and how they overcome them.
    But conferences can be pricey! That’s not the case with BrightonSEO, which releases thousands of free tickets for its twice yearly event.
    Don’t be fooled by the name, either. This isn’t just an SEO conference. Speakers cover paid search, content marketing, conversion etc. And for the first time this September the conference will move from Brighton Dome, where it has been held for many years, to the huge Brighton Centre.
    September’s event will see 3,500 marketers gather. You won’t get free tickets for this one now (they went in just 13 minutes). But there are tickets for £100 available here and you can always keep an eye open for the free tickets being made available for the April 2017 event.

    Google Primer

    Google Primer is a pilot project recently launched by Google that aims to send weekly marketing lessons straight to your mobile phone.
    The app is completely free. When you login, you’re presented with a choice of bite size lessons designed for taking while on the move. So if you regularly commute to work by train or you have quiet time while on your lunch break, you can take in an easy to digest marketing lesson.
    The lessons typically take the form of small pieces of text information and short interactive activities, making them memorable.

    Read Every Single Day

    Blog posts, whitepapers, videos, research pieces, experiments, columns and opinion pieces – thousands of them relating to marketing are published every single day.
    Digital marketing is a great space to be in from a learning perspective because people share their findings in public forums.
    Read regularly, form your own opinions about what you read and bookmark particularly interesting pieces to revisit.
    Some of my favourite resources:

    https://www.thinkwithgoogle.com/
    https://moz.com/blog
    http://backlinko.com/
    http://contentmarketinginstitute.com/blog/
    http://blog.hubspot.com/

    Meet Up with People in Similar Roles

    You’re almost certainly not the only person in your area keen to stay up to speed with this fast moving industry. So why not reach out to other people in similar roles at other companies and organise meet ups? It doesn’t have to anything formal. A chat over a quick drink with one or two likeminded professionals every month or two could make all the difference.
    Meeting with marketing from other organisations, sharing challenges, sharing tips and talking about the wider industry is one of the best ways to stay on top of change.

  • Reviving Contact Tracing: What Went Wrong with the UK’s Smartphone App?

    Reviving Contact Tracing: What Went Wrong with the UK’s Smartphone App?

    In my column on 4 May, I reported that the UK government was trialling a contact tracing app, which was due to be rolled out nationwide later that month.

    Why the App Quit on Us

    But, surprise surprise, it never actually lived its dream. The following week the government dropped the baton, saying the app was dead and that a new version—crafted by Apple and Google together—would swoop in sometime down the road.

    So, what went wrong? Let’s dig into the key missteps.

    Will we ever see an effective contact tracing app widely used in the UK?

    Why the UK Contact‑Tracing App Fell Short (And Maybe Never Needed One)

    Remember the early‑spring chaos when the world was stuck inside homes and the headline headlines were screaming “Death Toll Rising”? People everywhere were staring at the screen for a miracle. A neat little phone app that could magically lift the lockdown seemed like the answer, but turns out the story was written upside‑down.

    Fetishising “One‑Click” Solutions

    When the first wave hit, governments—particularly the UK—jumped on a phone app as if it were a superhero cape. “You’ll just download it, and the universe will heal itself,” they promised. The pop‑up message was clear: get the app, get safe.

    Centralised vs. Decentralised — The Big Showdown

    • Centralised model: All contact data ends up in a single, big vault held by the government.
    • Decentralised model (think Apple & Google): Every phone keeps its own ledger, only sharing data if you actually test positive.

    The UK’s plan leaned heavily on the centralised route. IT, privacy advocates, even a parliamentary human‑rights committee stuck a polite “maybe not” in it. “Why the extra handcuffs?” the committee asked. The government waved it off.

    Trust Woes and a “Mission Creep” Threat

    Conspiracy lovers had their way of saying: “If we let the government know who touched who, they’ll probably start using that data for other things.” That was exactly the fear. The “Dominic Cummings” scandal thrown in May— a political gossip storm— only fed the mistrust pot. Polls later said: “No thanks, I won’t install your app.” End of story.

    Rule of 80%: Too Good to Be True

    It was pretty clear that for a contact‑tracing app to work you’d need to get 80 % of smartphone users to install it. Picture your smartphone zoo: iPhones (big market share), Android phones, tablets, feature phones. The bigger the herd, the better the odds. But when a lot of folks say “No thanks”, the herd shrinks be like, “Ow! We’re doomed.”

    The International Scene — A Counterpoint

    While the UK stuck to its centralised plan, most European neighbours abandoned the idea and rolled on Apple & Google’s decentralised tech. France did the opposite, but once Ireland and Germany rolled out their own apps, the “decentralised standard” seemed to win the day.

    Apple’s Bluetooth Blockade

    • Apple restricted how developers could use Bluetooth for the very tracing strategy the UK wanted.
    • Result? The UK app just didn’t play nice with iPhones, which makes up a chunk of the UK smartphone crowd.

    Even the government warned they’d hit this wall back in April, hoping a fix would appear. Instead, it became a permanent glitch.

    Will We Ever Actually Release an App?

    The current U‑turn leaves us with a fuzzy timeline. Will a new app ever hit the market, and can it work at all? It’s still on the table, but we’re all watching the clock.\n\n

    Technology Isn’t the Full Answer

    Bluetooth isn’t the perfect distance measurer. An “inaccurate” signal can throw up a ton of false positives or, worse, miss real close encounters. The field still needs a lot of refined, proven tech.

    When Do We Really Need an App?

    The virus was more likely to spread when you’d been in a room with someone for an extended time — at home or work — than from a quick, accidental street bump. In reality, if you catch COVID, you probably already know the people you’re close with.

    Public transport use has tanked, and mask‑wearing everywhere means the spotlight on unseen “unknown” contacts has lessened. The lesson: manual tracing stayed—and remains—one of the best safety nets.

    Bottom Line: Maybe the App Was Just a Fancy Shrink from Bigger Needs

    While phones got the “fancy” label, the battle taught us that in a pandemic, human effort and good old‑fashioned tight‑knit community cooperation can outshine even the nearest‑future tech.

  • Maintain a surge in sales with customer feedback, ignore this at your peril

    Maintain a surge in sales with customer feedback, ignore this at your peril

    If your business has seen a surge as we phase out of lockdown, ensure you capitalise on feedback during it to ensure you continue to scale.

    Just like any surge on the stock market, at some point there will be a correction, a leveller which will bring the numbers back to reality, leaving you with a less manic more focused approach to scaling.

    What has a surge shown you?

    It shows you have an initial need for your product. Now you need to delve deeply into each section of that to sustain that need, how to retain your current customers and how to expand for success.

    Feedback. Is. Golden.

    As much as your business is your baby, if you want that baby to grow you need to put your own feelings aside and listen to every customer that feeds back to you in some way. And listen hard.
    You might be brilliant at what you do but you’re not a mind reader. You do not know what your customers are thinking.
    With social media being what it is, people are used to sharing their successes and their frustrations  with the world in a few seconds. These seconds of discontent, however seemingly small can damage your business’ reputation.
    Even being as bubbly and as positive as you might be, if one of your customer’s is having doubts about your service or product you need to support them through it. If you leave them feeling dejected, they might feel mis-sold or worst of all for you – like they’ve wasted their money.

    Never shy away from feedback

    There’ll always be someone who just wants to whinge, listen and take the hit. It might shed light on an issue that you can assist with and make them a happier person overall. Some of your customers might be too shy to say how they really feel so you can always have an ‘ideas box’ at your place of work so that people can leave anonymous feedback and suggestions instead. What you really want is someone who’s honest and constructive.
    If someone has got the guts and is willing to take time out of their day to speak to you about your business then they’re a super star. Reward them in some way for their time and energy in caring because they’re not against you, they’re with you. They want you to succeed as much as you do.
    And all you have to do is listen. Listen and take notes. Then be really honest with yourself. Can you adapt to take the points on board. Chances are, if they’re feeling what they’re feeling, someone else within your customer base is too.
    Once you’ve got some honest feedback you then need to channel your inner Apple. When they launched their now infamous Genius Bars, they made the decision to lead them on the premise that no customer should ever leave the store unhappy.
    This is crucial. Your best most trusted solid form of marketing is not on Facebook. It’s still personal recommendations. Women especially are known for this. If I love something I’ll tell everyone about it and they can tell I really mean it because I’m smiling and giving them lots of detail.
    If there’s something not quite right I’ll always mention it, however constructively. That’s the point where the business loses though, because within a friendship group there’ll be someone who has a solution to the gap that is missing.
    The person who fed back to you constructively has a brain. They’ll likely complete what they signed up for and then start Googling a new business which does tick all of their boxes. Then they’ll smile and tell everyone about your business saying – ‘Well I did really love it but it felt like it was only 70% there … whereas XX for example, well they’ve got it going on. Shall we all try that next month?’
    Don’t avoid feedback. Feedback is actually key to ensuring you scale and give your customers the best experience and those all important ongoing sales and natural recommendations.

    It’s not just extra cashflow that a surge brings you

    The trick to successful surging is to ride the surge for as long as you can, expand in areas which can be sustained and remember that what the surge brings you is more customers to gain feedback on how you should expand.
    Here’s the rub. Most business owners are happily confident that they know what their customers want. So much so that they’ll create more products based on this presumption. However, people’s needs, wants and enjoyment changes all the time and it’s your job to stay on top of all of it. Ride the surge for as long as you can, but then focus on expansion by marketing to your easiest customers – your existing ones and offer incentives to them to bring in new ones. 

    Be on fire with the right, simple yet effective questions

    What is your new demographic? Has the surge opened up new verticals for your business? If so, how do you grow them to a sustainable one?
    Ask simply: how did you find us?
    What was your motivation for shopping?
    What brands do they align you with? Perfect for ongoing promotions and collaborations to extend your potential growth.
    Do we have a gap in our product line or service that would make you even happier?
    Do not rest on your laurels with your surge. It came out of nowhere and could disappear again. Remember if you’ve seen a surge, the chances are that your competitors have done so too. You need your clients to be the happiest with your service that they can be to ensure that the word of mouth recommendations also bring you income.

  • Time to pause and reflect upon greatest personal brand of them all, Her Majesty The Queen

    Time to pause and reflect upon greatest personal brand of them all, Her Majesty The Queen

    This week we must pause and reflect upon the death of the greatest personal brand of them all, Her Majesty Queen Elizabeth II.

    She is the most famous, trusted face on the planet.
    Last year, The Express reported that the Queen’s brand is “greater than Nike, Ferrari and Pepsi” according to polling by TV producer Nick Bullen for a programme about the Royal Family and whether they are ‘worth it’ to the tax payer. Only tech titans like Apple, Amazon Google and Facebook had their heads in the clouds up there with Her Majesty. The Queen, according to his research, is 23 times bigger than the Beckhams and three times bigger than the Obamas when considering brand recognition and favourability.
    The Netflix series The Crown fortunately and befittingly cast her in the most positive light and kept her legacy intact, for an even wider global audience.
    In January 2020, a total of 73 million households worldwide had watched The Crown since it began in 2016.
    The Crown Series four, infact, had 600,000 more viewers in its first week than Prince Charles and Princess Diana’s real wedding had in 1981 as 29 million globally tuned in.
    Ted Sarandos, the chief content officer of Netflix said: “The Crown’s popularity grows with each new season”. It’s part of a “global cultural zeitgeist” he says.
    The image of Queen Elizabeth II was mostly favourable throughout her years as a reigning monarch. Conservative in dress, she was well known for her solid-colour overcoats and matching hats, which allowed her to be seen easily in a crowd. A beacon. Our lighthouse.
    She certainly called to me in New Zealand as a child, with her face emblazoned on all of the dollar notes, and stories of the Royal Family appearing in all of the women’s magazines all of the time.
    Her steadfastness and constancy was an assurance for us all.
    She united the polarising opposites of Britain as a nation like no other.
    “Her Majesty is a pretty nice girl but she doesn’t have a lot to say,” said Sir Paul McCartney, who wrote this line in his Abbey Road album.
    That was the mark of The Queen’s ability to remain a unifier and mother of the nation. She was near yet so far. She was aloof yet at our bedside reading a nighttime story.
    As John Sergeant just pointed out, The Queen was never actually interviewed. Not even once.
    And that ‘known unknowness’ was what allowed us all to project all of our emotions onto her.
    This is a quality of the greatest, most enduring personalities.
    She also punctuated her reign with a fine sense of humour. Notably the sketch with Paddington Bear for her Jubilee celebrations or a stint with James Bond for the London Olympics.
    The clever mix was exquisite.
    Always measured and always balanced.
    She remained steadfastly non-partisan, but at pivotal moments in history, she gave us a clue as to where we should steer the ship. On Brexit. On the Scottish Independence Referendum she subtly, oh so subtly gave us guidance or a nudge.
    Britishness is the ultimate soft power, well ahead of even China. Even with the waning of the Empire, Britain’s influence across the world is everywhere.
    Apart from Language, England of course gave us Time. The Steam Engine. The Electric Motor. Roads. Cricket. The World Wide Web.
    The English language reigns supreme with over 1.5 billion speakers. 15% of the global population, pipping at the post Mandarin Chinese, Hindi, Spanish and French.
    Tourism in England contributes £100 Billion to the British economy and supports 2 million jobs.
    Brand Britain, with Her Majesty at the helm is the driver of exports including Gold, Cars, Turbo-jets, Medical mixes, Crude oil, Platinum, Aircrafts, Processed petroleum oils, Alcohol, Blood fractions and Automobile parts.
    Names like AstraZeneca and GlaxoSmithKline for pharamceuticals; Smith & Nephew for medical equipment; BP for oil and gas; Mondi Group for paper; Rio Tino for mining; SAB Miller for beverages have all benefited from Her Majesty’s warm glow and occasional subtle interventions.
    The Queen not just personified but was Britishness.
    Words that describe Her Majesty, The Queen, according to commentators include:
    Great.
    Mother.
    Rock.
    Reign.
    Supreme.
    Stable.
    Strength.
    Spirit.
    Dignity.
    Grace.
    Humility.
    Duty.
    Loved.
    Admired.
    Inspiration.
    Legacy.
    Devotion.
    She covered all bases. On the 40th anniversary of the Sex Pistols releasing Anarchy in the UK, on the 26th November 2016, I ‘shockingly’ organised a £5 million punk memorabilia burn to signify how the corporate world had misappropriated punk for the likes of Virgin punk credit cards McDonald’s Punk McNuggets.
    The Times ran on page 3 an image that I organised, taken in front of Buckingham Palace, where the son of Malcolm McLaren and Vivienne Westwood, burnt his original 1977 shirt of ‘God Save The Queen’ which had a picture of The Queen with a safety pin through her nose, created by Dame Vivienne Westwood and Malcolm McLaren.
    This was a disrespect. But respect.
    Despite all the anti-establishment Sex Pistols era, in 2006, Vivienne Westwood, proudly accepted her damehood for services to fashion.
    Vivienne Westwood, albeit, wearing no knickers, visited the Palace to collect her title.
    Earlier, after receiving her OBE from the Queen in 1992, Vivienne Westwood took a twirl around one of the courtyards of Buckingham Palace in front of a crowd of paparazzi and was famously snapped in all her commando glory.
    At 96, The Queen remained determined to carry out her duties as she appointed Liz Truss as her 15th Prime Minister. A coronation itself of sorts.
    Her reign of 70 years and 214 days was the longest of any British monarch and the second-longest recorded of any monarch of a sovereign country. At the time of her death, Elizabeth was Queen of fourteen Commonwealth realms in addition to the UK, all part of the Commonwealth, a 54-member group of former British colonies.
    She was, and will always be, Elizabeth The Great.

  • Leading through the 3pm fog

    Leading through the 3pm fog

    “I feel brain dead by the end of the day”

    “I’ve got so much stuff whirring around inside my head, it’s making me feel anxious.”

    “By mid-afternoon I’m mentally drained from the back-to-back calls; I need a coffee just to get me through the last few hours of the day.”
    These are just some of the things that I’ve heard leaders saying to me over the past few days; and I can relate to all of them.
    Many of us are bouncing from one online meeting to next with little or no time in between. Or perhaps as soon as we click hang-up, we’re straight into answering a question about our teenage son or daughter’s algebra lesson, or trying to teach prime numbers to eight-year-old, as I was last week.
    The relentless nature of attempting to work from home during a global pandemic has a significant impact on our cognitive bandwidth. We’ve all felt it.
    Harvard describes cognitive capacity as our ability to pay attention, make good decisions, stick with plans and resist temptations; which are all perhaps more important now than ever before.
    If we place too much demand on the home Internet connection that’s enabling our virtual meetings, we eventually hit the upper limit of its bandwidth and things start to slow down.
    Our cognitive bandwidth has an upper limit too. When we hit that limit, things start to slow down for us. We start to feel ‘brain-dead’, anxious and in need of another shot of caffeine or sugar hit. The benefits of which are short lived and add to the tiredness and mental fog.
    When this happens, we start missing things.
    We make poorer decisions.
    Our patience is compromised, and our tempers become frayed.
    We’re less effective team members.
    We’re compromised as leaders.
    But maybe none of this applies to you.
    Perhaps you don’t have children, or your partner doesn’t work, so the home-schooling and work juggle is a challenge you’re not faced with.
    And maybe you’ve got brilliant discipline around taking regular breaks throughout the day and giving yourself at least 10 minutes between calls as a virtual transition period; a strategy that allows things to settle and gives our brains time to process information from the last meeting.
    But there will be many in your team and many attending your meetings who are being impacted by bandwidth depletion every day.
    People will be leaving meetings with different views about what was agreed.
    Some actions will be missed.
    Others will be recorded, and then lost amongst the scrawl of notes from a day of back to back meetings that never got reviewed because there simply wasn’t the time to stop and think.
    But it doesn’t need to be this way. There are a number of simple things that we can do to help ourselves and our teams be much more effective amidst the fog that can easily cloud our days.
    One tactic is to become unapologetically relentless about clarifying actions and commitments.
    At the end of each major topic of discussion, simply ask one person to recount all of the actions. This does a number of things:

    It provides a moment of reflection.
    It allows everyone to listen and confirm their understanding of the actions.
    It gives you confidence that all actions have been captured accurately.

    It’s a very simple thing to do and one that can often feel embarrassingly basic. You may even find yourself saying:
    “Really? At our level? Do we really need to be asking someone to recount the actions out loud?”
    A lesson I took from my time in the military is this:
    “Leaders do not test for understanding by asking for questions. Leaders ensure understanding by asking questions.”
    So, my answer is yes. We really do need to focus on the basics because it’s what all of the great teams do.
    Great teams focus on doing the basics brilliantly well, with ruthless consistency.
    Do you?
    #LeadOn

  • Businesses, Get Ready: Your Guide to the New Neonatal Care Leave

    New Right to Neonatal Care Leave: What Businesses Need to Know

    Businesses must prepare for a significant new workplace entitlement where a baby is born on or after 6 April 2025 – neonatal care leave. Currently, 1 in 7 babies in the UK requires neonatal care due to premature birth, low birth weight, or complications.

    Until now, parents in this situation have had to rely on maternity, paternity, or unpaid leave, often adding financial strain to an already stressful time.
    The new law changes this, giving employees a day-one right to take up to 12 weeks of neonatal care leave if their baby is admitted to hospital for at least seven consecutive days in their first month of life. Some employees will also qualify for statutory neonatal care pay (SNCP), which businesses will be responsible for administering.
    This change requires businesses to review their policies and processes. With around 60,000 parents expected to benefit from the new right, employers should act now to ensure they are ready for the its legal and practical implications.

    So, what do businesses need to know—and how can they prepare?

    What is neonatal care leave, and who is eligible for it?
    It is a day-one right for employees to take neonatal care leave where a neonate, (a baby who is 28 days old or less) is admitted to hospital for care for seven continuous days or more. This right applies to each parent separately. Neonatal care is:

    Medical care received in a hospital.
    Medical care under the direction of a consultant after the child leaves hospital which includes ongoing monitoring and visits from healthcare professionals arranged by the hospital.
    Palliative or end-of-life care.

    The right is in addition to maternity, adoption, paternity and shared parental leave.

    Statutory neonatal care pay (SNCP) may be payable if the employee has at least 26 weeks of continuous service and earns an average of at least £123 a week. SNCP will be £187.18 a week.
    “Parent” has a wide meaning and includes the child’s parent, prospective adopter or intended parent (as in a surrogacy arrangement). It also includes the partner of the child’s mother or prospective adopter where they are living together in “an enduring family relationship”.
    Parents can take up to 12 weeks of neonatal care leave (which may be paid) with a minimum entitlement of one week. It is provided from the day the newborn is admitted to a neonatal unit. It can be taken at any point during the first 68 weeks following the baby’s birth or adoption placement. A parent is already likely to be on family leave, such as maternity leave, when neonatal care leave is needed, and the new right effectively means that a period of neonatal care leave is added to the end of maternity leave.
    There are two different periods of neonatal care leave. The Tier 1 period begins on the day the child starts receiving neonatal care and ends seven days after the day neonatal care ends. Neonatal care leave can be taken in non-continuous blocks of  at least one week during Tier 1. The remainder of the 68 weeks is called the Tier 2 period, and neonatal care leave must be taken in one continuous block.
    The notice varies depending on whether it is Tier 1 or Tier 2 (with reduced notice for Tier 1), but the employer and employee can mutually agree to waive the notice requirements.

    What should employers do now?

    Employers need to prepare for the introduction of neonatal care leave, both in terms of policy implementation and internal processes and will need to:

    Prepare a neonatal care leave policy that includes details of who is eligible, when the right applies, and notice requirements.
    Decide whether or not to enhance the statutory right, for example, by paying more than SNCP for a specified period. Businesses already providing enhanced contractual family rights may be prepared to do this.
    Review and update any existing neonatal care leave policy to meet the minimum statutory entitlements.
    Inform employees about the new policy (or any updates to an existing policy) and ensure that employees understand the process for taking neonatal care leave.
    Train managers in dealing with neonatal care leave applications and supporting the employee at a stressful time.
    Be aware that, as with other types of family leave, employees will continue to benefit from their terms and conditions of employment except for pay. There will also be protection from detriment and unfair dismissal.
    Look out for the detailed Government guidance, which is still to be published.

    Finally, even after neonatal care has ended, the child may need ongoing medical treatment which will be another stressful time for the parent. Employers should consider whether more flexible working patterns would be helpful and should publicise any well-being initiatives and EAPs.
    Below are details of charities which support families with newborns receiving neonatal care.
    The Smallest Things Charity: The Smallest Things
    Bliss Charity: Bliss
    Working Families: Working Families
     

  • The last stop before you’re ready for media take-off is the Costume Department

    The last stop before you’re ready for media take-off is the Costume Department

    We’re now at the last stop in terms of preparing your media persona for take-off from the cliff edge, soaring into the sky on your hang glider.

    You’ve identified your inherent facial archetype; conjured and curated all of your associates and carefully defined the hierarchy of your doing selves.
    Now is the ‘Aha’ moment, where you become a beacon of recognisability in a crowded room.
    Like Charlie venturing through the Chocolate factory, you’ve now entered the Costume department.
    There’s no place here for shrinking violets. Its not the time and place to be shy about coming forward and to quote Enterprise UK, ‘Make Your Mark’.
    Back on the 4th February, 2004, Mark Zuckerberg launched Facebook as a way to connect Harvard university students with one another.
    The business was highly disruptive of everything we know, and it was communicated to the masses largely using the persona of its CEO, Mark Zuckerberg, who was very much playing the part of a disruptive teenager ready to throw the biggest party ever in his parents’ house while they’re away on holiday.
    Zuckerberg and his friends wanted to follow the American dream in acquiring riches and glory – but they wanted it on their own terms – and they certainly weren’t going to wear any restrictive, stuffy, constraining corporate uniforms.
    Zuckerberg’s business card said “I’m CEO…Bitch”.
    He famously took a meeting with top venture capital firm blue-chip Sequoia Capital in his pyjamas listing his pyjamas-wearing on a Powerpoint presentation as one of “The Top Ten Reasons You Should Not Invest” and let everyone know about it.
    Magazines and newspapers poured over the Zuck-inspired blue bathrobe which he used to wear as he wandered about Harvard University campus. He wanted everyone to see his dress-down approach to everything. That’s what allowed him to so successfully promote Facebook.
    He became a sort of anti-corporate rock star.
    By 2011, Mark Zuckerberg, the founder of Facebook was finally confirmed by GQ Magazine as ‘The worst dressed man in Silicon Valley’.
    Do, you think Zuckerberg was trying to win a style award? No, quite the opposite.
    His business model and his dress sense were all about tipping the tables on their heads.
    April 2018 was a landmark day, not because it was the first time Mark Zuckerberg was hauled in front of Congress over the data sharing scandal along with Jack Dorsey, then CEO of Twitter and Sundar Pichai, CEO of Google – but the first time anyone had ever seen Zuckerberg in a suit and tie.
    Zuckerberg’s Laissez Faire attitude towards getting dressed for the office caught on like wildfire and then became almost a uniform for tech entrepreneurs.
    Suddenly, if you weren’t in jeans and a T-shirt in the office, you weren’t a serious player.
    Mark Zuckerberg, and his blue bathrobe, fuelled the tech revolution.
    In terms of fashioning your unique identity, the simpler, and the more broad brush stroke, the better.
    If you could be drawn as a line drawing or cartoon, all the better.
    People should be able to recognise you across the world in one second, even in a darkened room, even from just a sketch.
    When I represented the PR for former Dragons’ Den panelist and founder of Yo! Sushi, Simon Woodroffe, I went to a fancy dress party around the theme of ‘Famous Rock Couples’ on his Houseboat on the river Thames in Chelsea, which was Woodroffe tipping his hat to his idol Richard Branson, who also famously lived on a Houseboat on the Thames.
    At Woodroffe’s party there was Bob Geldof, who I pitched do his PR, as my wife Lois knew him from old. Her and I had a narrow escape because we had originally intended to go as Michael Hutchence and Paula Yates. I don’t think that would have gone down very well. Manchester-based property developer Tom Bloxham MBE who famously wears his trilby hats was also there and Karan Bilimoria, founder of Cobra Beer.
    I had dressed up as Pete Doherty with my wife Lois, as Kate Moss. I still had my beard-on but I was visibly recognisable as Pete Doherty purely because of wearing his iconic quintessential, like Tom Bloxham, Indie Trilby hat.
    Doherty also made his look a series of skin-tight Hedi Slimane-Era suits, which I had to bypass for my roomier Hugo Boss suits.
    Early on in my PR career, I adopted the R M Williams Australian outback hat. This was partly coming from a place of Last King of Scotland-Style appropriation of rather than Scottish iconography as adopted by the former Ugandan President Idi Amin, instead Australian Crocodile-Dundee-style iconography, a cheeky move for a New Zealander. But then it was also partly the fun and adventure aspect of Indiana Jones from Raiders of the Lost Ark.
    This look certainly suited my profession.
    I remember being at the GQ Man of the Year Awards and was talking to Hollywood Actress Alicia Silverstone and announced myself as a publicist. She flirtatiously grabbed hold of my hat and tipped it saying: ‘You don’t say’!
    It was befitting for what I did to adopt this iconography.
    I remember visiting former client Nick Wheeler, founder and Chairman of Charles Tyrwhitt Shirts, and I had forgotten to bring my hat. He was quite perturbed and spent the first 10 minutes or so of my visit asking why I didn’t have my hat with me. ‘Why haven’t you got your hat? You’ve got to wear it’.
    I had a sort of face-off which Wilfred Emmanuel-Jones, known as The Black Farmer, when I worked with him two years ago to promote his campaign for Black History Month.
    He was respectful, but perhaps a little uncomfortable with me sitting there in my tan-coloured Abubra hat while he was looking back wearing his black hat.
    The 1990 book High Visibility: The Manufacturing and Marketing of Celebrities by Philip Kotler points out that whilst utilising indivividual ‘markers’ any media persona – whether business people, entertainers, lawyers, doctors or athletes, also need to follow ‘rules’ for each category.
    If you want to be noticed as a film mogul, but you’re missing a chauffeur-driven limousine or multiple diamond rings on your fingers then you’re not ‘following the rules’.
    Importantly, once you’ve nailed your look, you need to stick with it through thick and thin, never deviating.
    Chef and Food entrepreneur Jamie Oliver since the early days as sous-chef at the River Café and then The Naked Chef, has dressed in lumberjack style shirts. He’s a big fan of plaid, wearing a lot of white and brown pocketed button-up shirts. Fans recognise Jamie Oliver because of this style of shirts. If he stopped wearing them now, then he would disconnect with his fan base. Its now engrained and a major part of his image,
    When I organised for Heston Blumenthal to make a documentary for Channel 4 to turn around Little Chef with his fine dining menu, he contrasted sharply from Jamie Oliver by wearing his chef whites to turn around Britain’s most famous greasy spoon restaurants.
    Harold Tilman, the former Chair of the British Fashion Council and head of Jaegar and Aquascutum made wearing bow ties his thing.
    Haircuts are equally iconographic unique markers. Adam Neumann, formerly of WeWork, is now back with Flow, and instantly recognisable with his shoulder-length hair. It makes him visible as a swash-buckling entrepreneur.
    Image isn’t just what you can see, it’s also the intonation of your voice as well. The late Stephen Hawking didn’t want to drop the tinny voice whatsoever even though technology would allow a totally natural sounding voice. It was part of the distinguishing kit set.
    Think also about posture. Boris Johnson has lifted much of his image kitset from Winston Churchill, but swapping out the hair for his own iconic shaggy white mop.
    Boris Johnson’s book The Churchill Factor, was basically an effort to link himself to the Churchill legacy and iconography.
    Boris Johnson has this right down to mimicking the posture of the great war leader, adopting the same hunch and style of walking.
    Think Sir David Attenborough for the whispy voice. Not many people hearing this voice would not be clear who it belonged to.
    You can draw all of these iconographic markers together – utilising sight, sound, touch and smell – and make them unique to you.
    Draw some from famous faces across history, which gives depth to your persona. Play with it.
    And once it works for you, stick with it through thick and thin.

  • How entrepreneurs can improve customer communication

    How entrepreneurs can improve customer communication

    Most entrepreneurs are not good at seeking customer feedback. Particularly during the early stages of their startups or when business leaders launch a new product or service, they are often so focused on developing this product or service that they overlook the importance of customer interaction.

    While developing a product or service that stands out is undeniably essential, it is much more important to start with effectively communicating with customers to know their needs.
    ‘TTTC’: this is a magic acronym that every business leader should remember. It stands quite simply for ‘Talk To The Customer’. If you wonder what the root cause of a problem is, if you wonder if the solution fits the needs of customers, if you wonder if your product is still delivering sufficient value to customers after several years, …  TTTC will always come to the rescue.
    Unfortunately, many entrepreneurs and business leaders lack the skills to have meaningful conversations with their customers. They might excel in innovation, creativity, or technical skills, but when it comes to customer engagement, they often fall short. This gap in communication skills can lead to a disconnect between the product they develop and the actual needs and wants of their customers. Without an understanding of customers’ needs, entrepreneurs may end up building products or services that do not resonate with their target market or they might continue too long with delivering an outdated product or service. This will most likely lead to wasted resources and – in the end – lower the chances of success.
    Engaging with customers effectively can yield valuable insights into their preferences, needs, and expectations, which can inform product development and increase the chances of business success. Customers are a gold mine of information. They can provide real-time feedback, suggestions for improvement, and even brand advocacy if they are satisfied with the product or service. Hence, communication with customers should never be an afterthought but rather an integral part of the business strategy.
    This leaves us with one important question. How? How do you talk to the customer in an effective way? To start, the entrepreneur should first consult the first-line employees – those who are in direct contact with clients on a day-to-day basis – as they can give valuable information about what is going on in terms of customer feedback. With these insights, the entrepreneur can then identify which customer segments are the most crucial for him or her to start engaging with.
    The biggest mistake that occurs when a business leader talks to customers is asking them the wrong questions. Many people tend to ask leading questions. These are questions that direct people to the desired answers. A classic example is: “Would you be interested in buying our brand-new innovative product?”. Chances are high that the vast majority of respondents will have answered positively as they are pushed towards a ‘yes’, giving the entrepreneur a false feeling of positivism about the product. The solution lies in asking so-called ‘Socratic’ questions. These types of questions involve a form of dialogue where the entrepreneurs will ask probing questions to stimulate critical thinking, uncover underlying assumptions, and encourage deeper understanding. In this way, the customer will give objective data and insights without introducing any bias.
    When done correctly, entrepreneurs should even be able to get great and unbiased insights from talking to family and friends. This is what Rob Fitzpatrick described in his book ‘The Mom Test’. If you ask problem-focused questions that avoid bias, and listen effectively to the customer, you can even interview your mother, father, spouse, or best friend and still get reliable answers.
    However, ‘talking to the customer’ is not a one-off thing. It should be a mindset where regular check-ins, surveys, and semi-structured interviews are done to get a large amount of customer feedback. Entrepreneurs should strive to create open channels of communication where customers feel heard and valued. Then, a two-way street is created. On the one hand, customers will feel heard and are likely to value the company more. A form of customer intimacy is created. The company, on the other hand, will use the information to create an even better experience for their customers by removing the elements that they do not appreciate about products and services and by trying to improve the reasons why customers value the company’s offering.
    If every entrepreneur or business leader regularly talks to customers in the right way, they can use customer feedback to track the overall performance of the company. Because at the end of the day, happy clients are likely to lead to more turnover and profit.

  • Boost productivity and stop wasting man hours in meetings. Starting from now …

    Boost productivity and stop wasting man hours in meetings. Starting from now …

    Totalling the cost of paid employees sitting in meetings for hours vs. effective productivity was a hot topic pre-Covid, however it’s not one that’s gone away despite people working from home.

    So much psychology has been poured into the correct procedures to boost productivity, with the ‘future of work’ spawning many worldwide conferences and consultants offering their services to fix the problem of solving problems in or outside of the meeting room.
    To pull people from their task-lists to congregate within a meeting room to discuss a way of moving forwards within an industry actually sounds proactive, yet if these meetings are mismanaged with no clear form of action to be taken ascertained, it’s become a very expensive way of making people late on their task lists.

    Why do we even have meetings?

    Many would say for feedback on how a particular campaign is going. Others would say to discuss solutions to problems – some would say to air problems in the first place.
    A meeting is a discussion to ascertain how to move forwards on a particular issue.
    Execution of work comes outside of the meeting arena. It’s important not only to remember this but to enforce it within the team. Your staff need to be out of meetings long enough to still be able to do their task list. Endless zoom meetings at the moment are having a detrimental effect on staff members working from home who don’t have enough hours in the day offline to actually execute their day job.

    Anything and everything is being collated into the ‘meetings’ category but is that correct?

    It’s so easy to say ‘let’s have a meeting about that’, however even the word ’meeting’ can conjure up quite dull and flat thoughts. If you’re a leader looking to inspire, take the time to delve into the different functions that a group of your staff can achieve. It can be quite powerful to do this – there are succinct differences between each ‘get together’ which are the opposite of dull and flat. Start renaming all of the various options and you might actually start getting excited about running them yourself.
    Staff strategy days aren’t meetings, neither are ideas blasting sessions when working on a particular project.
    Meetups – what are these to you? Quiz and a coffee on a Friday or a quick ten minute ideas blast?
    A daily or weekly huddle can be organised in a regular fashion to gee up the team. Freelancing within many agencies and companies, I’ve borne witness to many teams do this at the start of the day, to do it well it requires the leader of the team to prepare a quick run through of what projects are working on, notifications of any staff events/milestones and wish everyone well.
    This can be a great thing to do for company culture, especially if you’re noticing that your company is getting more and more segmented into the various staffing genres. If your company has or is growing at a dramatic rate it encourages people to realise that there’s more sides to the business that need to be contemplated and brought into the picture. They may take more consideration of how their role affects others. It’s also good for the CEO to be seen at these where possible.

    With task management systems and Zooms taking over from physical meetups, the rules pertaining to progressive meetings still apply. If the goal is not to waste valuable productivity time by hoarding your staff into one place, likely disrupting their already extensive to-do list, follow this method for bossing your next company meeting:

    Everyone in the company should be clear on the rules and formation for requesting and delivering a meeting.
    The meeting should be planned with at least 48 hours notice
    An email/task created should be sent around to the members asking them to confirm. Inside the memo it should list the main bone of contention and the need for each participating team member
    The organiser should think carefully who to invite. Only members of vital importance and relevance must attend. Feedback can be fed down the chain or up where needed. For feedback to be effective, notes of minutes must be taken. If staff member’s are stuck on time for typing this up, use a voice recording and transcribing system such as otter.ly to expedite the process
    A time must be set for the meeting. Jason Shah, founded do.com on the basis that meetings only ever needed to be ten minutes long. Speed talking solutions. OK perhaps sometimes that won’t be long enough. Instead, ensure that each staff member attending knows that they have a specific amount of time to talk and share their solutions. It will make them hone their concepts beforehand and really help them to consider options to drill down on within their time frame.

    If all else fails when you’re back in the office …

    Stand up meeting room tables – the psychology behind this one is simple: humans love to sit. So place them in a situation whereby they can only return back to their beloved office chair once they’ve resolved whatever situation is on-hand and the meeting will naturally run faster.

  • Using a shareholder agreement to avoid conflict, delays and costly mistakes

    Unleashing Potential: Improving the employment prospects of autistic people

    A startling statistic recently surfaced from the Office for National Statistics – despite 77% of unemployed autistic people being eager to work, only 29% are currently employed.

    Hopefully, this figure will improve following the Government’s recently launched Buckland review, an initiative to improve employment prospects for autistic individuals.
    You might wonder, ‘Why should this matter to me as a business owner?’. It matters because you could be missing out on a wealth of untapped talent.
    Top-tier employers like EY, JP Morgan Chase, SAP, and Autotrader have long recognised and reaped the benefits that neurodiverse employees bring to their teams. For instance, an internal analysis by JP Morgan Chase highlighted their autistic employees’ output was equal in quality but 48% more productive than their neurotypical counterparts.

    Understanding the Buckland Review

    Sir Robert Buckland is leading the review with support from the Department for Work and Pensions and Autistica, a renowned charity. His recommendations are expected in September 2023, and the review will examine the following:

    Ways to identify and support current autistic employees;
    Techniques to prepare autistic individuals to join or return to work;
    How to adapt work practices and initiatives to reduce stigma and boost the productivity of autistic employees.

    What does this mean for you, the employer?
    You are not just an observer in this process. The review encourages employers to re-evaluate their workplaces, identify potential barriers, and innovate their ways of working. The potential benefits are enormous:

    Autistic individuals get a supportive platform to flourish and reach their potential;
    Employers gain a competitive edge by benefitting from autistic individuals’ strengths and perspectives;
    Collectively, we boost the economy.

    Navigating Autism and the Law

    Autism is a spectrum condition affecting each individual differently. The condition is lifelong, and if it “has a substantial and long-term adverse effect” on an individual’s “ability to carry out normal day-to-day activities”, it will amount to a disability under the Equality Act 2010. Accordingly, employers must make reasonable adjustments where they know (or could reasonably be expected to know) that the individual has a disability and is likely to be placed at a substantial disadvantage compared to others who do not have a disability.

    Empowering Autistic Employees: A Practical Approach

    The path to inclusivity begins at the recruitment stage. Here are some simple steps you could take:

    Write clear, simple job descriptions with the necessary skills specified and consider using images;
    Engage with candidates pre-interview, offering necessary adjustments;
    Consider alternative interview formats like practical tasks or work trials;
    Be flexible with interview environments – offer online interviews, and provide quiet spaces;
    Ask questions sequentially during interviews to prevent information overload.

    Support doesn’t stop at recruitment. During employment, engaging in regular dialogue with autistic employees and providing necessary training to neurotypical colleagues can foster a healthy and inclusive work environment.
    For example, while hot-desking is a modern trend, it might unsettle an autistic individual. So be prepared to offer alternatives like allocated desks and consider developing a neurodiversity policy.
    We eagerly await the results of the Buckland review, but in the meantime, these are tangible steps you can implement to support neurodiverse employees and boost your business.

    Seek Support: We’re in This Together

    To ease your journey, numerous support networks are available to help employers, such as the National Autistic Society and Autistica. They offer invaluable guidance on best working practices and can advise on becoming a more inclusive employer.
    Remember, by embracing neurodiversity, you’re not just creating employment opportunities but opening your business to untapped potential and creativity.

  • Upselling and Cross-Selling:  Maximising your business’s revenue and profits

    Upselling and Cross-Selling:  Maximising your business’s revenue and profits

    One of the most effective ways to increase your business’s revenue and profits is to upsell and cross-sell to your customers.

    Whilst lots of businesses claim to understand the upsell and cross-sell approach, many don’t actually do it as a consistent and planned activity, it’s something that happens sporadically or not at all.  The result is a missed opportunity to increase your business’s revenue and profits.
    So if you would like to check you’re doing all you can to take advantage of the upsell and cross-sell opportunities available to you, here’s some tips to help you establish a plan of activity.

    Upselling v cross-selling: What’s the difference?

    The first thing to clarify is that upsell and cross-sell are two completely different sales tactics.  This is great news because it means that you can both upsell and cross-sell to a customer at the same time, it’s not a case of either or.  The difference between the two is this,
    Upselling is encouraging the purchase of anything that would make the primary purchase higher in price, for example,

    Upselling an increase in a life insurance policy from £500k cover to £1m cover, thereby requiring a higher premium
    Upselling an increase in a Business Communications Data circuit from 40GB to 100GB, thereby increasing the rental cost
    Upselling a MacBook Pro 13”, 128GB at £1,299 to a MacBook Pro 13” 256BGB at £1,499, thereby increasing the sale by £200.

    Cross-selling
    is encouraging the purchase of anything in conjunction with the primary purchase, for example,

    Cross-selling a Home Insurance policy to the person we upsold the Life Insurance policy to
    Cross-selling a Unified Communications System to the company we upsold the 100GB Data circuit to
    Cross-selling a carry case to the person we upsold the MacBook Pro to.

    So if you didn’t know before, now you know the difference between the upselling and cross-selling.

    Why is establishing an upsell and cross-sell sales plan so important?

    There are quite a few reasons why you should put some thought and effort into establishing an upsell and cross-sell plan, these include,

    It’s between 5 to 25 times more expensive to find and sell to new customers than to sell to existing ones;[1] So upselling and cross-selling to existing customers is highly profitable
    For rental and subscription businesses, upselling and cross-selling plays a significant role in reducing churn, by displacing competitor products and services with your own
    As long as the customer is happy, upselling and cross-selling builds customer loyalty and increases customer lifetime value
    Both upsell and cross-sell can be initiated and executed at any point of the customer lifecycle.

    At this stage, (before you read further) have a think about how upselling and cross-selling might apply to your product or service.  What would your businesses upsell and cross-sell opportunities be?  Once you have one or two, read on and keep them in mind as we go through the points below.

    What do I need to put in place to start a successful upsell and cross-sell plan?

    There are a number of wider sales effectiveness areas that will contribute to a successful upsell and cross-sell plan.  These extend (but are not limited) to sales organisational design, sale skills competency, account planning methodology, product knowledge, reward plans and sales processes.  For today, we will imagine you have all those areas nailed and we’ll concentrate solely on the six areas directly connected to the upsell and cross-sell plan, which are,

    For new sales enquiries, don’t be an order taker, be curious: When a customer expresses an interest or wants to buy your product or service, don’t just take their order, ask them some questions, here’s some examples,

    What do they intend to use it for?
    Have they used something similar before?
    What did they like the most about their previous product or service?
    Is it for them, or is it for someone else?

    This will not only allow you to build a picture of whether or not the customer is suitable to be upsold and/or cross-sold, it also shows them you are taking a genuine interest in them, which they will appreciate.
    For example, if we ask the person buying the MacBook “will you be travelling with it?” and they say yes, we should be cross-selling the carry case.  If they say no, it would be hard to justify the extra spend, it’s as simple as that.

    For existing customers create an upsell and cross-sell target list: Compile a list of your existing customers and map out which products/service you have sold them and which you have not.  For organisations selling high value or complex products, this information should form part of your Account Plans and already be a day-to-day activity (known as “white space mapping’).

    An interesting point here is that trying to upsell and cross-sell to existing customers is a great way to find out whether they are happy customers (who are delighted to hear from you)) or unhappy customers (who would rather not deal with you again).  If they are unhappy, you won’t be able to sell to them, but at least you will know they’re unhappy and get a chance to do something about it.

    Don’t presume the customer knows your full range of products: It’s often the case (in my experience) that customers can associate your organisation with a single product, this could be something they’ve bought from you before or a product service you are best known for.

    This may be because nobody from your organisation has ever tried to cross-sell them to another product or service.  So the reason they don’t buy more than one product from you is that they don’t know or associate you with any other products.  It’s your job to correct this situation, if you are relying on them to learn your full product portfolio, you’ll be in for a long wait.

    Know how to match your product to their requirement: If you don’t understand (in detail) the product you are selling, you won’t be able to match the added investment of the upsell or cross-sell to the benefit the customer will receive from it.  This is called features and benefits selling; the more you know about a product or service, the more able you are to make the connection between what it can do and what the customer needs.

    Ask yourself, how often have you decided to buy from someone because they knew what they were talking about and decided not to buy from someone who didn’t?  Features and benefits selling, (the discipline of understanding everything about your product, service and its capabilities) is becoming something of a lost art, again a subject for another day.

    Sell the value of the differential

    If I cross-sell you the carry case for the MacBook you have just bought from me, I am asking you to pay an extra £75, it’s a small amount to pay to ensure,

    You’re £1,500 investment in the MacBook is protected
    That there’s less chance of you having to pay to repair a cracked screen
    That there’s less chance you have to be without it due to it being repaired
    That it always looks good when you use it in front of customers, for presentations and meetings.

    Any of the above could cost much more than £75, so isn’t buying that carry case worth it?

    Be Honest: As mentioned earlier, you can’t implement an upsell and cross-sell plan to an unhappy customer, they want to see the back of you, not give you more of their money.  It’s equally as important that you don’t turn a happy customer into  an unhappy one by upselling and/or cross-selling them stuff they don’t need and that will not be of value to them.

    So upselling and cross-selling only works if you know your products, can match them to your customer’s requirements and have the integrity not to try sell the wrong thing in pursuit of a quick sale.  This also includes knowing when to inform someone that your product/service might not actually be what they need.  Remember, a lifetime of value from a happy customer is always worth more than a single sale.
    (Note: Sales reward and commission plans have a huge part to play here, but (again) that’s a subject for an article of its own on another day).

    Final Word

    If you do all of this already, well done, you’re maximising your revenue and profits, you’re also probably taking a lot of business that may well have gone to your competitors.
    If you’re not doing all of this, consider putting it in place, you may be surprised at the results.

  • Boost Your Digital Presence with These 10 Proven Marketing Tips

    Boost Your Digital Presence with These 10 Proven Marketing Tips

    Digital Marketing Hints: Beat the Common Pitfalls Before They Happen

    Got a dream to launch a flashy digital strategy? Great! But let’s keep it real – the online world can feel like a maze if you let it. Below are ten quick truths that’ll help you steer clear of the usual blunders.

    1. Pick a Marketing Agency That Can Actually Deliver

    There’s a traffic jam of agencies shouting “we’ll grow you!” Before you sign an agreement, track their track record. Ask for references from fellow SMEs, and make sure they can show concrete stats that prove things aren’t just hype.

    2. Get Your Website on the Radar

    A gorgeous site that nobody sees is like a billboard inside a locked room. Push it with social links on Twitter & Facebook, tight SEO, and smart PPC ads (think Google AdWords). Sprinkle in expert blogs to drive traffic and keep your audience coming.

    3. Talk – Not Just Think

    Social media is a two‑way street. Respond to comments, post about trending topics, and let prospects feel heard. Remember: they’re not just visitors, they’re potential customers waiting for a friendly vibe.

    4. Don’t Spread Yourself Too Thin

    Dream of dominating every channel? Reality check: it’s exhausting. Focus on the platforms that matter to your audience and avoid useless spending (e.g., buying your own brand name for Google Ads – that’s a costly mistake). Keep it simple, keep it effective.

    5. Keep Effort Enough to Make a Splash

    In the opposite direction, don’t under‑invest. Start with a PPC campaign, a press release, engaging social posts, a blog, an email newsletter, and solid SEO. Build a balanced playbook that hits multiple touchpoints.

    6. Never Leave Social Channels Dark

    Even if you’re automating responses, pause for a human touch. Posts that feel real connect better. Think of it as the “soul” of your brand’s digital presence.

    7. Keep Your Message Consistent

    One message, everywhere. Customise for each platform, but the core idea should stay the same. A shifting narrative can confuse customers faster than a broken link does.

    8. Prioritise Quality in Email Outreach

    Email marketing isn’t a waste if done right. Target folks who already know you, use a nice “subscribe” button, and avoid buying generic lists. A handful of warm contacts delivers better ROI than scrolling through thousands of indifferent inboxes.

    9. Make Your Site Mobile‑Friendly

    Today’s shoppers, researchers, and b2b buyers are all on phones or tablets. Un-responsive sites kill sales. Test across devices and keep your navigation slick.

    10. Invest Wisely, Don’t Fear Spending

    Cash into digital marketing is an upgrade over old‑school methods. But spend it on the right channels and with the right messaging. Planning pays off—so choose your partner and your platforms thoughtfully, and watch the numbers roll in.

  • Home workers struggling with 'work-life blur'

    Home workers struggling with 'work-life blur'

    Coronavirus has turned homeworking into the new normal, but boundaries between our personal and professional lives are beginning to erode, and mental health of staff is being affected. Work-life blur is becoming a real issue.

    “At the start of lockdown we were running on adrenaline – but now we are being expected to work, play, sleep and live from the same room – and it’s having an affect on productivity and mental health”, explains Melissa Broxton from coworking experts Worksnug.com
    Is it possible to maintain a work-life balance when both things are happening in the same place? This is known as “work-life blur” and is something that homeworkers and their employers should be wary of.

    The benefits and challenges of the work-life blur of homeworking

    There are certainly benefits to homeworking. As well as sparing workers the ordeal of the daily commute, it allows them to think of their day in terms of tasks rather than hours. Once all tasks have been completed, the day can end. This is far more motivating than running down the clock in an office because you must be there from 9 until 5.
    However, this flexibility comes with its own set of problems. Without set working hours, many employees will find it hard to switch off. Finishing early may create feelings of guilt, even if all tasks have been completed. With no set hours, workers may be left feeling that they are never fully at work, but also never fully away from work. This can easily start to affect an employee’s personal life, as they may find themselves frequently checking in with work during leisure time.

    How to avoid work-life blur

    Both employers and employees can take steps to avoid work-life blur.

    Set a working day and finish on time:

    Employers can help by setting reasonable deadlines and not contacting their staff outside of traditional office hours.

    Set clear boundaries:

    Employees also have a responsibility to be firm about their boundaries. Having a separate phone or laptop for work can help to create a sense of separation between the personal and professional world.

    Separate work from home: 

    Turning a certain room of the house into an office can also help to reintroduce the physical distinction between work and home.
    “We need to be mindful that everyone is different, and each employee has different demands. Some thrive in an isolated environment, and others hate it. Flexibility of work and life is going to be important moving forward”, concludes Melissa Broxton from Worksnug.com

    Communication is absolutely key. Richard Alvin, Managing Editor of Business Matters Magazine spoke on the matter:

    ‘As a business based in Canary Wharf, we were told way back in 2010 that preparations for the smooth running of the London 2012 Olympics would be top priority in the area. From that point on, the managers sat down together and we devised a scheme of work whereby our employees could work from out or out of the office. Developing deadlines, tasks and back-end systems to ensure that the level of work and service was as high as it always it, without the commute.
    ‘It can be done but much like any change to a very prescribed method of working, getting used to working from home still requires time to get used to the change as well as a new way of managing your surroundings.
    ‘Being in an office means that communication between teams is instant. That communication is key to daily business decisions and needs to be upheld by other means – Slack/Whatsapp/Telegram – all are excellent for real time comms.
    ‘Of course with corona virus closing schools has mean that many staff members are having to battle child care as well as work on a daily basis and you can see the lines blurring there from being able to work during regular office hours.
    ‘We always say to our staff that it’s more about the task list – as long as the deliverables are achieved by the agreed time and that certain online meeting are adhered to, the rest of the time can be juggled to suit.
    ‘As much as staff need to manage their time, manager’s need to be realistic too. I would thoroughly recommend task management systems such as Asana, Monday or Red Booth to name a few, to set tasks, share files and view where everyone in the team is currently at.’

    What is the future for Britain’s home workers post covid lockdown?

    According to SHP, 71% of UK businesses plan to adopt more flexible and agile working practices post COVID-19 lockdown.
    Where is Britain at compared to the rest of the world post-covid? According to a recent Gallup research, three in five (59%) of U.S. workers who have been doing their jobs from home during the coronavirus pandemic would prefer to continue to work remotely as much as possible, once public health restrictions are lifted. In contrast, 41% would prefer to return to their workplace or office to work, as they did before the crisis.

    A recent survey conducted by getAbstract, 43% of U.S. full-time workers in the U.S. would like to work remotely more often after COVID-19, citing the absence of a commute, added flexibility and productivity gains as the main motivations behind that wish.
    A new LinkedIn survey suggests more than three in five Australians believe working from home will become the norm, even when the coronavirus pandemic has passed.
    99% of people say they’d like to work remotely at least some of the time for the rest of their careers, as reported by ResumeLab.

    For all of the stresses that covid has brought to us, perhaps the new work life balance of office and home is a positive one, it just needs to be managed to ensure that the results are the desired ones.
     

  • Blades thrown at the media must be a wide variety of shapes, sizes and colours to penetrate the shields – James Dyson Is The Master Of This

    Blades thrown at the media must be a wide variety of shapes, sizes and colours to penetrate the shields – James Dyson Is The Master Of This

    When you’re throwing a multitude of blades from velvet sheaths at the media, you don’t want to be in any way predictable in your approach.

    With on average 200 press releases arriving in inboxes each day, journalists are swimming in content.
    Nothing really registers and gets any traction if it’s just the same old same old. A stack of similar size daggers thrown in the same way, at the same speed, all looking identical makes a content-worn journalist inevitably glaze over.
    Daggers instead need to be thrown in with a variety of hand actions. Some thrown lightning fast. Others silent but violent.
    The sizes can vary greatly as well in order to mix it up. In Mediaeval times the length of daggers ranged from 6 – 20 inches. Many were so long that they were often viewed as short swords. Your story content should be large and small as well.
    And many of the daggers of old were very elaborately decorated and made from Gold, Ebony, Brass. Some even had diamonds encrusted on them.
    Your story content needs to be the same. Some of the daggers arrive as a short emailed ‘tip off’. Others are a bunch of pictures and videos emailed over with just picture captions accompanying them. Others are 1,500-word feature-length stories where it’s written in the third-person and you’re written about alongside other experts as if you’re part of a feature. A bulk of your content are straight 500-700 word press releases labeled ‘Press release’ with a boilerplate at the bottom providing more information about a particular subject. A boilerplate is American PR slang for the boilerplate, or bumper of a car. The boilerplate is much like an abbreviated Wikipedia entry.
    Sir James Dyson, the man, and Dyson, the business, are completely intertwined with this elaborate content-producing system to be fired at the media.
    Dyson, the company, is well known for its innovative vacuum cleaners and ‘air-blade’ hand dryers. James Dyson as the founder is like the ‘Japeto’ that burns the midnight oil every night coming up it all.
    What his team like him talking about in the media are a suite of set-piece stories around entrepreneurship, nostalgic memories of his upbringing, innovation awards winners that Dyson sponsor, new inventions from James himself, dividend payouts etc.
    500-700 word news releases are self-written and produced around these repeating themes which have updates poured into the mould.
    -Dyson Promises Power With $1500 Cordless Vacuum (Channel News)
    -James Dyson is right to urge us back to the office (The Spectator)
    -‘Sir James Dyson speaks about growing up in North Northfolk (North Norfolk News)
    -West Country’s Sir James Dyson now second wealthiest in the UK (ITV Hub)
    -Kiwi student inventions make Dyson’s shortlist for $59k prize. (Stuff.co.nz)
    -Sir James Dyson’s UK business pays out £460m dividend.
    When James Dyson did his big GQ Magazine interview in December 2021, the stylised photography and subject matter of the article is as rehearsed and regimented as the news stories. His headline for the article is selling the brand with ‘Sir James Dyson: Most focus groups are wrong’.
    But the look, feel, shape of this carefully crafted content is ‘Lifestyle’ as opposed to ‘News’.
    All of the imagery used by Dyson the man and Dyson the business will generally be shot and supplied by Dyson themselves – or they would only ever be permit photographers to be commissioned that have been screened first, and they would have approval rights on the images used in the magazine.
    The press content is as carefully managed as the use of logos might be managed by marketing managers through the issuing of brand guidelines.
    Dyson is ultra-protective of its reputation, particularly because the man James Dyson and the Dyson business are so synonymous. If James Dyson the man went down, so too could the Dyson business run into trouble.
    To that end, James Dyson, the man, is currently suing Channel 4 for libel over a news report on the 10th of February 2022 that he personally was complicit in abuse and exploitation at his Malaysian factory, a former supplier for his firm.
    This is the same Sir James Dyson that just got named second on this year’s Sunday Times Rich List worth £23 Bn.
    His lawyers called the news report “remarkably defamatory” and that “The main theme of the broadcast is the difference between ‘Dyson’s image’ which his firm seeks to project and protect, and the reality of abuse and exploitation which Channel 4 discloses.”
    Channel 4 allege, via interviews with former workers, that they “suffered abuse, inhuman work conditions, and in one case, even torture while they were helping make Dyson products”.
    James Dyson had to act decisively on this with his own legal action because if he just left it, the rot can set in and eat away the reputation of the entire business like a cancer.
    This is left field, and totally not in the script written by Dyson communications people, that want to paint him as a brilliant inventor and entrepreneur.
    When you’re not reacting to a reputational crisis, there’s about 20-30 story ‘shells’’ that make up the various shapes and sizes of daggers that you can slot your content into to throw it in at the media. Variety is the spice of life.
    All of these ‘varieties’ are utilised by the comms team at Dyson.
    The more ‘oven warm’ your story content is the more readily the journalist will cook it and serve it. I often describe it like a Hello Fresh box where all the content ingredients you supply are separated, washed and ready to combine into an Easy-meal, cooked by the journalist.
    Wrapped around each dagger – or cutting-edge story – like a message on a string, is a news date which indexes what ‘happening’ sits behind the story that is being thrown at the media.
    This gives the story a raison d’etre, or reason for being.
    An interesting, repurposed, recognisable yarn is all well and good, but if it doesn’t have embedded a ‘happening’ or news date, then its simply superfluous fluff rather than falling into the category of ‘in the public interest’.
    Often a manufactured and controlled ‘supporting event’ can be created. I was promoting a low-cost security camera a few years ago in a flooded market. I sent an email to the Department for Education, asking if they would support a trial of the product in schools. Even though the product was totally unknown, they sent back an email stating that in principle they would indeed support the use of this device in schools that protected children. I certainly gave them a leading question.
    This ‘supporting event’ – with the documental evidence or an email replied to – acts to further authenticate a story. So not only is the story interesting, you are now also providing evidence of something actually ‘happening’ such as a potential Department for Education trial.
    Adjoin that with a news index date such as ‘World Safety Day’ which just happens to be the same day that you want the release to run, and you’ve created your own perfect storm.
    Its a story. Its a happening. Its a relevant news index date. A Holy Trinity.
    These three combine to make the dagger extra potent, almost creating a poision tip.
    When the story strikes – with the extra components – it becomes so much more penetrative, seductive and deadly.

  • Disney and Universal Launch Legal Battle Against Midjourney Over Unbridled Plagiarism

    Disney and Universal Launch Legal Battle Against Midjourney Over Unbridled Plagiarism

    Disney and Universal have filed a landmark lawsuit against AI image generator Midjourney, accusing the San Francisco-based company of large-scale copyright infringement and calling its tools a “bottomless pit of plagiarism”.

    Hollywood’s Big‑Buddie AI Showdown: Stars vs. Midjourney

    Why the Studios Are Bouncing Back

    Midjourney, the AI tool that turns words into high‑quality pictures, is suddenly in hot water. Disney and Universal filed a federal suit in Los Angeles, claiming the platform copied and sold images of iconic characters like Darth Vader, Yoda, Elsa, Shrek, Iron Man, and even the Minions without permission.

    “Piracy Is Piracy” – The Legal Voice

    Disney’s chief legal officer, Horacio Gutierrez, blasted the move in the complaint: “Piracy is piracy,” he said. “If it’s done by an AI company, it’s just as infringing.” NBCUniversal’s Kim Harris echoed the sentiment, stressing that the suit protects the studios’ original work and the artists they love.

    The Backstory – Scraping the Internet

    Midjourney’s training data supposedly pulled millions of images off the internet without explicit permission. Founder David Holz admitted this practice in a 2022 interview. The studios say the company ignored requests to halt the use of their copyrighted material and slammed the missing safeguards.

    What They’re Asking For

    • A preliminary injunction that will stop Midjourney from offering image and video generation services unless it implements tools to block unauthorized copying.
    • Unspecified financial damages for the alleged infringement.

    Midjourney’s Upside Down Reality

    Last year, Midjourney raked in about $300 million from paid subscriptions. Still, it hasn’t weighed in on this lawsuit. A similar case from a group of visual artists is still pending, with a judge ruling last year that the artists’ allegation – that Midjourney stored and reused their works without consent – is “plausible.”

    Broader Fight in Copyright Land

    This isn’t a one‑off. Record labels, publishers, news outlets, and even The New York Times are suing AI firms for training models on protected material without compensation or permission. Some organizations, like The Guardian and Axel Springer, have teamed up to license archives to AI companies instead.

    What It Means for the Future

    The Disney‑Universal case could set a crucial precedent. Will courts draw a solid line protecting copyrighted work in the age of AI, or will companies like Midjourney continue to scrape wide libraries of human‑made art with minimal accountability? Time (and the courtroom) will tell.

  • Michelle Mone on how to start your own business

    Michelle Mone on how to start your own business

    One of the most important things when starting your business is to come up with a plausible idea. Sounds simple, but this requires a huge amount of thought and passion, as your new business will consume a great deal of your time and money.

    Sometimes good ideas are right in front of you; so why not start up a business based on a need you have yourself that is not properly addressed by existing businesses? Is it something that people would actually pay for? Will it turn enough of a profit to be viable? Ask yourself these questions – and whatever your idea is, be sure it’s as unique as possible! This will help you eliminate or significantly contest the competition, which will in turn help to make your business more successful.

    Once you have your idea, the next big step is to put together a business plan. A good business plan is absolutely essential and has many functions from securing external funding to measuring success within your business. Your plan should include details of your objectives, strategy, sales, marketing and financial forecasts. One of my career mottos is “fail to plan, plan to fail” – and you wouldn’t build a house without a blueprint, so don’t start a business without a plan!

    Next, you need a good, solid business name – something effective, memorable and that will set you apart from your competitors. This would also be the time to explore logos and domain names for your website.

    Now, what about funding? Of course, starting up any type of business requires capital – whether that be through savings, securing a bank loan, grants, crowd funding or business angels. Whatever your route, the task of securing investment is notoriously difficult, so this is the time to employ some determination, tenacity and a thick skin.

    Also, on the financial front, get an accounting and cash-flow system set up before you begin – so you don’t find yourself buried in invoices and receipts a month in. “Cash is king” for all businesses, after all – so maintaining accurate, up-to-date information about cash-flow is absolutely essential from the get-go.

  • Fancy opening your own restaurant? Sainsbury’s magazine shows you how…

    Fancy opening your own restaurant? Sainsbury’s magazine shows you how…

    Whether it’s dealing with difficult customers or worrying about cashflow, running a restaurant is about much more than putting good food on the table for paying customers. But the hard work, long hours and stiff competition haven’t deterred this plucky foodie couples from pursuing their own dreams.

    Twins Jess and Laura Tilli run the Brown & Green café at Gipsy Hill station in south London. ‘Having to wake up at 5.25am every morning to be open by 6am is a low point, but seeing our hand-painted wooden sign go up over the café showed we were really doing what we’d dreamt of,’ says Laura.

    Husband and wife duo Andres and Marie-Lou Alemany bought and refurbished rundown country pub the Purefoy Arms in Preston Candover, Hampshire, in 2009. Since then, it’s been awarded a Bib Gourmand in the Michelin guide. Says Marie-Lou, ‘We almost never get a weekend away together, but ultimately, the long hours have been worth it. We’re doing what we’ve always wanted to in terms of the food and drink we serve.’

    Twelve years ago, Richard and Lucy Golding gave up their office jobs to run a B&B in Wales, before moving to the Market Bistro in King’s Lynn in 2009.With Richard in the kitchen, Lucy combines running front-of-house with looking after their three children. Says Lucy, ‘When I was pregnant with our second child, I served breakfast in the morning and had my son in the afternoon!’

    Plus, William Drew, editor of Restaurant Magazine, gives prospective restaurateurs his top tips on what to remember – and what to avoid.

    Says Helena Lang: ‘Every foodie I meet – and in my job I meet many – always has a secret fantasy of cooking and getting paid for it. This revealing feature exposes the reality of what it’s really like when it’s not your friends or family at the table, but paying guests. It’s a reality check that every restaurateur-to-be should read.’

  • Showcase Your ESG Success: Boost Brand Trust with Powerful Content Marketing

    Showcase Your ESG Success: Boost Brand Trust with Powerful Content Marketing

    Effectively communicating your Environmental, Social and Governance (ESG) credentials through content marketing is an essential prerequisite of companies of all sizes today.

    ESG’s Current Twist-and-Shift: The 3 Big Moves You Can’t Ignore

    Ever feel like ESG is a mystery box that keeps changing its contents? That’s exactly what’s happening right now. Let’s break down the three whirligigs that’re shaking up the ESG scene, and see how tiny and mid‑sized firms, plus the creative crowd, can ride the wave without getting lost in the green maze.

    1⃣ The “Politicised Green” Party Crash

    In the U.S., ESG has become the latest buzzword for political debate. Think of it as the term that earns more suits than a smoothie shop.

    • Businesses feel pressured to lock down their ESG talk, a phenomenon dubbed greenhushing.
    • Stakeholders who’ve always loved the underlying values now get tangled in buzzword battles.
    • Result? A downright murky atmosphere that makes every ESG message feel like it’s trying to dodge a squashing gavel.

    What It Means for SMEs & Creatives

    Don’t panic — the transformation is outside the company’s control. Instead, turn the fog to your advantage: keep your narrative sincere, underscore real actions, and let authenticity be your brand’s trump card.
    Tip: Think of your ESG story like a plant; water it with genuine data, ditch the artificial fertilizer, and watch the audience grow.

    2⃣ ESG Reporting on a Roll‑out in the EU

    The Corporate Social Responsibility Directive (CSRD) is in full swing, demanding more transparency from firms big and small.

    • Data collection has become a mountain climb, especially when tech teams aren’t on the crew.
    • 60% of companies are still flying solo on data‑gathering, per a PwC survey.
    • Even though the rules start with large enterprises, the ripple effect will touch SMEs — and fast.

    How to Rock This Trend

    Picture ESG reporting like a mountain expedition: you’ll need the right gear.

    1. Build a small data squad. Even one tech-savvy employee can majorly reduce headaches.
    2. Automate what you can — plug‑and‑play tools can breeze through repetitive data lifts.
    3. Re‑brand the report. Turn dry numbers into a compelling, story‑driven deck.

    3⃣ Legislation That Lets Greenwashing Walk the Line

    Every big place that can, the law is tightening greenwashing controls, from the Green Claims Code in 2021 to the latest tweak in the Digital Markets, Competition & Consumer Bill.

    • New rules now enforce a clear, public definition of “sustainability.”
    • Your creative agency must double‑check a client’s claims before shining them in ads.
    • Protecting every side—from the business to the consumer—prevents costly lawsuits.

    Clearing the Green Mess with Humor

    Imagine an ad that says “Zero‑Waste” but actually uses plastic. Not only is that misleading, it’s also a marketing nightmare.

    “You’re like, ‘Sure, we’re sustainable.’ The consumer says, ‘Show me the proof or I’ll quit.’”
    Solution: Align the “green” language with genuine, checkable metrics.
    And keep a dash of humor—people love a joke about the planet.

    Takeaway: Creatives Keep the ESG Story Alive

    Small & medium businesses sit at a sweet spot: enough clout to influence but nimble enough to adapt. Creatively, you can:

    • Speak plainly. Say what you did, not what you want people to think.
    • Embed visual proof — charts, QR codes, or short vids that speak for themselves.
    • Use a playful tone. A sprinkle of wit can make complex ESG material unforgettable.

    Remember: ESG is not a fad; it’s a fabric you can weave into every facet of your brand. Stay honest, stay clear, and keep the planet (and your audience) smiling.

    How does this apply to content marketing?

    What “Greenwashing” Really Means

    When people hear greenwashing, they usually imagine faux‑scientific charts or buzzwords that sound eco‑friendly but are, in fact, a bunch of smoke and mirrors. But the truth is that the Green Claims Code covers everything you see – from Instagram stories to YouTube ads, and yes, even the cute doodles that try to sell you a conscience.

    The Innocent Smoothie Saga

    Remember Innocent smoothies? In 2022 the brand faced a backlash when a playful jingle and chirpy cartoon animals encouraged fans to “get fixing up the planet” by picking their drinks. The message? Buy Innocent, save Earth. Unfortunately, the campaign was deemed misleading because choosing their smoothies doesn’t magically turn the planet around – and it’s worth noting that Innocent is owned by Coca-Cola, a company that tops the list of plastic‑creating corporations.

    Why Tone Matters

    Simply tossing a “green” badge into a recipe isn’t enough. Tone, context, and the visual narrative all play a part. If an ad makes you feel like a superhero wielding a smoothie, you might forget that the environmental cost of plastic bottles still lurks in the background.

    Creative‑Side Check‑list
    • Ask yourself: What real impact is this claim making?
    • Verify every visual element – graphics, captions, and background music – are aligned with the message.
    • Use Creative for Climate’s anti‑greenwash guide as your north star when drafting consumer‑facing content.
    • Remember: Soft‑selling eco‑responsibility feels great, but we must keep the honest part at the forefront.

    Bottom line? If you’re promoting sustainability, double‑check that every image, jingle, or tagline is backed by measurable, honest outcomes. That way, you keep the planet – and your audience – from feeling like they’re just drowning in a sea of puffery.

    Using an impact report to content market your ESG efforts

    Annual vs. Impact Reports: The Big Difference

    Annual reports zero in on a company’s yearly numbers—profits, revenue, and that classic board‑room recap. Impact reports, on the other hand, spotlight the real‑world effects your business leaves on people and the planet.

    What Makes an Impact Report Stand Out

    • It talks straight‑ahead about your ESG (Environment, Social, Governance) objectives and how you’re moving toward them.
    • It ties those lofty aims back to your mission and everyday culture.
    • For instance, if you’re shooting to cut Scope 3 carbon emissions by 20 %, outline the steps you took—think cycle‑to‑work programs or tighter travel policies—and then drop the actual numbers you hit.

    Honesty is king. If you missed a target, admit it. That transparency builds credibility and nudges your team to rethink strategy—no “greenwashing” nibbling here.

    Aligning ESG with Global Roadmaps

    Impact reports can set up your ESG goals next to frameworks like the UN Sustainable Development Goals (SDGs). Different sectors have their own plays—for example, the advertising world talks Ad Net Zero.

    Putting SDGs in the Spotlight

    Picture a company focused on SDG 3: “Ensure Healthy Lives & Promote Well‑Being for All Ages.”
    How might that show up?

    • Revamped health & sickness policies.
    • Gym memberships as a perk.
    • Corporate donations to global health charities.
    Checking the Impact

    Ask the hard questions: “Did health initiatives spark more motivation? Were sick days down? What about mental health? What feedback came from the charities?”
    Weaving staff quotes and stakeholder stories into the numbers keeps the narrative alive and authentic.

    Visual Vibes

    Data alone can feel cold. Sprinkle in clear, engaging visuals—charts, infographics, or simple graphs—to let readers see the story at a glance.

    How to market an impact report

    Why Your Impact Report Should Feel Like a Fresh Cup of Coffee

    You’re not just playing a game of “selective spotlight.” In the world of sustainability reporting, you’ve got to avoid the black‑out that people call greenwashing. A clean, honest report built on the Green Claims Code is your passport to credibility.

    Step One: Gather Your Central Report and Trust No One

    • Start with the complete impact report—the real, unfiltered truth.
    • Everything you “spin out” from that master file must get a quick quality‑check.

    Step Two: Think About Social Media, Not Just the PDF

    What you mash into a social media post matters as much as what you keep in the PDF. If you only drop the “glitter” facts—like selecting a single target or a headline that screams “success”—you’re basically choosing to hide the rest. That’s when the room starts murmuring about selective omission.

    Step Three: Make the Whole Story Visible

    Every post or share should lead readers to the full report— not just the teaser. Encourage your audience to dive deeper so they can see the roadmap, the metrics, and the hard-to‑quantify work that went into the green sandwich.

    Why This Matters

    • Transparency builds trust.
    • A single source of truth keeps critics at bay.
    • It’s a win for your brand and the planet.

    Keep this in mind, and you’ll turn your impact reporting from a mere PR exercise into a real‑talk, genuine‑commitment narrative that people actually read—and share.

    LinkedIn

    Turn Your Impact Report into a Social‑Media Powerhouse

    Want to make your quarterly impact report feel like a viral hit? Break it apart and slice it into bite‑size social media gems.

    Highlight Reel: Three Simple Steps

    • Pick the most exciting highlights and turn them into a snazzy LinkedIn graphic.
    • Give it a punchy headline like “Our Top Three Impacts This Year” and sprinkle in some eye‑catching icons.
    • Drop a link to the full report at the bottom so curious folks can dig deeper.

    Bonus tip: Re‑use every chart and image you have. Convert them into a LinkedIn post picture, add a quick caption, and you’ve got a ready‑made content carousel that feeds KPI scores and SEO fuel all at once.

    TikTok

    Turn Your Team’s Positivity into a TikTok Party

    Got footage of your crew giving back or cycling to work? Turn that into a light‑hearted TikTok that showcases your brand’s heart and humor.

    Why It Works

    • Authenticity’: Real moments of volunteering or eco‑friendly commutes resonate with viewers.
    • Shareability: Quick, upbeat clips with captions spark likes and comments.
    • Engagement: Asking the team for surprising takeaways turns passive viewers into active participants.

    How to Build the Reel

    • Collect the best b-roll from your last year’s projects—be it a paint‑splashed mural or a bike‑wheel spin.
    • Cut to the short, punchy edits that fit TikTok’s 60‑second sweet spot.
    • Add a fun soundtrack, bright captions, and a playful call‑to‑action.
    • Wrap up with a poll: “Which part of the impact report blew your mind?” and encourage staff to drop replies in comments.

    Drop the Icebreaker Button

    When employees click “Answer,” they’ll see a quick boomerang of a thank‑you banner or a staff shout‑out, instantly boosting morale.

    Ready to Share?

    Upload, tag your verified brand handles, and watch the community engagement snowball. Your next reel could become the viral, heart‑warming moment all HR teams are chasing!

    Blogs

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    Impact Reports: The Unsung Hero of ESG for SMEs

    Why Ditch the Dry Stat Sheets? Impact reports slot in at the very heart of a company’s ESG narrative. They’re not just a fine‑print section of a brochure; they’re a full‑blown blockbuster for small and medium businesses aiming to make a statement about what they stand for.

    Getting the Pencil Down: How the Report Was Crafted

    • Start with the Question: “What matters most to us and our stakeholders?”
    • Data is King, but Stories Rule: Pull numbers, but pair each metric with a real Human story—think “our quirky coffee donations turned into a full‑scale corporate coffee‑sustainability pact.”
    • Priorities Sprint: Decide whether environment or social takes first place—often it’s a tug‑of‑war, but throwing everything in one big “gender equality and carbon footprint” pile can be confusing.
    • Obstacle Breakdown: “We couldn’t track waste metrics until we installed a new ERP. Oops, lesson learned!”—keeping the content honest helps with credibility.

    From the Report to the Blogosphere

    Here’s the secret sauce: use the report as a springboard. Pick one standout topic—perhaps the reason behind the NGO partnership—and turn it into a micro‑blog. And if a team member, say, Intern Sam, wants to share a personal testimony, let him email a quick anecdote: “I grew a tiny tomato in my office office—now it’s a 10‑year vegetable garden” and weave it into a narrative that’s both charming and authentic.

    Meme your way through ESG

    Humor breaks the Monotone. A simple meme of a tiny “green bottle” tipping over after corporate carbon reduction can be a great addition to a header image.

    Final Takeaway

    Communicating ESG isn’t a make‑easy. But throwing together an annual impact report gives you a go‑to resource. It’s the one document you can slice, dice, and share across LinkedIn, email newsletters, and even Twitter threads—making your mission feel both serious and sitcom‑worthy.

  • Succession & Legacy Planning: When Should You Start?

    Succession & Legacy Planning: When Should You Start?

    Most of us aspire to be remembered fondly and reverently, having left a positive mark on the world, or the business you have been at the helm of.

    Why the Future Isn’t a Crystal Ball

    The Ordinary Reality

    We all wish we could predict exactly how long our career will last or how quickly the next chapter begins. Unfortunately, the universe (and the business world) doesn’t provide a handy oracle. That’s why, as leaders, it’s a game‑changer to start the succession conversation as soon as your company starts flying.

    What Happens When You Wait Until the Clock Bites

    • Trip‑and‑fall moment for shareholders: Uncertainty begets anxiety.
    • Team chaos: The daily grind gets derailed when the baton hand‑off is unclear.
    • Bottleneck to bottom‑line: A messy exit can erode revenue and reputation.

    Three Years Is the Minimum Gold Standard

    If you’re not talking about who takes over at least three years before you’re ready to roll, you’re setting your business up to a “confusing, chaotic” transition — the worse, the calamity.

    Grey Lemon’s Take: “Plan, don’t panic”

    We’ve seen founders across industries wait until the inevitable forces them to buckle shut in, dreaming that succession will magically appear once they’re ready. That reality is a costly misconception.

    In short, your organization is stronger when you deliberate now, not when you’re hurriedly piecing it together later. Start that conversation before the next major milestone. It’s far easier to plan than to scramble, and far less painful to your employees, investors and your future.

    So, where to begin? Let’s consider a few key points:

    When is the right time?

    Holding Tight to the Helm? Don’t Be the Stick‑In‑The-Mud CEO!

    “I’ve got a few good years in me yet!” If that sounds all too familiar, you’re not alone – procrastination around handing over control is a sneaky, silent villain in corporate life.

    Why It Happens

    • Time‑Treats – You’ve paid a lot of time, energy, and money into this ship. Thinking you’ll lose the yacht’s rope can feel like a bad joke.
    • Fear of the Unknown – “What if the new captain is a Titanic?” Keeping the wheel means you control the ship’s destiny.
    • Legacy is a Labyrinth – Planning for the future feels as complicated as decoding a secret message in a foreign language.

    Getting the Word Out

    Instead of letting this habit sink you, here’s a quick cheat sheet:

    1. Talk to a Pro

    • Find a seasoned legacy planning expert—they’re the GPS in a maze of business exits.
    • They’ll help you write a clear transition blueprint that won’t leave you guessing.

    2. Draft Your Story

    • What matters most? Highlight core values and build a logical succession plan.
    • Keep the style light and honest—use simple language like you’re telling a friend about a good binge‑watch recommendation.

    3. Build a Safety Net

    • Financing of succession plans is like a solid safety net—no one’s falling through the cracks.
    • Set up a contingency fund that’s as robust as your favorite superhero.

    Wrap It Up

    Remember: the boldest leaders are those who know when to let their ship glide forward. With a little help from a mentor, and a solid plan, you can hand over the reins without turning the company into a “Lost Paradise.” So catch that last wave before it hits—your future self will thank you with a smoother ride.

    Start as you mean to go on

    Succession Planning: Where Everyone Gets a Piece of the Pie

    Why Clear Talk and Team‑Up Matters

    Just like in any business, the secret sauce is clarity and collaboration. Bring your senior leaders into the conversation early, and you’ll cook up a plan that feels robust for the structure and cozy for the culture.

    Full‑Circle Strategy

    • View your departure from every angle—what will stay, what will shift, what will vanish.
    • Make sure every voice on the team has a chance to be heard; it’s as much theirs as it is yours.
    • Build a transition that feels more like a smooth handover than a dramatic exit.

    Remember: stepping off the stage isn’t a solo act—it’s a collaborative encore for everyone involved.

    Who will steer the ship?

    Who’s the Right Boss?

    Changing hands at a company can feel like swapping out a key‑card at a hotel—one wrong move and the front desk whole lot gets chaotic. Picking a successor is like hiring a quarterback: you want someone who can run the play, not just juggle the ball.

    What They’re Really About

    • Inside the Cage – How the crew views the outgoing champ matters. If everyone thinks their departure will spell doom, the gap’s a pothole.
    • Outside the Door – Clients, partners, the press—if they see a leadership void, trust takes a hit.
    • Don’t let that gap become a legend steeped in mystery. Be clear on the hand‑off.

    Timing Counts

    Act Now, Not Tomorrow: Waiting too long is like parking a rental car in your driveway—inelegant and soon it’s overdue. A long‑term vision, however, helps everyone stay on the same page and crush that last‑minute power play.

    Oops! The Unexpected Switch

    When succession plans are missing, chaos ensues practically instant. Questions flood the air:

    • Who’s pulling the reins?
    • What’s the new vibe going to look like?
    • Will the front‑door sign change?
    • Will the product or service quality superstar drop?

    Short‑circuiting these uncertainties is the only way to keep business flowing smoothly—no more lockdowns, just a well‑stepped hand‑off.

    Family ties

    Handling Family‑Biz Succession: When It Gets Messy

    Ever thought that passing the torch in a family company would be as easy as handing over a hand‑shake? Think again! In real life, where the stakes are high and the love—and the drama—runs deep, a few jaw‑dropping rules can keep your business from spinning out of control.

    1⃣ Why Family Getaways are “just” a Bit More Complicated

    • Neat or Nasty? A little nepotism can feel friendly, but too much can turn everyone into a high‑stakes game of “who’s next.”
    • Sibling Showdowns? When brothers and sisters share a kitchen, the “who writes the next menu?” can become a real recipe for chaos.
    • Shared Vision? Maybe Not. If the family is pulling in different directions, the future of the brand can feel more like a tug‑of‑war than a steady march forward.

    2⃣ The Power Move: Get Everyone on the Same Page

    • Speak Up About Purpose. A clear, shared mission is the anchor—tells the family what the company stands for and why the stakes matter.
    • Goal‑Setting Workshops. Think of it as a group hug that helps everyone align the long‑term ambitions, so that everyone sees the prize.

    3⃣ When Well‑Good Vibes Fall Flat…

    Sometimes the family needs an outside hand to smooth out the wrinkles. Here’s a step‑by‑step play‑book:

    • Bring in a Neutral Facilitator

    An independent pro can act like a mediator at a peace treaty, helping to untangle conflicting ideas and find common ground.

    • Try Mediation If the First Attempt Misses

    Mediation is the go‑to tool for smoothing over hard‑knotted disputes: everyone walks away feeling heard, and a fresh plan is put into place.

    Bottom line: A happy family business starts with a shared purpose, takes attendance on moving forward together, and knows when to call in the pros for help. Take care of the people, protect the brand, and the succession will be the smoothest part of your journey—almost.

    Financial affairs

    Exit Strategies: What Really Matters

    When you’re planning to step away from the board, money is always front‑line. That’s true for you, the co‑founders, and everyone who owns a piece of the pie.

    Step 1: Decide who keeps the slice. Do you want to shuffle shares or invite fresh investors to buy in? Every choice has a ripple effect on both the departing founder and the company’s future.

    Step 2: Get the right crew. Before signing anything, grab a savvy lawyer or finance wizard who can translate the jargon into real‑world options. They’ll help you pin down personal goals and the collective big picture.

    Step 3: Talk it out early. The sooner everyone sits down and says what they want, the higher the company’s value when you’re still around. Delaying only means missing chances for a smoother, more profitable exit.

    • Transparency. Share what’s on the table—no surprises, no headaches later.
    • All‑in Decision. Aim for consensus so the next chapter starts on solid ground.
    • Maximize Value. Keep the business thriving to boost your payout and the founders’ legacy.

    Bottom line: A clear, collaborative plan does not just feel good—it protects the founders, the investors, and the company itself. Ready to make the next move? Let’s get that paperwork rolling!

    (Re)defining your purpose

    A Fresh Start: Why New Leadership is Like a Power‑Up in a Classic Game

    Setting the Stage for a Bold Shift

    A new era of leadership is your golden ticket to hit the refresh button on your company’s map. Think of it as revamping the storyline of a beloved movie—good, but with a surprise twist.

    Why A Clear Vision Matters

    To pull off a smooth change‑over, you’ve got to have a vision that everyone feels invited to whisper about in the break room. The new leaders must be on the same page, and a fresh outsider’s eyes can be the crystal ball that makes sure the storylines line up.

    Blending Heritage with Modern Dreams

    Your revised purpose has to be like that classic sandwich: keep the beloved fillings (your legacy) but add a little crunch (the new roadmap) that makes every employee say, “Mmm, this is a great bite!”

    Objectives that are Specific, Measurable & Time‑Bound

    • Set clear targets that actually show up on a dashboard
    • Make sure every role knows what it’s responsible for—no more “I was just doing my thing” vibes
    • Give senior folks the confidence to feel like they’re holding the fire‑starter and can light the fire of progress

    Feeling Empowered: The Secret Sauce

    When senior leaders see comfy, well‑defined roles and honest, measurable goals, they’ll feel like they’re in a check‑list ready for a next‑level challenge. That’s the pep talk that pushes the whole crew forward.

    Bottom Line

    Give leadership a fresh scarlet letter, align it with your past, spell out concrete objectives, and the company will groove into a new, electrifying chapter—no more stuck in the same old groove.

    Managing perceptions

    Let’s not forget about your employees.

    Keeping the Team in the Loop

    When your founder waves the white flag, it’s easy for the crew to feel a bit uneasy. Clear internal chatter is your safety net—think of it as a friendly siren that says, “Hang in there, we’ve got this!”

    Internal Communication Magic

    • Give Everyone a Voice: Let the crew chew the gum of plans, ask questions, and voice concerns. It builds trust faster than a catapult fires slingshots.
    • Future Vision Showcase: Show the “big picture” in a way that feels like a treasure map. The crew should see that the next chapter is as exciting as a pirate’s loot.
    • Build Trust in New Leadership: Make sure the new captain has a chance to shake the deck—and so do the crew. Everyone knows the new helm better than the old one.
    • Make Them Feel Part of the Journey: Give them a role: “Captain” or “Sailor.” No one wants to be an orphaned anchor in a ship that keeps turning.

    External Messaging: Timing is Key

    Out on the open sea, the wind can change the tide. A well‑timed, well‑crafted announcement is the lighthouse that keeps your ship from crashing.

    • Do a Risk Assessment First: Picture it as a weather report—anticipate the storms in how clients, customers, and the market react.
    • Four Audiences to Keep an Eye On:
      • Clients – they’re your lifelines.
      • Customers – the everyday crew.
      • Stakeholders and Shareholders – the vault keepers.
      • The Wider Market – the boom mic of the world.
    • Gauge Impact: Spot the subtle riptides that can sink perception before you drop the anchor.
    • Deal with Bad News Early: Let the crowd know the ship’s moving smoothly—congratulations on a fresh crew, and promise a better voyage ahead.

    Bottom line: Make sure your boardroom and billboard are both singing the same tune, so everyone—inside and out—feels the rhythm of the new adventure.

    What’s next for you?

    Moving On: The Next Chapter in Your Business Journey

    When you’re the driving force behind a company, stepping back can feel a bit like trying to leave a pet in front of a long road—heavy, emotional, and not always clear. Whether you’re planning to keep a foot in the door, launch your own venture, or simply retire to soak in the fruits of hard work, the way you share this transition matters almost as much as the move itself.

    Why the “How” Matters

    Internal chatter can make or break morale. If you’re speaking openly with your team, you’ll maintain trust and ignite fresh ideas. Externally, partners, investors, and customers will appreciate a transparent roadmap that shows you’ve thought through every twist.

    Steps to Keep It Positive

    • Start with a conversation. Talk to your core crew first—let them know your thoughts before the official announcement. It builds confidence.
    • Define your vision. Whether you’re dumping the seat or transitioning to a consultant role, drafting a clear timeline helps everyone stay aligned.
    • Celebrate the legacy. Highlight successes, share anecdotes, and thank the team for their hard work. Cheerfulness brightens change.
    • Offer a hand. If you’re leaving, invite your team to stay in touch or offer mentorship.
    • Set expectations. Be honest about the changes in leadership style or company direction you anticipate.
    Retirement, Reinvention, or the Remainder?

    Each path is silver in its own right. Retiring lets you savor the afterglow. Reinventing gives you room to chase new passions. And staying on in a different capacity can keep the excitement alive while changing the daily grind.

    Closing Thought

    Change isn’t the end of a story—it’s the start of an exciting new chapter. Paint it with positivity, humor, and a dash of gratitude, and you’ll find the next phase unfolds as naturally as a well‑planned vacation.

    To sum up

    Conquering the Final Act of Success

    Ever wonder why some people roll out the red carpet for their achievements while others leave a muddy trail? Let me share the secret sauce: give yourself a solid runway to finish strong.

    Why a “worth‑y” ending matters

    • It’s the applause you deserve: When you finish with care, you receive yourself a thunderous round of applause—no mic drop needed.
    • It fuels future fire: A polished ending turns the final bow into a launchpad for the next project.
    • It keeps the ego in check: You stroll away feeling proud and ready to tackle new challenges, rather than stressed and stuck.

    Quick Checklist

    1. Pause and breathe: Close the loop, take a breather, then step back to review.
    2. Celebrate the wins: Highlight what went right—no triumphs left unnoticed.
    3. Plan the next chapter: Jot down ideas for what’s next, so excitement stays high.

    Remember, the key to success isn’t rushing out the back door but staying on stage long enough to soak in the cheers—and then heading out with your head held high and heart full of anticipation for the next adventure.

  • Retain Your Top Talent: Proven Strategies for Success

    Retain Your Top Talent: Proven Strategies for Success

    One of the biggest challenges for businesses is retaining their top talent. Losing key employees can have a significant impact on a company’s productivity, profitability, and overall success.

    Keep the Pros Happy

    Top performers are the horsepower behind your company’s success. Keep them pumped and the whole engine runs smooth.

    Why You Should Care

    • Retention Gold: High‑skill talent doesn’t stay if they’re bored.
    • Innovation Hub: They’re the ones turning ideas into reality.
    • Culture Capital: A motivated team feels like a powerhouse, every day.

    Strategies That Stick

    • Celebration Rituals
      Everyone loves a shout‑out. Praise their wins, celebrate milestones—no matter how small. A quick “high‑five” in the lobby can boost morale instantly.
    • Growth Playbook
      Offer clear paths: upskilling, projects that stretch limits, or leadership opportunities. If they see a future, they’ll stay.
    • Power‑Play Time Off
      Flexible hours and remote options keep the grind from burning out. A vacation or a “mental‑break” day shows you respect their well‑being.
    • Reward Bonanza
      Bonuses, profit sharing, or even quirky perks (free coffee, gym passes, pet‑friendly office) let them feel valued beyond the paycheck.
    • Transparent Talk
      Open communication builds trust. Share company goals, challenges, and listen to their feedback.

    Wrap‑Up

    Investing in top talent isn’t a cost; it’s a win‑win. Keep them delighted, and your business will keep grinning and growing.

    Offer competitive compensation and benefits

    How Money (and More) Keeps the Workforce Happy

    Money isn’t the snare that only jails employees—it’s a big chunk of the puzzle. A fair paycheck, a solid benefits packet, and a few extra perks can keep folks buzzing at work instead of hunting for greener pastures.

    Why Paying What They’re Worth Matters

    • Competitive salaries show you value their skills.
    • Health care benefits are the safety net that says, “We’ve got your back.”
    • Retirement plans help them dream of the future without stressing about the present.
    • Perks like gym memberships, tech allowances, and snack stations add flavor to daily routines.

    But if your budget feels tighter than a Monday morning coffee, you can still keep the crew motivated.

    Alternative Ways to Keep the Momentum Alive

    • Bonuses for hitting goals—cheers, cha‑ching!
    • Stock options that let employees feel like real shareholders.
    • Flexible work schedules that let people juggle work and life—who wouldn’t love that?

    In the end, it’s all about mixing the right ingredients. A little extra dough, a dash of flexibility, and a sprinkle of perks can turn a good office into a great one—where people stay, grow, and, best of all, genuinely enjoy their days.

    Provide opportunities for career growth and development

    Why Feeling Like You’re Growing Keeps the Dream Team Together

    Ever notice how the folks who feel “I’m learning, I’m evolving, I’m getting better” tend to stick around longer than those who just “feel like a one‑day job”? It’s no mystery—giving people a future feels like handing out a lifeboat in a sea of uncertainty.

    The Secret Sauce: Development & Growth

    • Training Programs: Think of them as buffet‑style skill meals—pick your favorite courses, keep your appetite (and intellect) satisfied.
    • Mentoring: Pairing newbies with seasoned pros is like bracketing between a cooking show and a grown‑up talk show—fun, practical, and no jargon.
    • Coaching: Coaches help you discover that “how does this thing work?” into “that thing, I root for!”
    • Career Advancement Paths: Climbing the ladder shouldn’t feel like a cliff—provide clear stepping stones and a sky‑high outlook.

    Why It Works

    When employees see a real future with a company, the “I’ll stay” signal goes louder than the “I’ll go” shout. It’s like having a safety net; you know if you fall, there’s something to catch you, so you’re less worried about the next leap.

    Getting It Done in a Fun Way

    Make growth feel like a log‑on to a good game: a narrative of progress, levels unlocked, and a few celebratory confetti showers along the way.

    Foster a positive company culture

    What Makes a Company “Pop” on the Outside and Inside

    Think of a company’s culture as its personality. It’s the mix of values, beliefs, everyday behaviours, and the habits that set the vibe for the whole team.

    Why this Matters (and why you’ll want to be part of it)

    • Top talent is hunting for more than just a job—they want an environment that feels like home.
    • A positive, supportive workplace keeps the best folks around.
    • Feeling included and appreciated boosts morale and creativity.

    How to Build a Culture That Wins Hearts (and the job market)

    • Speak Freely – Let people chat openly; silence breeds loneliness.
    • Celebrate diversity – Every different perspective is a recipe for innovation.
    • Promote work‑life harmony – There’s a difference between “always on” and “balanced.”
    • Give shout‑outs and rewards – Show that effort doesn’t go unnoticed.
    • Foster community vibes – When colleagues feel connected, projects flow smoother.

    In short: a culture that cares is a culture that thrives. Keep it warm, keep it real, and watch talent stay.

    Recognise and reward top performers

    Hot‑Spot Heroes: Why & How to Throw a Bash for Your Top Performers

    Spotlight on the stars isn’t a fancy buzzword—it’s a game‑changer. When people feel genuinely appreciated, they stay fired up and keep delivering stellar results.

    Why the applause matters

    • The everyday grind is tough—recognition turns routine into a celebration.
    • People crave a shout‑out that actually means something.
    • Happy employees are more productive, creative, and loyal.

    Concrete Cheers (and other perks)

    • Bonuses & bonuses: Cash gifts, gift cards, or even a surprising vacation stipend.
    • Promotions: Elevate them to higher roles or give them fresh responsibilities.
    • Swag & kudos: T-shirts with “I beat deadlines like a boss”, mugs that say “Fueled by coffee & cunning”, or a custom trophy.
    • Training and growth: Offer courses, conferences, or mentorship programs.
    Make It Public, Make It Fun

    Team huddles, company newsletters, or even a quick tweet on LinkedIn can amplify the vibe. Flash those achievements on a wall of fame, or create a “Hall of Fizz” where top performers earn sparkling refreshment tokens.

    Show the Impact, Not Just the Badge

    When you highlight how someone’s work literally fuels the company’s success—whether it’s driving a $1M margin, launching a new product, or cutting churn—cut through the noise and show the real payoff. This tells the story: effort equals outcome.

    So, next time someone goes above and beyond, roll out the applause, sprinkle in a reward, and watch the morale skyrocket. After all, a good joke and a great bonus are the best ways to keep your crew smiling and sprinting to the finish line.

    Provide a sense of purpose

    Why Employees Crave Purpose (And How to Give It to Them)

    People Are More Than Numbered Cubicles

    Everyone wants to feel like what they do matters. When the answer to “why am I here?” is a clear “because it shapes the world,” retention goes through the roof. Think of it as a secret sauce that keeps your top talent staying glued to the job.

    How to Connect the Daily Grind to Your Company’s Big Picture

    • Bring the Mission Home: Turn abstract statements into stories. Use real‑world examples that show how a project impacts customers, the community, or the planet.
    • Show the Vision Alive: Create short, quirky videos or infographics that map individual roles to the grand roadmap. Aim for a light‑hearted vibe that still delivers the core message.
    • Live Your Values: Conduct quick, informal “value‑checks” during meetings. Ask, “Which of our core values does this task highlight?” It turns checklist items into conversation starters.
    • Celebrate the Impact: Spotlight small wins—like a new feature that reduces user complaints by 20%—and let people shout it out loud.
    • Invite Participation: Give employees a chance to suggest how their work can align with strategic goals. A simple brainstorming round can spark ownership and excitement.

    What Does “Purposeful Work” Translate to in the Office?

    • Personal Growth – By tying tasks to a larger mission, people see how their skill set evolves and how it helps the company grow.
    • Community Feel – When teams start seeing their output as part of a bigger narrative, the workplace becomes less of a grind and more of a team quest.
    • Job Satisfaction – A clear link between effort and outcome means employees feel valued beyond the paycheck.

    Tips to Keep Purpose Alive Every Day

    • Mini‑Mission Updates: A weekly shout‑out that connects team projects to the company’s high‑level goals.
    • Humor‑Infused Reporting: Include a quick joke or meme that ties back to the core purpose—lightens the mood while reinforcing the message.
    • Ask, “Why?” Frequently: Shift the mindset from “what” to “why” and let employees discover the deeper reason behind tasks.
    • Show Real‑World Impact: Bring in customers, partners, or community members to share stories of how the product/service has transformed lives.

    In a Nutshell

    When employees can see the tangible ways their work fuels a bigger vision, their motivation skyrockets and your talent retention gets a high‑five boost. Keep the purpose front and center, sprinkle in some humor, and watch your workforce feel truly connected to something bigger.

    Encourage work-life balance

    Keeping the Best from slipping away

    In today’s gig‑gonzo world, your boss isn’t just the person juggling deadlines—she/he’s the gatekeeper to work‑life harmony. If your team can leave the office and still feel grafted into life, they’ll stick around.

    Why the tug‑of‑war matters

    • Retaining top talent fuels growth. When star employees stay, the company avoids the “hire‑and‑fire” wobble.
    • Happy staff means more innovation and a boost in productivity.
    • Reduced turnover cuts recruiting and training costs—big money saved.

    Six play‑book moves to lock in the crew

    1. Pay that’s truly competitive – don’t just offer the standard. Bonus tiered for impact? Throw in a fish‑free lunch program.
    2. Career ramps that don’t just look pretty – real skill upgrades, mentorship, and a transparent promotion path.
    3. Culture that’s more jazz than jam – celebrate wins, host “breathing” hours, and keep gossip to coffee protocols.
    4. Recognition and sweet rewards – shoutouts, spot bonuses, and that “kudos” app that finally works.
    5. Purpose that sticks – align projects with personal values; if the work feels meaningful, it’s less of a chore.
    6. Work‑life balance that’s actually achieved – remote flex, staggered schedules, and a solid plan for mental‑health days.

    What’s the real secret sauce?

    It’s all about mixing these ingredients just right. The result? Employees who feel seen, heard, and fed—with meals that aren’t bread—stay. And a business? It climbs higher, faster, and climbs without the crushing sting of constant staff churn.

  • Velvet‑Wrapped Blades Storm the Media to Forge a Celebrity Persona

    Velvet‑Wrapped Blades Storm the Media to Forge a Celebrity Persona

    All CEO’s, Founders or Chairmen that get the concept of using their image to promote their business interests get their comms people to regularly push themselves onto TV, onto radio, into newspapers and magazines so they essentially become the personification of the business.

    Elon Musk: The One‑Man Headline Factory

    Picture a man who can turn a tweet into a headline the moment he opens his mouth. That’s Elon Musk—a 51‑year‑old entrepreneur who’ve been slicing through media like a samurai with a butter knife, but the knives are sharp, the wax is velvet, and the targets are every corner of the news world.

    From 2‑K to 230 Billion: One Tale of Cutting Edge

    • Arrived in the U.S. at 17 with a pocket full of $2,000 and dreams stitched from his South African roots.
    • Launched Zip2 in 1996, hacking the internet for the news giants—think NY Times, Hearst, Knight‑Ridder—and sold it to Compaq for $340 million in 1999.
    • Today, his empire spans SpaceX, OpenAI, the Boring Company, Neuralink, and Tesla, pushing his net worth to a jaw‑dropping $230 billion.

    The Art of the “Mini‑Death”

    Instead of the usual corporate “we’re hiring” or “the year in review” posts, Musk fires a volley of sharp, witty remarks. Many of these miss the target—just like a rogue sparrow—but the ones that hit spark viral storms.

    • May 2022 – “Elon Musk Gives Many Headlines in a 40‑Minute Interview” (NDTV).
    • October 2022 – “SpaceX delivers Russian, Native American women to station” (Independent).
    • October 2022 – “Will Musk turn Twitter into a ‘supercharged engine of radicalisation’?” (Independent).
    • October 2022 – “Musk suggests making Taiwan a ‘special administrative zone’” (The Guardian).

    He’s the living embodiment of a headline‑generating machine. With 105 million Twitter followers and a kettle of “no‑nonsense” opinions, each tweet is a potential cannonball that shakes up pundits and CEOs alike.

    Why CEOs Are Doing the Same (and When to Be Careful)

    If you’re steering a company and want to keep media ears perked, you’ve got two routes:

    • Solo CEO Spotlight – Like Apple’s Tim Cook or Netflix’s Reed Hasting. The spotlight focuses on one visionary.
    • Full‑Cabinet Carousel – All the top brass—CFO, CMO, CTO—share screen time. A balance that keeps no single person over‑powering the narrative.

    Why? Because a single head can become a risk: a rival could poach him with a better offer or worse, he could stumble into an embarrassing incident. Having a panorama of faces keeps the brand resilient.

    The Velvet‑Sheathed Daggers: A Quick Meta‑Guide

    Think “pre‑scheduled content” as your dragon‑bladed loot. Your media strategy should be:

    • 85‑90 % pre‑planned messages—ready for a scheduled release.
    • 15 % spontaneous—capturing that surprise element that hooks your audience instantly.

    Give these blade‑blasts a rhythm, a dash of alliteration, and a touch of “pithiness” so journalists can slice through the noise and keep readers glued.

    Other CEOs in the Cutting Arena

    From Shell to TikTok, a Spectrum of Strategy:

    • Ivan Menezes, Diageo – “All‑India water shortage threat?”
    • Mike Regnier, Santander UK – “Debt‑cult students; we need better finances education.”
    • Ben van Beurden, Shell – “Governments must tax energy firms to help the poor.”
    • Hiroshi Mikitani, Rakuten – “Donate 1 billion yen to Ukraine.”
    • Severin Schwan, Roche – “Roche admits losses in Russia.”
    • Dolf van den Brink, Heineken – “Inflation costs are off the charts!”
    • …and countless others pitching bold claims, policy critiques, and future forecasts.

    These CEOs keep burning bright because they’re willing to flash the dagger, reveal the hidden poison tip, and fire along their path. Their stories perform like an extended drum‑roll of the “mail‑online” style—fast, sensational, and impossible to scroll past.

    The Takeaway: Master the Blade, Own the Stage

    Whether you’re a startup or a multinational, remember: a well‑tuned tweet or headline can turn a fund‑raising event into a headline headline. Craft your content like a seasoned sharpshooter—pre‑planned, timed, hilarious, a little daring, and always under the velvet sheath of timing. And when you hit those perfect angles, you’ll be shouting “boom” to every media outlet that’s been waiting for your next headline.

  • The dos and don’ts of selling to an Employee Ownership Trust

    The dos and don’ts of selling to an Employee Ownership Trust

    When considering possible exit routes for your business, selling to an Employee Ownership Trust (EOT) can have several benefits, but a word of caution, this is not an exit route that can just be unilaterally imposed on your management team.

    I recently met with a business owner who had decided that sale to an EOT was the best way to exit his business and apparently for the twin temptations of paying zero capital gains tax and inflating the sale price. He came up with a generous valuation, drafted transfer documents to suit his own terms and presented all of this to his team to sign without any prior discussion. This didn’t go down well and naturally the team weren’t prepared to sign anything. Thankfully this doesn’t happen often, but there are several mistakes which business owners can make if they don’t take advice on how to approach selling to an EOT.
    Not all employees want to become the ‘owner’ of the business they work for. For some it will seem like too much risk or responsibility so you can’t just impose the decision upon them.
    The first step needs to be an open discussion around the possibility of sale to an EOT to set out the pros and cons for the business and to give the remaining senior-employee team time to discuss the options available. The time frame for this might be weeks, months or even a couple of years before it takes place to allow everyone time to adjust and plan.
    Employees need to have the support of independent legal and financial experts to help them to make informed decisions, which should be paid for by the business.
    The next step is looking at what the business is worth so that there is a starting point for negotiations on price. Typically, more than one external valuation should be obtained to facilitate reaching a sensible price somewhere in the middle.
    Whilst usually a significant initial payment will be made to the sellers, equally there may be significant deferred payments to be made from future profits of the business for many years after completion. The purchase price and repayment terms must be sustainable to ensure the business can continue to invest and grow.
    Those employees that are interested in stepping up and taking on more responsibility need to understand what their new role will be, any legal responsibilities that go with it and how they will be rewarded with an enhanced salary and/or bonus arrangements.
    In a well-run process, sellers will take real care to ensure that the senior management team will be stable and well-motivated to make a success of the business following sale, so that the agreed price can be paid in full by the business over the agreed period.  There is often provision made for deferred payments to be accelerated or further deferred depending on how the business is preforming after completion.
    In some businesses the culture of employees sharing in the success of the business through share ownership is embedded well before the ultimate sale to the EOT in the form of employee share option arrangements.  For some owners, sale to an EOT is a continuation of this culture and allows employees to feel more empowered and more invested in the future success of the business. There are studies which suggest that in businesses where there is employee share ownership productivity tends to be higher and long-term sickness and issues around poor performance tend to reduce.
    When done well a sale to an EOT can be less stressful than a traditional 3rd party sale for all parties involved as there is usually the continuity of the management team and people stay in key roles. There is continuity for customers, suppliers and other key stakeholders and there is time to adjust to the new arrangements.
    Clearly this is a brief summary of the legal issues involved, so if you would like to discuss an EOT sale/purchase, get in touch to find out more.

  • Raising the profile of your business by speaking is great if you can do it

    Raising the profile of your business by speaking is great if you can do it

    So how do you avoid the presentation pitfalls and stand out from the crowd?
    We asked Barbara Moynihan, a Past President of Toastmasters International and a trainer in communications skills, to give us top 10 reasons why presentations fail, and advice she would give to help us counteract these blunders.

    Lack of rapport. Make sure you talk in terms of your audience’s interests. Smile and start on time.

    Being unauthentic. Take the time to prepare, practice and just be yourself.

    Inability to use silence. Use pauses to add impact and emphasise your key points – silence speaks volumes.

    Lack of facial expression. We have 80 muscles in our face that are capable of producing 7,000 facial gestures. Engage them and engage your audience.

    Poor eye contact. Look at, and visually connect, with members of your audience. If you have to use slides, make sure they add value and aren’t just a crutch.

    Tech-talking. Do not bore your audience with technical details that they do not need. Simplify your message. Avoid Three Letter Acronyms (TLAs).

    Lack of humour. You don’t have to be a stand up comedian. If you cannot tell a joke – then don’t. Use alternative methods ofhumour such as anecdotes, relevant pictures or short movie clips.

    Lack of direction. Ensure you have a clear structure to your speech with a beginning, middle and end, with appropriate signposts and transitions to keep your audience on track.

    Lack of energy. Counteract this by projecting your voice, varying your pace and pitch, and using gestures.

    Boring Language. Use what performance story teller, and Toastmasters champion Andrew Brammer calls “linguistic sparklers”: adjectives, adverbs, and rhetorical devices such as metaphors and similes.

    Whether you want to raise your business profile through public speaking, or simply want to motivate your team to take on new challenges, investing some time in developing your speaking skills will pay handsome dividends.

    Speaking clubs such as those run by Toastmasters International are an ideal environment to try out your talks, learn new skills and get constructive feedback to make sure that when you do stand up, you and your business will be noticed for the right reasons!

  • How to hold a Disciplinary Appeal

    How to hold a Disciplinary Appeal

    You have managed to keep everyone informed, do everything you were asked while remaining legal and following procedure. The outcome has been given and the employee is not happy so has appealed.  You are on the home stretch; easy you think. Well yes and no. There are some significant mistakes that can still be made at this late stage especially in terms of impartiality of process as a recent Employment Appeals Tribunal (EAT) decision demonstrated. In this example Mr Blackburn worked for Aldi stores and raised a grievance. This was dealt with but Mr Blackburn wasn’t happy with the outcome so appealed. The problem was that the same chap who dealt with the original grievance also heard his appeal against the outcome of that process! Hardly impartial I’m sure you would agree but worse when the policy specifically stated a different manager should have been used who was impartial and ideally more senior than the original decision maker.

    The employee resigned and claimed constructive dismissal for a breach of the implied term of trust and confidence that the company had allowed this to happen. The EAT agreed stating that the right to an impartial appeal was an important feature of the ACAS Code Acas Guide on discipline and grievances at work and in this case, the employer’s own grievance procedure.  The EAT also reminded the tribunal that ‘the employer must not, without reasonable and proper cause, conduct itself in a manner calculated and likely to destroy or seriously damage the relationship of trust and confidence between employer and employee’.

    So, how can you ensure you don’t fall foul of this in an appeal? Again, here’s my guide on how to hold an appeal hearing; it’s easy as the same principles apply as for the disciplinary hearing:

    1.      Appoint an appeals officer. As shown above, this must be an alternative company representative (wherever possible, one who has not previously been involved in the case) and ideally if there are sufficient levels one senior to the disciplinary officer.

    2.      The appeals officer should ensure the employee has set out the grounds for their appeal in writing.

    3.      Then, the appeals officer must invite the employee to the appeal hearing as soon as possible.  They must do it in writing, advising the date, time and place of meeting, confirming the statutory right of accompaniment by a colleague or trade union representative and ideally giving a minimum 1-3 days notice of the meeting dependant on complexities to allow the employee chance to prepare.

    4.      The conduct of the appeal should be a matter for the appeals officer to consider, but they may call such witnesses and consider any documents as they feel appropriate. Additionally, the appeal may be adjourned to conduct any further inquiries that the appeals officer believes are necessary.

    5.      At the completion of the appeal process, a decision should be given in writing as soon as reasonably practicable. If there is going to be a delay, the employee should be informed.

    6.      At the outcome of the appeal hearing, the original disciplinary sanction may be confirmed, overturned, increased or reduced to another stage.  In the case of a gross misconduct dismissal, the dismissal should take immediate effect from the date when the decision to dismiss was intimated to the employee.  If the dismissal was overturned on appeal, the employee would be reinstated with effect from the date of the original disciplinary decision.

    And finally… it’s important to note for all involved that the appeal decision will be final and there will be no further right of appeal.  So there you have it – a series of short ‘how to’ guides for disciplinary matters. Do you feel better able to conduct these important meetings now? I do hope so.

    For more help and advice about disciplinary issues contact us at www.threedomsolutions.co.uk   or follow us on twitter @3domSolutions

  • Flexible & home working –to trust or not to trust?

    Flexible & home working –to trust or not to trust?

    But let’s take a practical approach. Flexible or home working (for ease I will use the terms synonymously) is actually a really great method of working – for both the employee and the employer. I’m a staunch advocate for it, in the right place, with the right guidelines, for the right reasons and in the right roles.

    My business partner stated in despair on reading the latest reported facts: “if home working is not effective then surely it is about the mind-set of the individual and how they apply themselves”. She agreed it may not be for everyone but wished as a nation we would “grow up and manage the individual, not manage and implement rules to the lowest common denominator”. Blimey it’s not often I hear her that riled on an HR matter!

    So, instead of banning it in its entirety, tarring everyone with the same brush, let’s put some things in place to help make it work.

    Educate and train managers and employees alike. It’s not surprising that unsupportive managers are cited frequently in the research as a real blocker to creating a flexible environment. Coaching managers is therefore vital and will help to produce a consistent and fair approach across the entire organisation.

    Communicate the aims and benefits of flexible work arrangements. It’s imperative to encourage better communication between employers, managers and employees so that employees and line managers are aware of organisational policies. But please avoid long lists of policies and processes. One key policy and one easy to follow request process will suffice.

    Regularly evaluate what is and isn’t working and share success stories. Take time to review where flexible working is successful and compare that to where it isn’t to understand the differences and to identify what is preventing them from working elsewhere. By sharing any success stories you will engage the reticent managers and hopefully encourage more managers to try it.

    Track performance. Implement a means to demonstrate the employee’s performance/work rate, be that working from home or working flexibly. There will be less concern and suspicion where sales targets are set, or daily/weekly to-do list statuses are shared, or status reports completed. That way the organisation and the manager know and can monitor productivity. One of the main reasons cited by Yahoo was that when they reviewed login times they were inconsistent with expectations – so be clear with the employee, tell them what is expected and advise that you can, and will check.

    Introduce other means of communication to help. This is a chance to use new technology – Google Hangouts, Skype, FaceTime or other forms of videoconferencing – which can be used to reinforce the connections and to bring the team closer together.

    Trial it. If nothing else, a trial will demonstrate whether it will work or not. Give the team a chance to see it in practice and the manager a chance to properly assess whether it’s realistic and practical. This can be as short as a month or as long as six months. Review it, tweak it and move on, accept it, or go back to a more ‘traditional’ way of working. ‘Nothing ventured, nothing gained’ is my motto here.

    Now, I personally would expect some give and take too. When I was returning to work on a four day week I did expect to be available on that fifth day. I wanted people to realise that I did take my work seriously and that I could and would be flexible, but that’s just me. Let’s be clear – a company can ask for that and try and mandate for it but it needs to be right for the individual too.

    So, let’s go back to the original thought. Should flexible and homeworking be banned as we are managing to the lowest denominator, or with these simple steps can it be successfully implemented, be a useful tool for engagement and in turn increase commitment and productivity?

  • Growing your following on Instagram

    Growing your following on Instagram

    Instagram isn’t just for celebrities and beauty bloggers. It can be a great way to show off the lighter side of your business and help you reach new audiences. Sharon Stevens-Cash, director of award-winning Derbyshire digital marketing firm Gravity Digital, outlines how to make Instagram work for your SME.

    For many businesses, Facebook, Twitter and LinkedIn are where they limit themselves when it comes to promoting themselves on social media. That’s a shame, because despite its associations with fame and glamour, there’s a lot more to Instagram than initial impressions might suggest.
    That’s not to say using Instagram for promotional purposes doesn’t have it pitfalls – and I’ll be outlining those in a later article – but used right, it has plenty of benefits for your brand.

    It’s all about image

    Instagram is all about beautiful photography and interesting images, and that gives lots of businesses a real chance to shine. Of course, this does depend on your business but as an example, if you run a B&B or glamping site in the countryside, you’re likely to have stunning scenery around you. Use this to your advantage and let your snaps sell your business through the power of imagery. If you run a restaurant, take photos of your most mouth-watering looking dishes, and post them preferably just before lunch time when stomachs are rumbling!

    Expand your footprint

    Instagram has a cool factor and for many people, it may be the only social media channel they engage with. By using Instagram to promote yourself you’ll get a wider online audience reach, enabling more people to see your great products and services.

    A loyal following

    Once you’ve gained a loyal following by getting your tone right on Instagram, good engagement should follow. If your followers are intrigued by the products and services your business offers, they are likely to comment, like and re-post images from your feed.
    One of the great business applications of Instagram is that it allows people to see your products used by real people, and the hope is that your product’s users will post photos of your products in use, tagging your business. This means that your audience is even larger, their friends will see these images, who then may repost onto an even larger audience. It’s a never-ending snow ball effect.
    A great example of this is our client Mr Fothergill’s. At Gravity Digital we run the Mr Fothergill’s Instagram account. The majority of our posts are re-posts as the platform has a large gardening collective who enjoy sharing their allotments and progress. Often if they’ve used Mr Fothergills products in their garden, they will tag us and we get to share it, showing how wonderful these products are in real life situations.

    And relaaaax

    One of the reasons why people engage with Instagram is that it’s a more relaxed platform than others. This allows your business to show a bit of personality. Twitter, Facebook and LinkedIn are more formal but with Instagram you could, for example, take a snap of your team enjoying a zipwire experience on a team-building day. Using the app like this is a great way of showing users that you are real people behind the business, not just robots.
    A bonus to doing this comes when recruiting new employees, as they are likely to look for you online, through your website and social media channels. When they notice that you enjoy a sociable work environment, they are likely to be interested in vacancies you can offer.

    Keeping it real

    A new feature recently added to Instagram is called live stories, a very similar concept to Snapchat. Real time stories allow you to directly engage with your audience. People can ask questions about your products and discover in real time what new ranges are.

    Getting to know your followers

    You can use Instagram as a business page. This allows you to connect with your Facebook business page and gives your account a different appearance. It offers easy access to your email, phone number and directions. Users can click on any of these buttons and the action is easily carried out for them.
    The clicks on these are also monitored in the insights part of the app – these are similar to those shown on Facebook, offering you the opportunity to see which posts work well with your following, therefore helping you gain a larger audience. Plus, it offers the demographics of your follows to ensure you are attracting the people you want.

    It’s all about promotion

    As Instagram is linked with Facebook, it allows you to promote posts and pop on timelines of those who don’t follow you – yet. This will enable you to reach a wider audience and gain further engagement on posts, similar to the effects Facebook adverts have.

    Keep collecting

    Instagram has a collections feature that is ideal for gathering groups of Instagram accounts that you like and interact with. The feature keeps these all in one place so they are easy to find. You can also save posts you like the style of, which you can then use later as an inspiration for your own feed.

    Archiving

    The newest feature on Instagram is the archive facility. This is an area on your account that only you can see. Here, you can archive any posts that may not have performed well but you may like to keep for posting at a later date. Or, you can keep them so that you can check them again later and try to work out why they didn’t perform well.
    So, Instagram, as we have seen, can be a great app to engage with for your business. It can boost your profile and reach people you didn’t before. However, nothing is without its downside. In my next article, I will be outlining the pitfalls of Instagram so that you can reap all the rewards without any of the negatives.
    Happy Instagraming!

  • Entrepreneur’s relief: further changes likely in order to curb cost

    Entrepreneur’s relief: further changes likely in order to curb cost

    The relief is generally well known, at least in terms of its essentials; it simply describes a favoured 10 per cent rate of capital gains tax which applies to gains realised on the sale of a business, whether as a sale of shares in a trading company or the sale of goodwill in an unincorporated business, typically a partnership.

    The relief is well named: it seeks to incentivise entrepreneurial individuals, typically, but not limited to, the founders as it extends to all those having a minimum ownership stake (whether as shareholder or partner) who are actively involved in the business.

    The relief is relatively simple.  Where the business is unincorporated (a sole trader, or more often, a partnership) it is sufficient that the individual has held his or her interest for a period of 12 months to the time of the sale.  Where the business is incorporated the individual must hold 5 per cent of the ordinary share capital and voting rights and be an employee or director, again for a period of at least 12 months to the time of the share sale.  The essential elements are therefore straight forward: a minimum ownership requirement coupled, in the case of a company, with a directorship or employment (neither of which need to be full-time roles) satisfied over a 12 month period to the date of sale.

    Perhaps as a result of this simplicity the relief has proved successful.  It has increased in cost some 6 times since its introduction in 2008/09. This may be attributed to its simplicity although part of this additional cost must be attributed to the extension of the relief: not least its extension to shares acquired pursuant to options under the Enterprise Management Incentive Scheme (a tax favoured employee share option scheme targeting key hires and employees).  Here the relief is available simply by virtue of the fact that the shares were originally acquired pursuant to the rules of the EMI scheme.

    However, part of this additional cost, which had reached £2.9billion by 2013/14 is attributed by HMRC to abusive behavior by certain taxpayers.  It is not surprising therefore that limiting the scope of the relief has been firmly on HMRC’s agenda in recent years.  Whether judged abusive or innovative certain of the “remedial” changes were to be expected.  The ability to incorporate a business into the owners’ own company by way of a sale of the goodwill for a cash consideration and at an effective tax cost of 10 per cent was always likely to be stopped and, given the objective of the relief, perhaps reasonably so, in the absence of any sale of the business to a third party . Similarly, HMRC have recently taken steps to target phoenix companies in order to deny entrepreneur’s relief on gains realised on a liquidation where the trade recommences in a new company in the same ownership.

    The restriction on entrepreneur’s relief with respect to joint ventures was perhaps neither: that is anticipated or reasonable. Happily the changes introduced in 2015 have now to some degree been reversed in the current 2016 Finance Bill.  These are relatively technical changes (save for those affected!) but nevertheless indicate the increased level of HMRC scrutiny with respect to the relief.

    Perhaps more surprising are the areas which HMRC, currently at least, have not addressed.  The ability to access the relief by directors and employees who do not undertake a full-time role is at odds with similar reliefs under both the income tax and capital gains tax codes. The absence of a full-time employment or directorship requirement for those accessing entrepreneur’s relief (other than under the EMI extension) offers the ability to introduce a spouse in an employment role disproportionate to the shareholding interest provided.  While it is always open to HMRC to contend the employment or directorship lacks true economic substance it is surprising that the legislation has not been amended to put the matter beyond doubt.

    Entrepreneur’s relief is only available for shares in a trading company where the activity undertaken does not consist “to a substantial extent” of non-trading activities.  What is “significant” is ultimately a matter for the Courts to decide, although HMRC has provided guidance and broadly regards 20 per cent of any relevant metric (for example, profits, assets, management time) as relevant in determining whether an activity is significant.  The position of so called “surplus cash” creates a potential issue here.  Is the holding of accumulated profits in the form of cash a non-trading activity: and if it is, does it represent a significant activity having regard to the various metrics that might be considered?  Certainly in terms of management time and contribution to profit (given current low rates of interest) it is unlikely to be significant although the surplus cash may represent a significant asset on the balance sheet.  HMRC are clearly concerned over the ability to accumulate profits and ultimately extract these profits on a sale or liquidation with the benefit of a 10 per cent tax charge.  Given HMRC’s uncertain ability, based on the current state of the law, to police such planning for money box companies it seems probable that this is a further area for which legislative change might be anticipated.

    Entrepreneur’s relief was simple and remains valuable. Some of that simplicity has been eroded as a result of remedial legislation to curb abuse of the rules; some as a result of ill thought through change now substantially reversed: however much of that simplicity is under threat as it is proving just too expensive—and further change may be anticipated.

    Neil Simpson, Tax Partner, haysmacintyre

  • How to tighten up your Timing

    How to tighten up your Timing

    So to the final section of the puzzle in our updated SWOT…
    (And in case you missed some here are the earlier parts by hyperlink – just click)

    How to get the best out of your staff – part one – Staffing
    How to get the best from your staff – part two – Workflow
    How to get the best from your staff – part three – How to be Organised

    We have looked at ‘Staffing’ and how critical it is to have the right people in the right roles with the right skills. We then went onto the ‘Workflows’ of the business and how a root to branch review of the key workflows could make your company more streamlined, efficient, and cost effective. Last week we discussed ‘Organisation’ and how taking time to consider your planning and preparation will get you organised to benefit your business. Now we need to consider…

    Timing – by undertaking the other three elements listed above, and should you wish using a traditional SWOT in addition (Strengths, Weaknesses, Opportunities, and Threats), you need to ascertain and commit to the when, the how long and the how often.

    Knowing what staff you have, what workflows you need to operate and then organising the actions will go a very long way to identifying these. It’s time to have a frank talk with the interested parties, the key stakeholders, and the staff involved to agree and work towards the new strategy and direction you have clarified or created.

    Going through any review of a business can be an exhilarating thing. It can bring back a positive buzz to you, your managers and the staff alike. But not setting clear target dates, not following up on the actions you have set and not sharing your results can destroy all the hard work and commitments you have made. It’s back to setting traditional SMART objectives – making the actions ‘time framed’.

    There’s nothing worse than setting off on a project to review your workflows, all steam ahead than getting sidetracked and without a target date having nothing to bring you back in. So many projects fall by the wayside like that. By ensuring a time and date it helps focus you and commits everyone to the task at hand.

    One word of caution however – please don’t let the excitement of the process carry you away. Remember to be realistic. Commit to a tangible timeframe by articulating what you really mean and ensuring it is possible the timeframe becomes solid, real and valid.

    I’m not providing solutions in this updated SWOT, rather giving you food for thought and a new means in which to question your business and seek answers.

    At Threedom Solutions we like to use this to start the conversations, to guide the company we are helping through the discussions and to help identify and solidify an outcome.

    We use various tools with this – such as a Future Wheel and our Motivation Quiz to help, but more of those another time. Your business is unique to you, with so many variations so why not use this updated SWOT to get your bespoke answers.

  • How to stop procrastinating and start leading

    How to stop procrastinating and start leading

    Over the past two decades I have been lucky enough to work with dozens of business and political leaders.

    The best leaders are those that are able to make professional decisions quickly based on the information available to them.
    But this does not mean they are immune to procrastination. They are just using tools to manage it.
    Most of us if we walk into an ice-cream parlour struggle to choose a flavour.
    We have eaten ice cream hundreds of times and know all the flavours. But we still stands there at the counter examining the pistachio, chocolate, cookies and cream and salted caramel in the hope that divine inspiration will come to us.
    And that is a simple decision.
    Presented with hard decisions, such as where to invest or whether to enter a new market, can be crippling.
    Kicking hard decisions into the long grass is the easy option. But it is rarely the right one.
    We are told from a young age to not rush to decisions but our gut instinct is usually right.
    In Malcolm Gladwell’s best-selling book Blink: The Power of Thinking Without Thinking he makes a powerful argument for going with your gut.
    He showed that geologists at the Getty Museum in California spent 14 months investigating whether a statue was a fake. Within seconds three different art historians could tell that it was. Their years of looking at masterpieces had given them a gut advantage that experts couldn’t match.
    As a leader in your own field you have years of experience. Do not underestimate how valuable that is.
    While you might want to gather all the information to make the right decision. At a sub-conscious level, within two seconds your mind has gone through thousands of data-points and previous experiences.
    More than 90% of the time you will be right in your decision first time. The decisions that are wrong are wastage. Don’t waste time regretting them.
    Even if you really sweat a decision, waiting until you have every bit of evidence you possibly can get will fractionally reduce your bad decision making. Even if you really sweat a decision you may only reduce your wrong decisions fractionally.
    The extra time it will have taken will have closed other doors to you.
    Shall we enter these awards for this great work we did? Oh dear the deadline to enter has passed. Decision made: no.
    Shall we enter this new market? Oh dear now our competitor is dominating that sector so we can’t get a foothold. Decision made. It’s a no.
    Shall we invest in training for this valuable staff member? Oh dear they have been poached by a rival. So that’s a no as well.
    In your mind procrastination is putting off a decision. But as a leader a lot of the time it is not just putting off a decision. It is allowing time to make the decision for you and that answer is almost always no.
    So here are seven ways to stop procrastinating and regain the most important tool for you as a leader – decision making:
    Split your week:
    Assign yourself days of the week for the jobs you need to do.

    (My week is split into Monday and Tuesday clients and new business, Wednesday content creation, Thursday management, Friday finance)
    Wedge difficult jobs:
    If you have a job you really don’t want to do but keep putting it off, schedule it in BEFORE something you do want to do and force yourself to do it then.
    Deadline decisions: If you need to gather more information to make a decision, set a clear time frame for when you will get that information.
    Do not go back on decisions: Unless circumstances change move on.
    Delegate decision making. You have a team; use them.
    Minimise distractions. Turn off all notifications on your phone and laptop. Tell your staff that you only look at emails at certain parts of the day and do it.
    Two minute rule: Anything you can do in two minutes do it immediately.

    Note: To write this article I used techniques 1,2 and 6.

  • Should You Test for Alcohol and Drugs?

    Should You Test for Alcohol and Drugs?

    When to Raise the Alarm (and when to keep the coffee cups quiet)

    Remember the good old British Rail days? Back then whenever safety mattered, the drug‑and‑alcohol check was as common as the daily train timetable. Now, in a world of informal startups and over‑caffeinated tech firms, the rule of thumb has shifted a bit. In short, you can test employees only if you’ve already laid out a clear, written policy and carved out the right situations.

    Getting the Green Light

    • Write it down. A policy is your best friend: if you state— in writing— why, when, and how you’ll test, everyone knows what’s happening.
    • Ask for a signature. Always collect a signed consent before you start sampling. No selfie does that for you!
    • Be forthright. Betraying trust can lead to legal trouble. Keep it transparent, or you might find yourself in an awkward “criminal assault” conversation.

    Who Gets Tested?

    But here’s the kicker: you don’t need to test every soul in the office. Narrow your net to:

    • People in safety‑critical roles (think drivers, machine operators, or anyone working “track side”).
    • Employees suspected of being under the influence due to clear risk— can they harm themselves or others?

    Who Holds the Test Kit?

    Training counts. Either your own staff who’s been briefed on the procedures or an external expert—like a doctor—can handle the tests. There are no hard absolute rules; it’s all about competence.

    The Aftermath: Handling the Results

    • Privacy first. Test results are classified as sensitive personal data— keep them locked behind the appropriate security fences.
    • Only allow the individuals who absolutely need access to see them.
    • Document how you’re storing or deleting them.

    Getting the Numbers Right

    Alcohol is a straightforward win‑or‑lose. Either it’s in your system or it isn’t. Guidelines on what counts as “under the influence” are crystal clear.

    Drugs, on the other hand, are the grey picture. A positive result simply tells you that the drug (or its metabolites) is present— not how impaired you are. For most substances, they brag about detection windows from a few days to a whole month (especially for heavy use). The bottom line: a positive can’t automatically mean you’re doomed.

    What to Do When the Results Are Positive?

    • Don’t drop whistleblowers for a single test. Walk the proper disciplinary path: investigation → hearing → appeal.
    • If it’s a criminal offence (like driving while intoxicated), dismissal may be on the table, but you can’t skip on details.
    • Remember the “right of accompaniment” when talking to the employee.

    What If Someone Says, “I Can’t Take It”?

    Employees can’t be forced to give a sample. But a refusal— especially when you have good reason to test— can trigger disciplinary action. The key? Investigate the backdrop. Why is the employee refusing? Build the facts before you decide.

    Wet Behind the Eyes: Dealing With Addiction

    When an employee confesses an addiction—say, alcoholism during a performance review—the situation changes. Instead of hard discipline, lean toward support: medical advice, reasonable adjustments, and a chance to get better. If they win the battle, that’s great; if not, you’ll have a path to more stringent measures, but always start with care.

    Code of Conduct From the Information Commissioner

    Here’s a quick rundown of the ICO’s good‑practice nuggets you should keep handy:

    • Only test if it gives you better evidence of impairment than any gentler option.
    • Opt for the least intrusive method that still fights for business safety.
    • Let employees know exactly which drugs you’re looking for.
    • Base your tests on proven scientific data about substance impact.
    • Limit testing to relevant substances and exposure levels that truly matter.

    For a Handful of Extra Guidance

    Feeling a bit lost in this testing maze? Reach out for support at Three Dome Solutions. They’re ready to help you navigate the fine line between safety and rights.

  • Discover Your Stress Style: Caffeine Enthusiast, Self‑Improver, or Procrastinator?

    Discover Your Stress Style: Caffeine Enthusiast, Self‑Improver, or Procrastinator?

    Why Stress Turns Even The Most Iron‑Clad Entrepreneurs Into a Walking Mood Swing

    Running a small business is a rollercoaster that starts at the office door and erupts in your inbox. You juggle meetings, money, and the eternal quest for extra coffee, all while trying to keep your sanity (and your customers) happy. Most of us are victims of stress—but few of us notice how that stress rewrites our own playbook. Let’s peek at the most common “stress‑character” personalities and see if you spot yourself in the chorus.

    Meet the Stress Personas

    • The Time Thief

      Feature: Wins the game of “how many minutes can I steal from your day?” by endlessly asking for opinions. Problem: You think you’re gathering advice; you’re actually clogging the team’s time bank.

    • The Self Improver

      Feature: Their desk is a library of self‑help covers—think Covey, “The One‑Minute Manager,” and a million others. Problem: They quote like a trivia champion but fail to put even a single page’s lesson into action when pressure mounts.

    • The Caffeine Mainliner

      Feature: Strolls into the break room clutching a triple‑shot latte like it’s a secret weapon. Problem: They need more caffeine to stay visible; it’s a full‑scale corporate espresso hod—filling a corporate drain, not their own energy tube.

    • The Comfort Eater

      Feature: A kitchen trash pile of burger wrappers and sugary treats fuels their “thinking cap.” Problem: They trade good vibes for carbs, feeding the stress loop that tries to plug errors with a plate.

    • The Drama Queen

      Feature: Thrives on plot twists and crises—love a deadline that turns into a soap‑opera finale. Problem: They’re more interested in being the center of the drama than solving the problem.

    • The Procrastinator

      Feature: “I need time to think” turns into an excuse to dodge decisions it says. Problem: The overload of tasks in their mailbox signals an adrenaline‑free zone; the fear of decision is the real villain.

    • The Overflowing Cup

      Feature: Throws their workload over every colleague, claiming “the busy person will get it done.” Problem: Overcommitment is the sweet spot, but the real price is the number of tasks left undone.

    The Serious Side: Why It Matters

    The caricature fun ends when you realize that whatever persona you default to — distraction, denial, or despair — hits the bottom line harder than a bad coffee dose. We all know the culinary science of fats, sugars, and caffeine, but stress isn’t just a gut‑feel; it’s a full‑body whirlwind.

    • Distraction: Every extra email or meeting is a time thief, pulling you from the core task. The pile grows until you’re too busy to finish.
    • Denial: Ignoring the real problems may let them simmer into bigger crises—think cascading errors, sabotage, or siloed teams.
    • Despair:

      When you roll in denial and you do the stress personally, you become the unofficial chief of “saying no.” The result? Your business sits at break‑even while you watch traffic scroll by.

    So, what’s the antidote? Recognize your stress dance, pull out the jam‑removal step, and reset the rhythm. Break the cycle: listen, act, and lighten up—and soon you’ll find that your office can actually feel a bit less like an amusement park and more like a place where ideas finally find their currency.

  • AI‑Powered Helix Law Takes on Metro Bank in  M Copyright Showdown

    AI‑Powered Helix Law Takes on Metro Bank in $20 M Copyright Showdown

    A small Brighton law firm is taking on one of Britain’s biggest retail banks in a $20 million (£14.75m) High Court battle, using artificial intelligence to cut costs and challenge legal heavyweights.

    Helix Law Takes on the Banking Giant

    David and Goliath just got a new face. Eight‑plus‑year partnership over an impressive coin‑counting engine? The tech company Arkeyo LLC thinks Metro Bank is stealing its shiny magic machine for good. Helix Law, a small but mighty legal indie, is now playing legal David.

    What’s the Headline?

    • Arkeyo alleges Metro copied its coin‑counting tech after their partnership fizzled in 2016.
    • Helix is suing on Arkeyo’s behalf.
    • Next hearing: 17 September.
    • Helix is also rushing mediation this year.

    Why Does It Matter?

    Alex Cook, the partner who can think outside the corporate box, says it’s the moment small firms boom. “We’re fighting a large retail bank for a lighter tech hero,” he says, brightening the courtroom showdown with a dose of DavidvGoliath drama.

    More than a legal win, it’s about shaking the credibility of big banks and proving that a small team can punch up against a giant if they pair expertise with tech.

    Tech is the Secret Weapon

    Helix scrapped a cost estimate from £350 K down to £100 K by racing through hundreds of documents with AI. That’s a 60 % cost cushion for the client – a huge win in the old-school legal world.

    “No big team, no expensive software. A lean AI rig has turned Sherlock’s way into High‑Court drama,” Alex said. The system flagged deficiencies in Metro’s paperwork that would have slipped by human eyes.

    Why Big Firms Lag

    Traditional firms are slow to adopt it because of billing models, Alex noted. But the tide’s turning – “Change is here, and the small guys are at the forefront.”

    Spotted?

    The upcoming hearing in the High Court is a chance to hold Metro accountable for both financial damage and dented trust. If Helix’s tactics work, we might see a paradigm shift that comforts the restless. It’s legal David with lasers.

  • How to prepare for University

    How to prepare for University

    Thousands of students will have woken up to the news that they have secured a place at a University and will be packing their bags ready to head off next month. Here’s how to prepare for University properly so you can get off to a great start in the first step of your career.

    If you’ve got the grades you needed or you’ve gone through clearing and landed a place on the University course of your choice, the first thing you want to do is celebrate. And rightly so, but when the partying stops, then you have to start preparing for your new life at University. It’s not as simple as packing your bags and moving in, unfortunately. Thankfully, we’ve compiled a list which will help you make the transition from secondary education to higher education that little bit easier.

    1. Get the important things out of the way 

    When moving to University, there are a lot of things you have to check off your list before you can start planning what your room will look like. Firstly, make sure you keep your certificates safe in case your University want a copy of them. Also, you have to ‘pre-enrol’ with some Universities, so make sure you fill out everything your Uni asks of you to make the process of moving to Uni hassle-free.

    2. Take a look at your module guide

    With some University courses, you have the option of choosing which modules you take for your course. This usually comes in the second or third years of your degree, but taking a look at your module guide will help you get to know your course that little bit better, and will help in your preparation.

    3. Reading lists

    It may seem like a bit of a buzzkill to be given a reading list when you’re getting excited to head off to University, but that’s the way it is. Reading lists are just guidelines, don’t make the mistake of buying every single book on the list. Students are notorious for living off a budget, so don’t spend a couple of hundred pounds on some books you might not even need. Look at your module guide and buy books which are related to those specific modules, as well as a few general books about your course as a whole. abebooks.com is a lifesaver for students. This site sells secondhand textbooks and also compares prices for you. Steer clear of Amazon as the books can be expensive, and look for the cheapest option.Now you’re a student, you’re going to need to get used to living on a budget.

    4. Deals and Offers 

    Now you’re a student, you’re entitled to student discounts. Make sure you purchase an NUS card as they will save you a substantial amount of money throughout the year. Most places offer some kind of student discount, but your biggest chance of a discount will be online. Places like ASOS offer a 10 per cent student discount all year round, as well as a number of other deals. Even for outlandish products you can get some good deals. Apples student deal this year will give you a free pair of Dr. Dre headphones when you buy a new laptop, so make sure you have a shop around and you’ll be surprised what bargains you can find.

    5. Freshers isn’t just for having fun

    It’s always exciting meeting your new flat mates and new course mates for the first time, but the activities during freshers week are just as important. Course introduction sessions are vital, as this is the first time you will meet your lecturers and your course mates. You don’t want to miss all these sessions and start your course not knowing anything about your course or anyone on it.

    6. Jobs 

    When you’re having the time of your life at University, the last thing you’ll be thinking about is getting a job. Managing your social life, academics and any sport or extra-curricular activities may seem difficult, but a part time job will help you out financially. Jobs at the student union are your best bet, and depending on where you live, there may be a part time opening in the town centre. Your student loan wont last forever, and your parents will only be willing to give you so much for partying, so having a job to fall back on isn’t always a bad idea.

    7. Don’t be afraid to ask questions 

    Moving to University and away from your parents can be scary, and sometimes overwhelming. Your University isn’t expecting you to know everything, that’s why there are people you can call and people you can speak to at your Uni to make the process of settling in easier. UCAS and Universities have helplines that you can call if you’re unsure about what you need to do, and there will also be a student support centre if you’re having a tough time to begin with, so there’s no need to feel alone.

    8. Enjoy it

    Don’t let the hassle of moving in and getting sorted ruin your experience. This is a new chapter in your life and you should be able to enjoy it. University is one of the greatest experiences, where you will meet some lifelong friends whilst studying something you’re passionate about. There’s no reason to be stressed or intimidated as long as you’re organised. Start as you mean to go on and University will be the best thing thats ever happened to you.

  • When is it the Right Time to Ask for Help with your marketing?

    When is it the Right Time to Ask for Help with your marketing?

    Developing brand awareness in the market is one of the most challenging barriers that small businesses face. SMEs can easily miss out on potential sales opportunities if they don’t market themselves effectively as customers, buyers and suppliers won’t know where to find them or what’s on offer.

    It doesn’t take a Lord Sugar to know that to generate sales, you need a consistent flow of leads, a returning customer base and strong brand awareness. But what’s now complicating the traditional business formula is the rapidly expanding world of social media. Social media platforms have now heated up the competition and added more complexity to an already busy marketing landscape.
    It’s no wonder, then, that 1 in 3 small businesses outsource at least one business process. As polled by Clutch, 24% of small businesses said that increased efficiency was their top reason for outsourcing whilst other reasons included available expertise (18%), flexibility (16%) and allowing time for employees to prioritise other tasks (15%).

    Can Your SME Manage its Own Marketing?

    Every business is unique and comes with its own set of resources, talent and finances. Knowing whether your small business can manage its own marketing strategy takes some honest self-assessment:

    How much do you understand about marketing? Are you familiar with what strategies exist and how to measure the success of a strategy?
    Do you enjoy marketing?
    Is anyone on your team skilled in a particular area? Do they have an eye for design, a way with words or are they a whizz on the computer?
    How much time do you have on your hands?
    How well do you know your marketing needs? Who is your demographic and what platforms do they hang out on?
    Do you have the funds to employ an in-house marketer, or should you think about outsourcing your marketing to a full service marketing and comms agency?

    Tell-tale Signs That Your Small Business Desperately Needs to Outsource its Marketing Strategy

    It’s Been a While Since You Last Reviewed Your Marketing Strategy

    As a minimum to keeping your marketing efforts strong, your social media, email and advertising engagement should be monitored once a day. Reviewing your marketing strategy is essential for keeping up with trends, shifts in demographics, sudden opportunities that arise and making sure your campaign is an all-round success. If it looks like your marketing strategy has cobwebs (and your website was last updated in 2020), then it’s probably time to look at outsourcing.

    You Aren’t Seeing Results

    Monitoring your return on investment is a great way of measuring the success of your marketing strategy. If phones aren’t ringing with leads, customers aren’t placing orders and those that are, aren’t the type of customer you’re aiming for, then that’s another sign to call in for some professional expertise – especially if you feel you’ve been making all the right marketing moves.

    You Don’t Know Where to Start

    Between Facebook, Instagram, Twitter, Pinterest and TikTok, social media can be a bit of a minefield. It can be easy to go guns blazing and sign-up to all (which would only deplete your resources) or, for some, it may even feel a little risky to put yourself out there on an unfamiliar platform. Marketing is a complex subject that requires the right expertise and trying to DIY it all can hoover time and lead to disappointing results.

    Your Efforts are Sporadic

    Disruptions and distractions can come up at any time when manning a small business. Steadying financials, monitoring stock flow and upkeeping staff retention are all core priorities which sometimes mean that marketing is one that falls by the wayside. However, the one secret to a successful marketing campaign is consistency. Consistency and time are what build brand credibility, awareness and a loyal customer base. If you lack resources and your efforts are sporadic, then you aren’t going to be see the healthy trajectory you need.

    Your Schedule is Already Jam-packed

    There are only so many hours in the day. Drafting and proofreading something that may seem as little as a mail-chimp email can take a lot more time than you think – even a single spelling mistake can make a potential customer overlook your brand. If you are going to implement a marketing plan, it’s important to allocate proper time and set realistic expectations as to how much time goes into an effective strategy.

    Your Competitors are Outperforming You

    Keeping an eye on your competitions’ marketing strategy or even stalking their socials is a good way to see how well your strategy could be performing. However, if your competitors are severely outperforming you, then it’s time to either review your current strategy or bring in experts who can offer advice and even take ownership of your strategy for you.

    So, You’ve Chosen to Outsource

    Outsourcing your marketing is an effective way to leverage talent and expertise within the industry whilst securing a consistent and successful strategy. Not only is outsourcing a cost-effective choice, but it can also help your small business focus on core activity and free up time to remain flexible in changing market conditions.
    If you believe outsourcing is the right step for your small business, then check out some of our Top Tips for Selecting a Marketing Agency.

  • Why I Believe Inspiration is the Key to Business Success

    Why I Believe Inspiration is the Key to Business Success

    As the co-founder and CEO of Truly Nuts, I’ve learned that inspiration plays a critical role in turning an idea into a successful company.

    When my business partner, Greg Vickers, and I launched Truly Nuts, we didn’t just want to create another snack brand. We wanted to build a company that not only delivered high-quality, delicious nuts but also contributed positively to the environment and the people who help produce them. Inspiration has been at the core of that journey.

    From Passion to Progress

    For as long as I can remember, progress has driven me. From my early days learning to play the guitar and dreaming of being in a band to running my own DJ business and working in recruitment, I’ve always been motivated to push forward and grow. That same passion for progress led me to co-found Truly Nuts.
    What inspired me the most was the opportunity to create a business that goes beyond profit. At Truly Nuts, we operate in the Amazon rainforest, and I’m passionate about improving the lives of the people who harvest the nuts while ensuring we protect and support the rainforest itself. For me, it’s not just about building a company; it’s about making a difference.

    Overcoming Challenges through Innovation

    Of course, like any entrepreneur, I’ve faced my fair share of challenges. One of the biggest hurdles has been securing capital to grow the business. In Latin America, where most of our production takes place, financial resources are far more limited than they are in Europe or the UK. But instead of letting that stop us, we found innovative ways to raise the funds we needed, including profit-participating notes (PPNs) and equity deals with early investors.
    It’s true that running a business is all about solving problems. Every obstacle we’ve faced—whether it’s financial, logistical, or operational—has only made us stronger. In fact, some of the most significant moments of growth for Truly Nuts have come from overcoming setbacks. For example, when we struggled with slow deliveries and other challenges while outsourcing production, we decided to build our own facility in the Amazon. That turned out to be a pivotal decision for our company, allowing us to reduce costs and improve efficiency.

    Staying Focused on the Vision

    One of the things that has kept me going during tough times is the ability to stay focused on the bigger picture. I always have long-term goals for the business and for my personal life, and I make sure to stay focused on those no matter what challenges come our way. I constantly visualize what success looks like—whether it’s getting our products into major supermarkets or expanding our production facilities. That vision keeps me motivated, even during the hardest moments.
    Another thing that helps me stay on track is taking the time to look back at how far we’ve come. On day one of a startup, you have nothing but an idea. But by day 365, even if you’ve faced countless obstacles, you’ll also have made real progress. It’s important to celebrate those milestones along the way.

    Sustainability as a Core Value

    One of the things I’m most proud of with Truly Nuts is our commitment to sustainability. From the start, I knew I wanted to create a company that would have a positive impact on the environment. For us, that means making sure our production practices not only minimize harm to the Amazon rainforest but actually help protect and develop it. We’re also committed to supporting the communities that harvest the nuts, ensuring that they benefit from the growth of our business.
    Sustainability isn’t just a business decision for me; it’s personal. I believe that as entrepreneurs, we have a responsibility to make sure our companies do good in the world.

    The Takeaway: Inspiration Drives Success

    At the end of the day, what I’ve learned on this journey is that inspiration is everything. Whether it’s coming up with creative solutions to challenges, staying motivated through tough times, or building a business that prioritizes sustainability, having a clear sense of purpose is key. Truly Nuts wouldn’t be where it is today without the inspiration and passion that have driven me from the very beginning. For anyone starting a business, I’d say this: stay inspired, stay focused, and don’t be afraid to turn challenges into opportunities.

  • 7 ways to be a great leader

    7 ways to be a great leader

    I’ve always been drawn to and had a fascination for exceptional leaders, particularly in the realm of business. I find myself thinking, “What distinguishes these personalities?” “Which qualities and strategies drive them to the top of their respective sectors and industries?”

    I have been lucky enough to meet some of the top business leaders on my travels and learned that there are certain traits that appear common among them and everyone can learn them.

    Be passionate!

    No successful leader ever reaches greatness without passion. There are so many challenges with starting and scaling a business, that if you aren’t super passionate about that business, you will give up – its that simple! Every great leader I have met or worked with has huge passion for what they do. They understand that business, by definition, comes with challenges, and growing a great business is a process of problem solving and over coming those challenges. Often over-coming those challenges can be the making of those businesses.  To overcome those challenges, you need great people, so great leaders don’t just have passion for their business or idea, it extends to the people in their teams. They appreciate the hard work and time their team invests, and this passion reflects in their commitment to the well-being of their people. They understand that the success journey is a joint effort, and they go the extra mile to ensure their team remains passionate about their work and the business.

    Promote open communication and cohesion in your team

    Effective leadership really hinges on creating a culture where you have transparent communication with your team and drive and maintain a cohesive environment. Great leaders generally are honest and transparent, and lead from the front which sets the tone for the entire team. Many naturally use situational leadership which recognises that everyone is different with diverse communication styles so adapt their approach to each individual. People want to be heard, and great leaders recognise this, really listening to ideas, opinions, and issues which is both empowering and important for team members. By doing this and facilitating open communication between team members, a cohesive environment is formed which can help create a high performing culture.

    Great leaders always have a plan

    You can’t get far without a plan. As the old adage goes, ‘fail to plan, plan to fail’. Great leaders have a roadmap for everything, their life, their business, everything they are involved in. Most business leaders get this, but the really great ones have this front and centre of everything they do, and are unwavering in their pursuit it. Yes of course the plan will change, and adapt, but ultimately the destination usually remains the same. A solid plan, accompanied by a clear vision, and achievable goals as milestones along the journey helps great leaders deliver their desired outcome. This is the essence of turning a plan into action, and delivering repeatable success.

    Inspire Personal and Professional Growth:

    Great leaders champion their team’s growth as an integral part of an effective growth strategy. Investing in both their professional and personal development of your team members is crucial. Allocate resources, even if modest, to support their continuous learning. Empower your employees by providing challenging opportunities and guidance, allowing them to overcome obstacles and achieve personal and professional growth. A great leader creates a safe environment where team members can make mistakes and learn from them, giving opportunity for personal and professional growth and ‘failing their way to success’.

    Progression and succession front and centre

    Great leaders understand that the key to scaling a successful business is to consistently progress their team, and constantly work themselves out of a job through succession. This means always hiring people better than themselves, while giving current team members the opportunity to progress their own careers, through training and development to move up, or move sideways into other roles. The best leaders surround themselves with great people and then develop those great people into great leaders themselves.

    Be agile – act like a start up!

    Embracing agility is a crucial aspect of effective leadership and the ability to pivot, be flexible and change when some things are not working. It’s easy to fall into the corporate box and lose that early drive – but great leaders are continuously changing and adapting and innovating, setting new goals and challenges pushing their teams to think differently which helps individuals thrive.

    Metrics matter in driving consistent replicable success

    Great business leaders understand the metrics that drive success, and manage their businesses tightly against those metrics. They build systems and processes that put metrics at the heart of their businesses, and make sure all team members are aligned and understand those metrics. These collective metrics in a business provide the road map to execute the strategy and allow leaders to adjust different parameters to keep the business on track. Great leaders have been using big data way before the term ‘big data’ was coined. Metrics and data matter – it’s the life blood of any business.