Flying the nest

This weekend, I experienced what I suspect will be a profound moment in my life – I helped my eldest son to fly the family nest and move into his own home. The experience made me reflect on the nature of change and the importance of recognising when it’s time to embrace new chapters in life and career. My eldest son moved into his own home the same month the world saw President Biden acknowledge that he should stand down from the US election. Both events, though vastly different, share a common theme: the right time to accept change.

Seeing my son step into his new home filled me with a mix of pride and nostalgia (and yes, a few tears were shed). It’s a monumental step, signifying his transition into true adulthood. For years, he has prepared for this moment— saving diligently, learning to budget, buying useful items, and making plans. As a parent, it’s a bittersweet milestone. We nurture our children, provide them with guidance, and support them until they’re ready to fly solo. When that moment arrives, it’s both a validation of our efforts and a poignant reminder that change is constant and inevitable. I am going to miss waving him off to work in the mornings – he always left the house earlier than me. However, as the saying goes: If you truly love something, let it go. On a more positive note, I am glad not to be loading up and driving a transit van again this week.

On a broader stage, President Biden’s decision to step down from the upcoming election is a pivotal moment in political leadership. Leadership is not just about knowing how to govern but also understanding when to pass the baton. President Biden’s tenure has been marked by significant achievements and challenges. His decision to not run is a testament to his self-awareness and commitment to the greater good. It’s an acknowledgment that new leadership might bring fresh perspectives and renewed energy, essential for addressing future events.

These two occurrences prompted me to think about the right time to accept change in life and career. Here are a few reflections:

1.     Self-awareness: Understanding your strengths, limitations, and the context around you is crucial. Whether it’s moving out, like my son, or stepping down from a role, like President Biden, recognising when your current path no longer aligns with your goals or the needs of those you serve is key.

2.     Preparation and Planning: Change is less daunting when it’s planned. My son’s move was the result of years of preparation (if his lawyer had had any more involvement, it might even now still be an on-going project). Similarly, effective career transitions often come from thoughtful planning and readiness to embrace new opportunities.

3.     Courage to Let Go: It takes courage to let go of the familiar. For my son, it was the comfort of home – laundry, cleaning, a full fridge all laid on; for President Biden, it’s the power and responsibility of leadership. Embracing change often means stepping into the unknown, which requires bravery and confidence in the future.

4.     Openness to Growth: Change often brings growth. New challenges and environments push us to adapt and evolve. By moving into his own home, my son will learn and grow in ways he couldn’t under my roof. For President Biden, stepping aside allows for new leadership to tackle emerging issues with fresh vigour.

5.     Legacy and Impact: Ultimately, the decision to embrace change should consider the legacy you leave behind. My son’s independence is a part of the legacy of our family’s values and way of being (we are all strong-minded individuals). President Biden’s decision reflects his desire to ensure a stable and prosperous future for the nation, valuing the legacy of his leadership.

Change is inevitable and necessary for personal and collective growth. Whether it’s watching a loved one embark on a new journey or witnessing a leader make a selfless decision, these moments remind us that the right time to accept change is when it aligns with our values, readiness, and the greater good.

Here’s to embracing change with wisdom, courage, and a forward-looking perspective. And may Charles be very happy in his new home.

Living on the edge

Hong Kong, with its towering skyscrapers, bustling streets and scenic islands is more than just a special administrative region of China; it’s a melting pot of cultures, traditions and beliefs. In some ways Lo Ting, Hong Kong’s distinctive mythical creature, which supposedly still resides in family groups on and around the island of Lantau, is an apt emblem for the region. Being half-man, half-fish, a Lo Ting is able to straddle and survive in two environments, much like Hong Kong itself has thrived as a crossing point between the East and the West. But there is more to Lo Ting than its ability to cope in challenging conditions. I think it has much to tell us about DEI (Diversity, Equity and Inclusion) and the way we treat and accept others.

Jimmy Keung’s Lo Ting sculpture that was commissioned by Oscar Ho
for the 1997 exhibition at the HKAC – Photo by Ilaria

Lo Ting’s are first mentioned by a civil servant in the Tang Dynasty (618-907 CE). He was compiling a census of the region and gives descriptions of an amphibious species living near Lantau. By the Qing Dynasty there is an explanation as to how the Lo Ting evolved. It is claimed that initially they were warriors who fought for General Lu Xun (still a popular character in martial art films and manga), to try and overthrow the Jin Dynasty. Lu Xun led an unsuccessful rebellion in 410CE. His army was forced to flee from revenging imperial authorities – this resulted in their hiding and living “little better than beasts”, partially on land and partially at sea around the southern islands. Gradually these people became viewed as being amphibian and hence the legend of the Lo Ting began. Lo Tings lived secluded lives at the margins of society. Supposedly, in addition to relying on fishing, they became salt producers on Lantau; until, in 1197CE, the Song Emperor decided to nationalise salt production, resulting in a massacre of salt manufacturers during which most Lo Ting and significant numbers of the Tanka boat people were killed.

Linking the Lo Ting to the Tanka is significant. The Tanka still exist, a declining community, some of whom continue to live in their fishing boats on the shores of Hong Kong and neighbouring regions. For centuries they have been persecuted by those in power and the wider public. Colloquially referred to a “sea gypsies”, in the 18th century they were banned from marrying outside their community or from living onshore; the land-dwelling farmers fought them to prevent them from getting land; and more recently their fishing-based lifestyle has been impacted by stringent environmental laws and government policy.

People tend to overlook or reject those whom they see as different from themselves and whom they believe could potentially be a threat or awkward to interact with. All too often, we make assumptions. The colour of a person’s skin tells you nothing about their religious beliefs. The fact that someone is sixty does not indicate that they are ready to retire or wish to slow down. A fatter than average person is not de facto lazy. Youth does not prevent someone from being an excellent manager. Being female doesn’t make you a bad driver. Being male doesn’t make you a bad nurse. It is very easy to stereotype. We form opinions thanks to our own upbringings and experiences, but by excluding people or groups we diminish our own and our organisations’ ability to innovate and progress. So often the best ideas can come from an unexpected sources – frequently the new joiner to a company questions why things are done in a certain way and proposes a new and better approach – listen to them; an individual joining from a different industry can make suggestions that will enhance a product or way of communicating (virtual reality, initially developed for gaming, is now being used for training in medicine and industry and AI is transforming Finance and smart analysis of data is enhancing education and the outcomes for children). Rather than marginalising those who stand out as being different, we should welcome them and celebrate what they have to offer (ideas, experiences, aspirations) for the benefit of us all.

Despite their mistreatment, Hong Kong is indebted to the Tanka. Many people don’t know it, but Hong Kong gets its name from them – when the British first arrived in the 19th century they asked a group of indigenous people on fishing boats what the place was called. “Hong Kong” was the reply – Hong Kong are the Tanka words for “fragrant harbour.” Their language is now almost obsolete, their culture dwindling, but the name Hong Kong lives on.

Going into it with your eyes open

 It was my birthday last month and, as an over-generous treat, my family took me out to dinner at the recently opened The Peninsula Hotels hotel near Hyde Park Corner. I grew up in Hong Kong and loved my time there – it was an amazing melting pot of cultures and activity. I am sure that you can imagine my delight on seeing the stone lions guarding the hotel doorway in London. In ancient Chinese tradition these lions (known colloquially in English as fu dogs or lions) guard the entrances to important buildings. The male usually has a ball beneath it foot and symbolises the material world, while the female has a cub under her paw, and she represents spirituality.

Prior to the building becoming occupied, the lions’ eyes are deliberately blindfolded. It would be discourteous to expect a powerful fu lion to guard a building site and, if the statue was empty of the fu lion’s essence, the owners should take action to prevent an evil or malicious spirit from taking possession of the statue and then causing problems in the future.

The act of blindfolding, symbolic of the need to do the right thing at the right time, parallels business preparation. Like bringing the lions to life only once things are ready, businesses must devise approaches and plan meticulously before embarking on ventures. Market analysis, risk assessment, and robust strategies are crucial. Just as real lions rely on instinct and respond to circumstances as they evolve, so businesses need to be agile and have contingency plans. Operational readiness, including talent and technology alignment, is vital. Discipline amidst distractions ensures staying power. Balancing power with prudence, businesses must set realistic goals. In today's world, the blindfolding of fu lions teaches the importance of foresight and discipline. Preparedness is key for sustained success within challenging business environments; you need to know when to remove the blindfold and open your eyes.

Is it a priority?

The last time I wrote something on here was in June 2019 – just before my life became very difficult. From July 2019 onwards, I needed to find some way of giving myself time to focus on urgent priorities, namely my mother who had become seriously ill and my autistic sister, as well as my work and all the other people I care about. My mother died just as we plunged into the pandemic and my work, as was the case for so many in HR, became more complicated than I have ever known it, but also more rewarding and impactful. 

There is no doubt that in the past two years HR has stepped into the limelight, really showing how and where it can add value, and I am so proud of what I and my team achieved in collaboration with others. Supporting colleagues, clients, and my family through Covid, whilst simultaneously coping with grief and the demands of probate, meant that I didn’t have sufficient hours in each day to do all the things that I wanted to do, something had to give. The easiest things to drop were those that gave me personal gratification but were not crucial for me or others and that included blogging. Although writing has always given me immense pleasure, I had to stop. Now, finally, I feel ready to resume. 

It does feel slightly indulgent writing again, and I hope that my words don’t seem superficial when there are so many awful things going on in the world. I know that I am not alone in being transfixed by the horrifying situation in Ukraine and, like many, I am only just beginning to appreciate the repercussions that will have a direct an impact on us all. I know that I am incredibly fortunate to live where I do and to enjoy the freedom and opportunities that surround me. The fact that I have the right to expression and can publish my opinions is a privilege that I value. I have always written in part to help me clarify my thoughts on a subject, but also in the hope that some of what I have to say might be of use or value to others. 

Given why I stopped writing, it only seems right to produce a post on prioritisation. We all prioritise – doing so is a fundamental part of each of our lives. Should I grab a bite or finish writing this? Should I walk to get some exercise and enjoy the view or go by bus as that will be quicker? Should I write that report or have a 1-2-1 with a member of my team? I do think that organisations’ priorities have shifted slightly over the past couple of years. Even three years ago HR used to have to fight to get Boards and senior leaders to talk about wellbeing, culture, mental health, purpose, and values - they were seen as “soft and fluffy”. At that time the focus was all too frequently on just the bottom-line, to the exclusion of everything else. Clearly commercial results are vital, a business cannot thrive without them, but those results are produced by people, and it is the way you manage, support, educate and encourage those people that impacts the business’ results. Many years ago, my uncle, who was a partner for a leading global accountancy firm, was Lord Mayor for London and he chose ‘People Count” as his motto, because he knew that success comes from people not dry financial figures. It is noticeable that organisational priorities have shifted: CEOs are proactively asking their CPOs what can be done to make people appreciate their work and workplace (and only for a few is this simply a cynical reaction to ‘the Great Resignation’ and a desire to manipulate people into staying), most leaders want to foster an environment where people can enjoy what they do, appreciate the people they are with, and be able to grow and thrive. 

The recruitment market currently is red-hot, with many employees choosing to quit either because 

• their priorities have changed during the pandemic, and they want a different lifestyle. 
• they have been approached by recruiters and/or potential employers. 
• they have been inspired to move having seen the roles that their friends are getting; or simply because they now feel that the time is right to move. 

 Individuals are having to make decisions about their futures and their places of work. I am one of those people. My former employer has been bought by a successful American group (a great outcome for all) but it has resulted in my no longer having a job. I suspect that my posts over the next few weeks will be about my experiences as a candidate. 

Most recently I have had a disappointing experience and it was entirely my fault – I should have prioritised better. I was in Somerset, supporting my sister, but had a meeting scheduled with a leading UK head-hunter. I have known them for years; I respect them immensely and they are a leader in their field. We had had a date in the diary for a Zoom meeting on Friday 18th February. I was really looking forward to catching up, as well as hoping that she could help me. Given all that has happened over the past ten days, you may have forgotten that the UK was hit by severe storms in mid-February. Storm Eunice, an intense extratropical cyclone, hit the UK in the morning of the 18th of February; one of the worst impacted areas was the South West of England, which was where I was. 

The noise was terrifying, and the movement of trees had to be seen to be believed – the Cedar in my sister’s garden looked like a 1920’s Flapper dancing the Charleston. We lost our electricity, but others lost roofs, animals, greenhouses, and ancient oaks. I was getting worried at the lack of power and, if I had been sensible, I should have cancelled the Zoom meeting to focus on supporting my sister. As it was, the electricity came back on less than 10 minutes before my meeting was due to start and I opted to plough ahead. I dialled in, but I was unprepared, and my mind was distracted. I made a mess of even simple questions such as “What have you learned over the past six years?” and I know that I did not create a favourable impression or do myself justice. I should have taken my own advice and re-prioritised to fit the circumstances, and rescheduled, thereby ensuring a better outcome. 

So, do I regret prioritising and hence not blogging for a few years? ( there is no doubt I was busy - I was supporting my mother through the final months before her death; figuring out how to care for my autistic sister who was not only losing her mother and constant companion but also her existence as she knew it; aiding other family members and friends who were struggling in a multitude of ways; my work was in overdrive as we cemented our organisational transformation from bankruptcy to being a desirable wealth manager and simultaneously coped with the onset of Covid-19 and the pandemic; I am a mother and both my sons were at crucial stages in their lives.). Don’t get me wrong, I am not seeking sympathy – so many people have much worse and more difficult lives than me. However, I did what needed to be done and what I felt that I wanted to do at the time - the point I want to make is that at times it is right to let things go, because there are other priorities that must come first. You need to be aware of your circumstances and act accordingly. 

Here’s wishing you every success when making appropriate decisions for the future.

Take a Good Look at Yourself

I awoke this Saturday morning to news that police had been called to the home of Boris Johnson (the candidate currently in pole position to become the new Prime Minister of the UK) and his girlfriend, Carrie Symonds, due to their neighbours having concerns over Miss. Symonds’ and Mr Johnson’s safety.  I’m not sure that a private tiff should be headline news or that neighbours should be recording each other and sharing their recordings with the press. However, there is no doubt that the altercation has the potential to damage Boris Johnson’s reputation during his bid to lead the Conservative party. Certainly, the conduct and character of the person holding the highest political role in a country is important. Indeed the character of any leader, either in or outside of politics is significant. I work for a financial services business and we expect honesty and integrity from all our staff, indeed we would not hesitate to dismiss someone whom we discovered was not acting in the best interests of clients, had lied for their own gain and/or whom we found not to be treating colleagues and third parties with appropriate respect and consideration. What we do and how we come across is important and, I for one don’t spend sufficient time considering how I seem to those around me.

My boss gave me some constructive but challenging feedback last week – he told me that some people in the business suspect that I have favourites. That for me, as an HR Director, is a significant cause for concern. It is crucial that I am seen as impartial, fair and interested in everyone. I have given his comments a lot of thought (hence this blog) - it is true that one former colleague of mine from a decade ago, a supplier who agreed to jump ship and come in-house and one person I met via a charity we both support, have joined our team – they were recruited without my involvement, but I can see how people, without my being aware of it, might have felt unintentionally pressurised into offering a job to a person who had my initial recommendation. I am confident that each new member of my team has been able to demonstrate well above average skills, but I can see how their hiring could be misperceived.  I’d like to state that I am hugely proud of the people who were in HR when I arrived. The HR offering has changed significantly for the better and it is entirely down to the team. When I arrived I made a deliberate decision not simply to “replace the bulbs” (despite encouragement to do so from some quarters) – I knew that every person had skills and capabilities that would prove invaluable as we turned the business around. Much better to turn bulbs on and demonstrate that positive change can happen – HR has been at the forefront of much of our business transformation and we take pride in leading by example. I have an amazing team.

I genuinely try to treat everyone with equal consideration, but that does not mean that I shy away from difficult conversations when performance dips or when people do or say things that unsettle others. I appreciate that people don’t like it when I call things out, but it is the right thing to do. I know that there are some who are going through tough times, physically, financially, emotionally and mentally - I am grateful that they have let me know - and I have tried to be supportive and understanding. It did not occur to me that those with whom I was spending less time might feel that they were less valued as a result. In my mind, they were fortunate, in that their lives currently seemed less complicated than their colleagues’ and hence they did not need or want as much attention or reassurance. Each of us is different. Some people like to keep work and home very separate. However, perhaps the problem is me and that I haven’t listened well enough or they have not felt comfortable sharing aspects of their lives or problems with me.

Whilst on the subject of impact and impressions (and this post being somewhat confessional) - at the end of a meeting in my office yesterday a colleague made a joke about the messy state of my desk. I am comfortable working with a collection of papers and objects piled around me (it is a family trait I seem to have inherited from my academic grandfather, who co-invented the iron lung, and my lawyer father who was a recognised leader in his field), but perhaps I should be more mindful of the impression it creates on others. There has been lots of research into working space and tidiness. A survey conducted in 2018 on 2,000 UK based employees showed that 41% of workers believe that an organised space is key to doing a good job, but on the flip side, Thomas Edison, Albert Einstein, Mark Twain and Steve Jobs all had messy desks and they seem to have been quite productive. Indeed there is academic research that shows that people are more creative and better at problem solving when they operate within a more cluttered environment.

Mark Twain at his desk

Tidy desks only became expected when the industrial age really started taking hold and Dickensian clerks were being closely watched over. That doesn’t alter the fact that I should be more mindful. Various people at work’s words to me have been a wake up call to contemplate how I am seen by the people I live and work with.

I thoroughly enjoyed a recent trip with a much-loved and perspicacious friend to the National Portrait Gallery. One of the things that we discussed as we wandered through the 19^th, 20^th and 21^st century galleries, all full of famous people, was the impression that each individual had wished to create through their portrait. Did the sitter choose the setting and expression, or did the artist decide that? I suspected that it depended on the sitter – if they were a grand patron or member of royalty they would have more control. What was the choice of lighting (candle or daylight) and why? Why did a number of portraits all share a similar trait (for example a physical one such as ruddy cheeks, perhaps to look like the monarch of the time, or all looking sideways towards the horizon rather than directly confronting the viewer – although many actresses of the same period  seemed to prefer to look you in the eye).

I enjoyed spotting small details that people used to convey messages – the bust of Sir Walter Scott was carefully carved to indicate that he was dressed in plaid and proud of being Scottish.  

James “Jem” Wharton, painted by the Liverpudlian artist William Davies, shows the highly successful boxer at the height of his career – he commenced fighting in 1833 and retired undefeated in 1840. He then ran a tavern in Liverpool as well as being a boxing trainer and promoter. The picture is a very early depiction of boxing gloves and they seem to indicate that Jem had been training before the painting was done, as gloves did not become mandatory in fights until after the adoption of the Queensbury Rules later in the century. 

What looks like a dashing Spanish shawl tied around his waist are in fact the “colours” from his latest victory (we still talk of sportspeople winning their colours – but they no longer wear them tied round their midriffs.) In Jem’s days wearing the colours were an important message, advertising his skill and success. Not all the portraits at the Gallery were intended to convey a meaning, the charming sketch of Jane Austen, done by her sister Cassandra, is just that, a frank family sketch painted simply to depict her likeness. Many have commented on the fact that, with the advent of photography, painted and drawn portraits of everyday people are becoming less common. Most of the 21^st century pictures had clearly been commissioned. The picture of the chef, restaurateur and writer Fergus Henderson cradling a suckling pig in his arms was a particular favourite of my companion – it is witty and says so much in such a simple way.  

Fergus Henderson beside his portrait
now hanging in the National Portrait Gallery

Some leaders in business and politics are effective at using items to make a simple statement. I was particularly struck earlier this year by the dignity and compassion displayed by the New Zealand Prime Minister, Jacinda Ardern, following the terrible killings in the mosques in Christchurch. Her wearing a headscarf said so much and was noticed around the world (and indeed her action was followed by many women in New Zealand to demonstrate their solidarity with the Moslem community).

Corporates can make decisions relating to the appearance of their staff that make a statement to the wider community – the mandatory wearing of high heels has been much debated, in contrast, this week Virgin Atlantic announced that it is no longer compulsory for female cabin crew to wear make-up.  Have you considered the subliminal messages provided by what you wear or don’t wear? One area for consideration is colour. There is a considerable amount of research into the psychology of colours and how they affect emotions, perceptions and reactions. Roman Emperors wore Tyrian purple because it made a statement (it was so expensive and difficult to make, relying on the death of at least ten thousands snails per toga).

Influential Puritans in Britain in the 17^th Century reportedly wore black – it not only demonstrated that they were pious because they used no colour to adorn themselves, but also told people that they were successful and wealthy,

because a good quality black was hard to produce and hence expensive (the majority of puritans wore brown and indigo). Another aspect of appearance is hair (be it facial or the stuff on top of your head). I remember a bearded colleague once being introduced on his first day as the “soon to be no longer hirsute Mr X” - a clear message from our boss that he was expected to shave. More recently, I notice that Boris Johnston has trimmed his conventionally unruly mop of hair, presumably in a bid to widen his appeal amongst the Conservative electorate. I know that I look a bit wild at the moment, perhaps, now that I am trying to be more self aware, I’d better get my ends trimmed or even a professional bob instead of my flowing mane. What do you think?

When did you last take a good look at yourself?

"Man in the Mirror" - Michael Jackson

A bit more than just the birds and the bees

Life has had a bit of a buzz to it over the past week. I went to the CIPD’s inaugural Festival of Work and had a wonderful time connecting with friends and contacts, putting faces to names and learning about new products and services. I particularly enjoyed hearing Garry Kasparov's thoughts on technology (below shows him speaking beside a picture of his beating  a number of computers simultaneously in 1985 - he famously lost to Deep Blue in 1997 - a moment he now sees as a triumph for humans, rather than his personal loss. He is confident that we have a great future ahead of us thanks to AI and technology.)

I also had the good fortune to attend a splendid garden party at Marlborough House (great fun, despite the rain). We were raising money for Bees For Development - a charity that helps disadvantaged people, living in some of the world’s poorest regions, to lift themselves out of extreme poverty through becoming beekeepers.  There was a fascinating display of traditional hives, these ones are from Africa: a bamboo hive from Uganda and a split cane one from Ethiopia - these would usually be plastered on the outside with a mixture of soil and cow dung and given a grass roof to protect from the rain). 

We were joined by some true Queen Bees of UK society, including Martha Kearney (a patron of the charity), Camilla, Duchess of Cornwall 

and Mary Berry (who was sporting a wonderful jacket covered in embroidered bees). 

Bees have been quite a focus for me.

Last weekend I gave a tour of my beehive to some neighbours, a delightful couple with their equally delightful teenage sons – they had won the viewing as a prize in a local charity auction. The bees behaved beautifully (and they have made some amazing wax constructions inside the hive where there was a gap in the brood box, which made the inspection even more interesting for my guests). 

I enjoyed explaining some of the weird facts about bees – did you know that:

• the queen can select what sex egg she lays, but that her choice is based on the shape of the cell that the workers bees have made for her;
• pollen is multi-coloured and so is honey (it all depends on the plant from which it originates);
• a worker bee will usually live for up to 6 weeks but a queen can live for up to 5 years (it is believed that a bee lives for circa 500 miles of flight – an over-wintering bee, which flies less, can live for a number of months);
• humans have been using bee products (wax and honey) for over 9,000 years;
• honey is almost the only food that doesn’t go off and remains in an edible state (so ignore those “best before” labels) – jars of honey have been discovered in ancient Egyptian tombs and their contents were found to be still edible;
• the average bee will make a 12^th of a teaspoon of honey in its lifetime; and
• the male bees (drones) have big eyes, furry backs and no stings (they also do very little to help with the work of the hive but get fed and cared for and are left to do their own thing until its time to buzz off and have sex).

We laughed about the number of similarities between bees and humans. All in all, my guests and I had a good time. However, this is not a post about bees or even their resemblance to people. It is what happened afterwards that made me think…

Drawing of a bee by Dame Judi Dench
one of a number of postcards auctioned at the Bee Garden Party

Late this afternoon, there was a knock on our door – the family had returned with two boxes of eggs as a thank-you gift, as they said that they had had such a good time. How wonderful! The eggs had been laid by their hens (London is more rural than many people think) and there were different types in each box – dinky little Bantam ones and a larger collection, coloured a delicate shade of blue, laid by Araucana hens. It was the eggs that have got my brain whirring and made me decide to blog.

Are chickens eggs any different if they have blue, white or brown shells? Are some better for you than others? Why do yolks vary in colour from deep orange to a pale yellow?

So this is, indirectly, becoming a post about diversity.

What makes you feel you are different? Is there a difference or are appearances deceptive and superficial? Why do we reject and fear people who are different to us? What can we do to overcome stereotypes? Why are some people “hen-pecked”, whilst others like to be dominant and “rule the roost”?

Perhaps we should start with the hens…

The claim that Brown eggs are better for you than white ones is a myth. All hens’ eggs have the potential to be the same in taste and nutritional value, regardless of the colour of their shell. The colour of egg that a hen lays is dictated by the colour of its ear lobe (yes, hens have earlobes – it is a small feather-free area just below the bird’s ear). Hens with white lobes lay white eggs, those with red or brown skinned lobes lay brown eggs.

Many people erroneously believe that brown eggs are more nutritious and/or taste better than white ones. It is true that they usually cost more, but this is primarily due to the fact that the hens that lay them are larger and hence require more food, so their eggs are more expensive to produce. White eggs, due to the smaller size of the birds, are more cost efficient for commercial egg farmers to produce than brown (or indeed blue or green), which is why they are more common in the shops. It is the hens’ diet and the environment where they live that makes the difference as far as nutrition is concerned; for example, hens that roam outdoors produce eggs with 3 to 4 times the vitamin D content of their indoor-reared, restricted counterparts that have no access to direct sunlight. The environment for the hen is important for the quality of the egg, as is the condition of the bird: stressed chickens and older, tired hens or those that are hen-pecked and hence last to get near food lay eggs with thinner shells.

"Dead Hen" by Elizabeth Frink, 1957

I see similarities between egg-laying hens and humans in the workplace (which is not to say that people are battery hens) – like the birds, most workers have little immediate control over their environment (even changing the temperature and air conditioning can prove problematical). I am convinced that every individual has the potential to produce great results – regardless of colour, race, background or size. Like chickens, people deliver better outcomes when they are in a place that they find stress-free, supportive and conducive towards their giving of their best. We each need a situation that suits our physical well-being, with daylight, fresh air, an appropriate ambient temperature for us not to be in discomfort, and adequate space, a workplace where we can perform well without feeling under undue pressure or fearing harassment or bullying from those around us. If you want to know more about how to create a fantastic workplace, I urge you to read Neil Usher’s excellent book: The Elemental Workplace.

Hens with their Young, by Edgar Hunt 1905

Hens, like humans, are not always kind to each other – there’s a reason why we use the phrase “hen-pecked”. It is true that hens have a pecking order with some dominant and others having to play a more submissive role in their community. The term ‘pecking order’ for hens was first coined in 1921 by Thorleif Schjelderup-Ebbe to describe the hierarchy of flock dynamics and it came into popular usage in the 1930s. A flock in the wild is as strong as its weakest member. There is a dominance hierarchy in many societies and it is closely linked to the survival of the fittest – it serves a useful purpose in that it prevents the need for constant fighting - it ensures that the most dominant in a group can have access to limited resources ahead of the others and thereby maintain health and strength. Hens will peck and drive away an ill or injured member of their flock (a survival trait that has remained as a behaviour amongst domesticated fowl). It is important not to introduce fewer than 2 hens at a time to an existing flock (and even then they need to be kept apart and integrated gently over a period of weeks), unless you wish to risk a bird being literally pecked to death. 

Introducing hens

Humans are unlikely to kill a new colleague; we are not hens – we are rational beings and can control our baser urges. However, we are often unfriendly and unwilling to allow a new employee to socialise with an existing group of friends. It can feel very lonely and isolating joining a new team. Try not to be bird-brained and foul (see what I did there); a little kindness towards others can make a big difference to a new colleague – you never know, you also might make a new friend.

We, like hens, need to be well cared for. It is true that an employer has a duty of care towards the workers. However, we also owe it to ourselves to be careful ourselves. There are things each of us can do to help keep ourselves physically and mentally, including, but not limited to:

• exercising,
• eating a balanced diet,
• sleeping for long enough on a regular basis to enable our bodies and minds to recharge,
• drinking sufficient water to meet our bodies’ needs,
• giving ourselves time in an environment that helps with our personal well-being (this could be in a gym, an art gallery, a field or forest or by the sea or near water)

These all help us to remain healthy and productive. Do you make the effort to be kind to yourself?

And finally – time to answer that long-asked question – “What came first, the chicken or the egg?”  The answer is the egg: hard-shelled eggs were laid by reptiles long before chickens came into existence.

We can learn a lot from the birds and the bees.

Ukrainian painted egg