Illumination through interaction - Day 48

Day 48 (Wednesday 17th January 2018)

48% of those who voted in the UK referendum on June 23rd 2016 wished to remain
in Europe and 52% voted to leave. A year ago, on 17th January 2017, Prime Minister
Theresa May made her much commented upon Brexit speech at Lancaster House in
London, which resulted in EU Chief Donald Tusk commenting that the UK was "getting
more realistic". It is a year later and we still seem to have much yet to be agreed.

Last night I went to an interesting talk on the future of personal investment with a focus on diversity, social mobility and the changes impacting the wealth management industry. It was hosted by the Cornhill Club (a club founded in 1931 by a group of City bankers early last century with a view to bringing learning, awareness and CPD to people who work in financial services - L&D long before it was a thing). It was a wonderful mixture of tradition and future thinking and  the speaker was Sarah Bates, the Chair of St James' Place Wealth Management and an excellent example of social mobility and success through personal endeavour.

Today's post is by Rob Baker, the Founder and Director of Tailored Thinking. He is based in Durham and I rather wish that I had hooked up with him when I was in the City at the start of the week - ah well, there's always next time... Rob initially studied Psychology at Loughborough and was an international athlete and coach. He then commenced a career in HR (spending 5 years as a consultant with PwC; 2 years as an HR Manager for a joint venture between Rotherham Council and British Telecom where he established an HR shared service centre for 12,000 employees; and worked in HR supporting academics in Sheffield University for six years), before uprooting himself to work in a range of HR related positions at the University of Melbourne. Whilst in Australia he also managed to attain a first class Masters in Applied Positive Psychology. Rob returned to the UK in autumn 2016 and resumed working at Sheffield until March of last year, when he took the entrepreneurial plunge he had been planning (more of this below). 

Rob is both a chartered fellow of the CIPD and the Australian HR Institute. He is passionate about helping people thrive and is an advocate of positive business approaches. He writes a good blog on his business site. You can get to know him better via Twitter (his handle is @BakerRJM)

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In March I was in the dark. I knew I wanted to start my own business, which I had been planning for some time, but I lacked clients, contacts and (at times) confidence.

Hard to start

In this contribution to Katie’s (fabulous) advent blog series, I wanted to share how I have been building my personal and professional network and “shedding some light” on different perspectives and experiences of the world of work through a personal challenge I set myself in April.

My challenge was to have 100 interesting conversations with 100 interesting people about work.

It is my hope that in a small way my experiences may encourage someone else who is thinking about, or facing, their own personal or professional challenge.

How it all began

I was speaking to a good friend Lesley in March about one of the key challenges that I saw in starting my business - developing a personal and professional network, of leaders, practitioners and researchers who had interest, experience or curiosity in positive psychology, positive approaches to business and HR consultancy.

Knowing that I was someone often inspired by (sometimes stupid) challenges she jokingly suggested that I could set myself a target of meeting 100 new people during the year.

Whilst I initially dismissed the idea, it rattled away in my mind.

On a train a couple of days later, I took out a notepad and scribbled a few further thoughts. Rather than just meeting people, I wondered whether I could use a positive psychology approach, and frame the challenge so that it played to my strengths and interests. Perhaps I could use my curiosity of learning about different aspects of work to – in my mind at least - help shape and frame the purpose of any contact and conversation?

By the end of the journey I had written a myself a challenge “to have 100 interesting conversations with 100 interesting people about work” during the first year of starting my business, Tailored Thinking.  

Nine months, in, I’ve had 112 conversations.

How have the conversations gone?

My criteria for what constituted a conversation was (and is) quite fast and loose, but involved a meaningful discussion about some aspect of the world of work.  

I’ve had these in person, by phone, on Skype, over breakfast, lunch, coffee and (often most entertainingly) beer. They have ranged from 5 minutes to 2 hours. They have all been (almost entirely) enjoyable and – if I am honest, one of the most fun parts of starting up my business.

What have I learnt?

Well, quite a bit. I am still in the process of unpicking the many themes and points of wisdom generously shared, but here are a few immediate learnings that have jumped out at me (in no particular order):

1)     People are kind and generous, often incredibly so.

I have often been sideswiped by how generous people have been with their time, ideas and personal contacts. I’ve found this both tremendously humbling but also inspiring and of great support to me during what has, at times, been a lonely process as a start-up.

2)     My “natural” networks aren’t very diverse.

It turns out that my engineered serendipity led to meeting people who shared broadly similar age, education and ethnicity. This is perhaps not a big surprise, but something I am conscious of.  It would be dangerous to assume that the ideas, views and experiences which have been shared with me are representative of a wider population. 

3)     I really enjoy making connections amongst those people I have met

An unexpected, but positive, outcome of my experiment is that I have been in the position to connect people with others and spread ideas and resources that have been shared with me. This has been a real joy and a small way to “give back” to those who have taken the time to meet with me.

4)     It turns out there might be something in this social media malarkey

A small, but significant number of my conversations have resulted from people I have “met” through social media, Twitter in particular. Having been a serial lurker for many months, I plucked up the courage to get involved in the fabulous #HRhour and have never really looked back.

5)     You never know where your conversations will lead

A bit of a cliche I know, but opportunities to write, learn, consultant, present and podcast have all come about through my conversations – and many of these opportunities have come someway along a chain of conversations I have had, where one person connects with another and so on (I think my record for a chain of conversations is 8 people).

6)     Things sparkle and fizz when you connect over common ideas

I have often found myself swept upwards in a spiral of energy and excitement during and after my conversations. Rifting on, developing and picking apart existing ideas and developing new ones has, at times, been some of the most fun I have had during the last 9 months (I know I should get out more).

I’ll continue to reflect on, mine, and potentially blog about some further reflections of my 100 conversations about work project later in the New Year.

I would like to say a big thank you to everyone who was a part of this (knowingly or not) and for those I have met through social media or in person for continuing to share, stretch and stitch together ideas, thoughts and communities of practice.

Good luck to those of you setting, or facing, your own personal or professional challenges in 2018. If you would be willing to share some of your thoughts about what works well at work then get in touch (@bakerrjm). I would love to hear from you.

This is Your time

Day 48 (Tuesday 17th January 2017)

48% of workers in Brighton are happy - making it the happiest
place in the UK in which to work, according to the Work Satisfaction Survey
conducted by LinkedIn in early October 2016. (Glasgow and Leeds came
2nd at 45%; third were Manchester and Sheffield at 43%; then Edinburgh
at 42%; Southampton and Birmingham were at 41%; with London,
Liverpool and Cardiff scoring 39%. People in Norwich were the least happy
with only a third saying they enjoyed their work. Workers in small
businesses were the happiest. Other important influencing factors included
a person's relationship with colleagues (rated at 55%), doing work
that has a positive impact (44%) and having a healthy work/life balance (38%).

Today's is the final post in this year's Advent Blog series. It has been a privilege being the host and curating some truly wonderful pieces. As in former years, I will produce a summary, once the dust has settled. Before then, I would like to thank all the contributors. We had a number of new voices this year, as well as some "old favourites" and we covered subjects on a gamut of topics, literally from birth to death. A traditional Advent Calendar has 24 windows, but we have doubled that and given people something to enjoy or to ponder through the dark days at the start of January. I find it heart-warming seeing the strength of the community that the Series inspires - encouraging new and shy bloggers, consoling those who had more hollows than heights, celebrating with those who have scaled new heights, and accepting the range of topics and interpretations of the theme. The Series is as much about the readers as it is about the writers. Huge Thanks to you All.

On the day when Gene Cernan, the last man to have walked on the moon back in 1972, has died (he has left a lasting impression on history, quite literally, as his footprints can still be seen), we have a post that urges us all too to make our mark and potentially to influence and change the future. 

We are closing the series on a high with a "call to arms" by Jacqueline Davies, a well known and highly respected HR Director. She cares passionately about the HR profession and the impact it can have on workers and the workplace. In June last year Jacqueline was installed as Master of the recently founded Guild of Human Resource Professionals. (She is the first openly lesbian Master of any City Guild.) Jacqueline has experienced discrimination as well as support and inclusion during her career and she has no qualms about fighting for a fairer world; she was on the Board of the NUS, a Trustee of Stonewall for nine years, and its Chair from 2012 to 2014.

Jacqueline has an impressive career - she has been a Managing Director at Barclays - where she lead the talent and resourcing agendas for the global retail Banking division. She has held significant roles, primarily within the Talent space, for most of the UK's leading retail banks, including Lloyds Banking Group, HSBC and RBS as well as a time in insurance. She is a business writer - her first book, The Truth About Talent, was published in 2010. She is active on social media - you can connect with her on Twitter, her handle is @JacquelineLD.

Most importantly she is a devoted mother and loving wife.

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This is Your time

This week I have returned to work after two months sick leave. I've never had so much time off before but as the Dr also reminded me I've never really been ill before. In the scheme of things, a hospital stay with double pneumonia and then the draining, astonishing fatigue that follows is relatively modest but it's left me with a new sensitivity on things that matter. Time to take stock on a tumultuous year where the personal became political again and where our human differences were once again in the spotlight.

So as world leaders gather in Davos to focus on Inequality and as Washington prepares for the Trump Inauguration, I think in 2017 it will be important to return to the things that matter to take the inspiration from Jo Cox, that we have #moreincommon and the outgoing US First Lady Michelle Obama who said in her final speech:

“Our glorious diversity… is not a threat to who we are. It is who we are.”

Michelle Obama giving her final White House speech
Credit: Manuel Balce Ceneta/AP

In June 2016 I elected by my peers to lead the new Guild of HR Professionals (@GuildHRprofs).

Today's author - the current
Master of the Guild of Human Resources Professionals
Photo credit: Gerard Sharp

At my inaugural dinner I spoke about returning to and being proud of our professional essence - being specialists in humanity. And, that our companies needed our leadership to bring humanity back to work. I've had a growing sense that our profession's now routine emphasis on MI, process and service improvements has distracted us from getting to grips with how we connect people and purpose. It seems to me that all ‘highs and hollows’ in corporates and public services in ultimately pivot on this. From Hillsborough to Saville, from banking failure to vehicle emissions scandals. Every inquiry tells a story of people losing their way – no clear set of values, no incentives to drive activity for the wider or future world and no ways of responding to those with concerns or those impacted. The question I have asked myself is as HR leaders what role do we play?

Little Girl by Sarah Goodreau

We have learned that we need leaders who can learn from this and step up. I believe as a profession we have much to contribute here but we must now go beyond 'serving, advising and partnering'. We must be the standard bearers for the best of what it means to be human. To hold ourselves and others to account and to be provocative when we see integrity or conduct threatened. In this sense our role as leaders is to act in the future interest of our organisations. We need to anticipate the impact of decisions made today on tomorrow’s cultural health, workforce capability and company reputation. This means leading in a sustainable way and it requires us to tune in diligently to the social and political dramas playing out around us.

With this lens I reflect on June 2016, the historical month; when the UK elected to leave the EU, the Orlando shootings where 49 LGBT people were killed and 53 injured, and the murder of Jo Cox. In 2016 social fault-lines seemed to be everywhere cutting across countries communities and families.

How do people make decisions and respond to issues
given the information available to them?
Image via @PoliticsPunked

I wasn't prepared for the personal impact these events would have. I received calls and mail from HR professionals across the world. I heard stories of fear walking to the tube, of sisters spat at, of dreams evaporated and of others who had become unmoored from previous certainties. These stories showed that uncertainty followed 'otherness', a different colour skin, a different accent, a different gender or sexual identity and we were suddenly more aware of this. I heard senior, experienced folk from these groups express personal anxiety for the first time in years. Across wider social groups I also heard unguarded comments surface some well meant but with divisive undertones suggesting that fear and ignorance was back. It took me back.

I'm old enough to remember a time before 'Diversity & Inclusion' became a key part of our professional repertoire. When outside of work, on early Pride marches we ran down the street to hide from the bottles thrown at us, or where a trip to A&E was sadly too regularly the end of a night out for friends who ‘looked different’.

Changes in the workplace have in many ways helped drive wider social attitudes. I still remember when it was legal to discriminate on difference; when it was commonplace to be overlooked, side lined or threatened at work. I was once made redundant because I had a female partner. I know of many others bullied or sacked because they were different. Even now I have friends who are only just relaxing into being themselves despite holding C-suite positions. Typically this discrimination reached into every part of an organisation's culture or a company's way of treating its customers. Many saw the tide of change as 'political correctness', fortunately many more saw that this made sense to close a talent gap and others just knew it was the right thing to do.

Research has now shown that organisations who got a hold of this agenda first are thriving; knowing, valuing and blending differences makes for stronger teams, innovation and organisations reflecting the constituencies they serve. And yet at the turning of a new year, I am reminded of Martin Luther King's warning that for evil to succeed all it takes is for 'good people to do nothing'.

It is with this in mind that I believe our profession has a crucial role to play - it's not political or politically correct to speak truth to power. We are what we do and at our best we notice potential, we nurture wellbeing and we have powerful conversations that move people and whole organisations forward. I appreciate that we are not always at our best and, to some, I will sound naive. But at the opening of 2017, I don't believe we have much more time to lose, humanity needs us to put humanity at the heart of HR. Let's step up and lead.

You Guys - William Ayot

This is your time

For frosty mornings in towns you will never know,

For resentful receptionists and chirpy secretaries,

For flipcharts and outcomes, for plans and reports,

For too much coffee and too many words.

This is your time.

This is your time

For dressing in the dark and cars to the airport.

For planes and trains and railway stations;

For loneliness, for grief, for embracing doubt,

For keeping hard secrets in the face of love.

This is your time.

This is your time.

For being what your people need you to be,

For managing fear while showing calm,

For being their mother, for being their father,

For holding the line, or the hope, or the dream.

This is your time.

This is your time

For sudden sunlight breaking through the overcast,

For sweet green spaces in concrete canyons;

For the care of strangers, for anonymous gifts,

For learning to receive little acts of kindness.

This is your time.

This is your time.

For standing to be counted, for being yourself,

For becoming the sum and total of your life,

For finding courage, for finding your voice,

For leading, because you are needed now.

This is your time.

John Griffith-Jones Chairman of FCA making the after dinner address
& reply on behalf of Guests at the inauguration dinner for the new
Master of the Human Resources Professionals Guild (today's writer)
You can see Jacqueline sitting serenely beside him,
having just made her own speech. Photo: Kate GL

Humanity is a good thing