Focus@Henley - Issue 15 - May 2017 by Henley Business School

ISSUE 15 – MAY 2017

FOCUS BE EXCEPTIONAL. THE HENLEY WAY.

BRINGING YOU THE INSIGHTS YOU NEED TO DRIVE YOUR AGENDA

Food for thought – what you eat is how you perform

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Tomorrow’s challenges today – are you ready?

Henley Forum 17th Annual Conference P11

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The HR function and what future models of HR might look like P7

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The 13 things mentally strong people avoid P12

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The neglected side of brexit: seize the new opportunities! P9

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Maximise the impact of apprenticeship degree programmes P10

The psychology of positivity and strengthsbased approaches P13

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Julia Massey: Henley’s new Director of Marketing and Sales P14

WELCOME

WELCOME TO FOCUS@HENLEY – BRINGING YOU THE LATEST NEWS AND VIEWS ON LEADERSHIP, MANAGEMENT AND LEARNING DEVELOPMENT Welcome to Issue 15 of Henley Business School’s Focus magazine, in which we highlight some of the latest updates, news and views on strategy, management, leadership, coaching and much more. Among the topics featured in this issue are: • how health and nutrition affect the performance of business leaders • the rise (and possible fall) of populism • why you should stop worrying about Brexit and seize the new opportunities! • what we can expect from future models of HR • the psychology of positivity and its impact on executive coaching. We really do value your thoughts and comments, so please send us your feedback and help us to ensure that Focus@Henley continues to be both relevant and compelling. We look forward to hearing from you. Claire Hewitt, Head of Learning Design Editor +44 (0)1491 418 767 exec@henley.ac.uk www.henley.ac.uk

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RESEARCH

FOOD FOR THOUGHT – WHAT YOU EAT IS HOW YOU PERFORM

PROFESSOR ADRIAN WILLIAMS

To find out more about enhancing your performance through Executive Education click here

he link between what we eat and drink, and the way we subsequently

behave has long been acknowledged, but leading experts at the University of Reading have been looking at how this might impact on the ability of business leaders to think clearly, deal with challenging situations and take important decisions.

‘Exploring the link between nutrition and cognition is an excellent example of the kind of collaborative work that we champion at Reading,’ says Adrian

Williams, Professor of Pharmaceutics, and Research Dean for Health, overseeing health-related research at the University.

A juice a day boosts alertness and concentration

‘Alongside fundamental research into the causes and nature of diseases, some unique innovations come when researchers from different fields work together. For example, bringing together the specific expertise of pharmacists with food and nutritional scientists and psychologists can result in new ways of thinking to tackle important health issues.’

A recent study looked into the impact of flavonoids – a group of plant pigments found in fruits and vegetables, including berries and citrus fruits – on mental functions. Co-author of the study, Dr Daniel Lamport, from the University’s School of Psychology and Clinical Language Sciences, believes: ‘The effect of flavonoids on cognition is an exciting area of research. Mounting evidence suggests they can boost brain power, particularly after repeated daily doses over several weeks and months.’ In two previous studies, conducted by the University’s School of Psychology and Clinical Language Sciences’ Nutritional Psychology Lab, both adults and children rated their positive mood as being significantly higher after consuming a blueberry drink. ‘The results suggest,’ says Dr Lamport, ‘eating or drinking flavonoid-rich fruit could be a great, healthy morning tonic – helping to maintain alertness and concentration at work.’ Research is still ongoing to determine the exact mechanisms by which flavonoids may exert effects on the brain, but improved blood flow in the brain and increasing the efficiency with which neurons transmit signals are strong candidates.

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According to a number of studies on glucose enhancement of human memory, the brain relies on glucose as its primary fuel. Increasing the level of glucose circulating in our blood can actually boost cognitive functioning, a phenomenon known as the ‘glucose memory facilitation effect,’ according to a 2011 study in the journal Neuroscience & Biobehavioral Reviews.

Nutritional optimisation is big business In the same way that top sportspeople maintain a strict nutritional regime, innovative companies are starting to look at how they can enhance the performance of their top talent. A study by the British Psychological Society revealed that a diet rich in fruits and vegetables is related to greater happiness, life satisfaction and positivity, and provided evidence that eating more fruit and vegetables was related to greater curiosity and creativity. All of this could translate directly to higher productivity. It’s also possible to see how, in a competitive environment, small improvements in a senior executive’s ability to present effectively, negotiate a deal, see an opportunity or resolve a challenging situation could be worth millions of pounds. So, ensuring that their top people are properly fed could yield a significant return on investment for enlightened companies.

The cost of health Henley Business School is keeping a close eye on the results from the research, and has already begun to discuss how to apply the outcomes. Professor Williams is keen to increase the collaboration and sees several ways in which business and health researchers can help each other. ‘Having the expertise within Henley Business School as part of the University is hugely beneficial. It means our scientists can access some of the best methods and skills from business and social sciences, and our business academics benefit from the latest facilities and developments in the sciences.

‘A good example is the work of Dr Weizi (Vicky) Li, a lecturer in management information systems whose expertise is now being used in designing and rationalising hospital management systems and patient care pathways, in collaboration with the Royal Berkshire Hospital. ‘Reading has a strong track record in tackling big global problems and we’re continuing this with our health research strategy. Issues such as mental health, obesity and dementia cost tens of billions of pounds in the UK alone, and are becoming more of a problem in the developing world. We are well placed to make a big difference, both through our research and by training a new generation of professionals to work across the healthcare sector.’ Mark Swain, Director of Partnerships at Henley Business School, adds:

‘Well-run organisations already recognise the competitive benefits of ensuring that their top people have the right skills and are trained to perform at their best. ‘There is limited evidence that this is being extended to include nutritional planning, but being properly fuelled to perform well is something that individuals might consider, in the same way that top athletes map out their nutrition to help improve their performance. ‘It would be difficult to quantify the fiscal advantage, but in any commercial market it’s logical that those who perform best in areas such as presentation, negotiation, decision making and interpersonal relations will create a positive return on investment. Better nutrition may just give someone the edge over their competitors.’

MARK SWAIN

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OPEN DAY

TOMORROW’S CHALLENGES TODAY – ARE YOU READY? For more about Henley’s Open Programmes, click here

ith Brexit and Trump generating an unprecedented atmosphere

EXECUTIVE EDUCATION

of uncertainty, how ready are you to face tomorrow’s challenges?

A recent open day at Henley Business School explored exactly this, as well as showcasing our portfolio of Open Programmes. The first speaker, HR specialist Professor Nick Kemsley, kick-started the day with a range of insights into how to raise the strategic credibility of HR and ‘get it onto the top table’.

Risky business The day’s keynote speaker was political risk consultant Dr Elizabeth Stephens, who spoke about maximising the business opportunities presented by political uncertainty, particularly the economics of populism. According to Dr Stephens, ‘The Brexit and Trump

OPEN PROGRAMMES BE EXCEPTIONAL. THE HENLEY WAY.

votes came as a shock, but it shouldn’t have been a surprise; Trump offered simple solutions to Americans’ sense of decline.’

So what of the future and what impact will populism have?

Referring to the votes in the Netherlands, France and Germany, Dr Stephens suggests that the Euro elections will prove to be a litmus test.

According to Elizabeth, ‘costs to businesses will increase as will migration controls and protectionism. Technological advances will create further unemployment and an aging population will continue to create care and financial challenges. Whilst the banks here and in the US have restructured well, the French and German banks are still weak and vulnerable to Italian and Greek debt.’ Dr Stephens concluded by answering a range of questions on subjects as diverse as: institutions under pressure, the lack of statesmen and women, and the influence of Marine Le Pen.

PROFESSOR NICK KEMSLEY

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DR ELIZABETH STEPHENS

Experience is everything Kate Hudson

Jeff Callander

Claire Hewitt

Margaret de Lattre

Open day visitors had the opportunity to choose any three of six ‘taster’ sessions from senior Henley faculty, offering insights from specific programmes. • Kate Hudson gave a taste of the challenging and experiential Advanced Personal Leadership programme aimed at people in senior roles looking for something different. • Henley’s Strategy programme, outlined by Jeff Callander, addressed the issue that strategy implementation often falls short of expectations. • A session on the Advanced Management Practice programme, presented by Claire Hewitt and Margaret de Lattre, demonstrated its benefits to senior executives needing greater strategic and leadership capability.

Denise Fryer

Debora Brockwell

Andrew Kakabadse

• Denise Fryer and Debora Brockwell showcased the Developing Management Practice programme. • Andrew Kakabadse presented the Board Directors’ programme. • Suzanne Pollack outlined the features of the Leadership programme.

Suzanne Pollack

Peter Hawkins

The latest research Claire Hewitt led the final session of the day, presenting the findings from Professor Peter Hawkins’ latest research into tomorrow’s leadership and related development needs. Peter’s team surveyed 20,000 individuals from 130 countries and the results paint a picture of the future business challenges and requirements as viewed by CEOs, HRDs and Millennials, highlighting some significant differences between their perspectives. To find out more about Professor Peter Hawkins’ research click here.

Business Snippets

How Leaders Shape Company Culture Adapted from an article by Karina Fabian on BusinessNewsDaily.com May 4, 2017 The words ‘workplace culture’ often bring to mind companies like Google or Pixar, with bright colours, open offices, company social activities, and an atmosphere of fun as well as hard work. The reality, however, is that a strong workplace culture does not have to be fun-loving to be satisfying – and if the culture is not already satisfying for your employees, then table football is not going to help. Prem Kumar, senior director of product for employee engagement solutions provider TINYPulse, defined workplace culture as the ‘ethos of the organisation. It’s what motivates, inspires and drives your organisation. It’s the sum of each employee’s values, knowledge and interactions with one another.’ S. Chris Edmonds, author of ‘The Culture Engine’ and founder of The Purposeful Culture Group, narrows it further: ‘Culture is how the organisation is operating: how people treat each other.’ To Edmonds, successful culture boils down to trust, respect and dignity. ‘Perks may be cool, but if people are stabbing each other in the back, it’s not a good culture,’ he said. ‘It’s about leaders treating each employee as a legitimate person and an asset, an attractive player who can be the face of the company.’ And Kumar adds: ‘At its best, workplace culture is not only derived from a diverse employee base but drives them to be better as a collective whole.’

The role of the leader Culture is becoming more important than ever, perhaps driven by the inherent impatience of millennials, who are not content to put in 25 years with a company to get a gold watch. Rather, ‘they want a place where they are valued,

Follow on Twitter @HenleyBSchool@ mentored and allowed to work where they do their best,’ said Edmonds. The first step for any leader looking to improve the workplace culture is to determine the values that reflect the company. ‘All of the companies we’ve found to be truly successful are led by people who embrace that which makes them different and use it as a competitive advantage,’ Kumar said. Then you need to determine what concrete behaviours reflect those values. One company might give management the freedom to give time off for excellent behaviour; others might have a group social to celebrate an occasion. But underpinning everything is transparency, which, according to Kumar ‘pays people the respect of bringing them along on your journey – whether it’s explaining why a decision was made or holding yourself and others accountable.’

Leading by example Printing your company’s values on T-shirts and posters is not enough. It’s up to the leaders to model them, from the CEO to the direct manager. Only then will employees follow suit. Edmonds noted that an improved culture leads to improved productivity – and that often leads to promotions. ‘We regularly see performance go up 30-35%, and service up 40%+ as a result of improving the culture,’ he said. ‘But if the leader who championed the culture moves up, the new leader may change the culture and undo all the good. Therefore, senior leadership must stay dedicated to the new culture,’ said Edmonds. ‘The behaviours have to become ingrained so that it survives the change of leadership and the organisation can evolve with its mission.’

To see the full article, click here.

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HR UPDATE

THE PURPOSE OF THE HR FUNCTION AND WHAT FUTURE MODELS OF HR MIGHT LOOK LIKE H

ow can the HR function (HRf) best add value and organise itself,

given the likely changes and challenges in the socio-economic and business environment over the next 5 to 10 years? This is a question answered in a new Henley research report, HR with purpose: Future models of HR.

then debated at a major summit at Henley Business School. A key starting point was, ‘What is the purpose of the HR function?’ The study confirmed that despite the opportunities for the HRf to demonstrate real strategic value, it has generally been under-valued and lacked purpose and capability. The paper’s recommendations provide not only a vision for a transformed function but also immediate steps that can be taken to achieve a strategic role.

Where we are today The focus and organisation of the HRf has evolved, partly due to a changing of the role over time (including welfare, industrial relations and talent management), and partly in response to the changing needs of organisations.

The report is based on research carried out by Professor Chris Brewster, Mark Swain and Dr Liz Houldsworth of Henley Business School, in collaboration with a number of other leading figures in the HR world. In-depth interviews were conducted with selected thought leaders – both senior practitioners and academics – in public, not-for-profit and private sectors in the US, Europe, the Middle East and Asia Pacific. Alongside an extensive review of existing studies and analysis, the research generated new ideas and perspectives, which were

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Consequently, senior leaders, while consistently acknowledging that people are their most important strategic asset, have felt that the ability of the HRf to deliver people’s potential is extremely low. Pleas for ‘a seat at the table’ and attempts to train HR practitioners in ‘business savvy’ will be to no avail if the function is seen as having little strategic value and not much to add to the strategic debate. Continuing improvements in process technology have meant that delivery of people-related processes has improved dramatically. However, fundamental future changes in how people engage with organisations and technology will have a disruptive impact on the management and delivery of

human resources, and this demands a transformation of the role and impact of the HRf. The organisation of the HRf has commonly settled into two functions: a delivery function, with the responsibility for utilising process technology; and an expert function, which will typically be accessed externally. In addition, many HR functions also include various roles (including a leader’s) that aim to be strategic, and this is where the opportunity for the most dramatic transformation in strategic value occurs.

Where we need to be According to the report, three logical processes should be used to achieve strategic value: 1. Define the purpose of the function 2. Define the process by which that purpose would be best achieved 3. Define the organisational options for how that process could be delivered

Evolve and transform Future changes in technology and patterns of work present a major opportunity (and threat) for the HRf to add value through the technologicallyenabled effective delivery of peoplerelated processes and the provision of advanced expertise in areas such as engagement. However, the main opportunity is to demonstrate strategic value in the context of a clearly defined strategic purpose. The report presents two possible future structures for the HRf – evolve and transform – based on a clear purpose: JUMEIRAH BEACH HOTEL, DUBAI

to be as successful as the best in our market?’ So, for a hotel group like Jumeirah, these could include the enabling capabilities of leadership and engagement and the best practice capabilities of world-class cooking or efficient check-in.

In an ideal world, the HRf would reorganise itself to reflect this purpose but in fact, of course, action to achieve that purpose is far more important than the organisational structure itself, and action towards that purpose can be taken immediately.

What can we do now? We have described the steps required to build strategic capabilities and the starting point, which has significant value in itself, is to define what they are, based on a clear understanding of the organisation’s strategic intent. The required capabilities can be defined by researching competitors and asking, ‘What would we need

An effective way to identify the differentiating capabilities (DiSCs) is to hold a structured workshop, ideally with the top team, which aims to clarify strategic priorities and generate candidate DiSCs that can then be prioritised. It is possible for capabilities to be delivered through non-human means and so it is useful to consider the appropriate ‘vehicle’ for building the capability. AI-based cashiers, for example, could be a potential vehicle for helpfulness in banks and other retail outlets (e.g., systems such as Siri for the iPhone and Echo by Amazon). Hence, the HR function can finally demonstrate its true strategic contribution and value to the organisation by delivering the capabilities needed to achieve outstanding strategic success – now. To view the full paper click here

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INTERNATIONAL

THE NEGLECTED SIDE OF BREXIT: SEIZE THE NEW OPPORTUNITIES!

DR ELENA BELESKA-SPASOVA

he recent triggering of Article 50 to formally start the process of

disassociation from the EU is only half of the Brexit vision and some may argue even much less than that.

The bigger prophesy is that of freedom to explore and exploit a much bigger global landscape of opportunities. And yet much of the Government’s effort and public debate is about the EU and not about what should be a more appealing part of the Brexit agenda. This is particularly pertinent to the corporate sector where boardroom discussions seem to be dominated by the heavy cloud of uncertainty around what Brexit might look like. In the absence of a magic crystal ball, we should instead look at what we do know. The UK is leaving the EU and that will require a realignment of value chains and strategies. Brexit will also redefine our ability to engage with fast growing markets for both consumers and resources, such as China, which has the fastest growing middle class, or India, where the strongest GDP growth is forecast (7% in 2017), the most advanced technology and innovation markets such as the US, or the resourcerich Middle East and Africa. Yet the attitude among many British businesses to these new opportunities is apathetic. Why? Because doing business across borders is not easy. Every time a company enters a new market they face an additional cost vis-à-vis domestic competitors, simply for being foreign.

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This phenomenon – called liability of foreignness – implies that British businesses incur additional costs to overcome what global strategist Pankaj Ghemawat labels as CAGE distances: cultural, administrative, geographic and economic. The bigger the distance, the higher the cost. How a company enters a new country also matters; there is a big difference between costs associated with exporting into a new market and costs associated with setting up operations in a new market. Emerging markets are also becoming more competitive. The number of Chinese multinationals on the Fortune Global 500 list went from 20 in 2006 to 103 in 2016. Companies in India grow at 25-30% a year. Companies also face liability of outsidership – not being part of the local business network. It can be daunting, but there are ways to minimise the risk.

Pragmatic strategising So what can we do? Business leaders need to build pragmatic strategies through a three-step approach: 1. Ascertain what you know, own and control. 2. Ensure stability across your value chain and for your stakeholders. 3. G et ready for the New Normal – identify opportunities and secure the resources and capabilities you will need to make the most of them. If we can refocus from uncertainty to what we can control, such as core competences, leverage internal and external resources, and build agility and resilience, we have much to look forward to. Author: Dr Elena Beleska-Spasova is an Associate Professor in International Business at Henley Business School.

APPRENTICESHIP LEV Y

BLENDED LEARNING TO MAXIMISE THE IMPACT OF APPRENTICESHIP DEGREE PROGRAMMES

DR TIM SELLICK

To find out more about Henley’s Apprenticeship Levy, click here

n the last issue, Dr Tim Sellick outlined a few insights into the opportunities

the new Apprenticeship Levy could create for companies wishing to upskill senior managers. Now Tim gives us an update on accreditation, the focus of Henley’s first programme and a strategic alliance for delivery…

With the Apprenticeship Levy now being applied to all organisations with an annual payroll exceeding £3 million, the University of Reading – and with it, the Henley Business School – has been formally accepted onto the register of approved training providers by the Skills Funding Agency.

‘This allows us to deliver degreelevel apprenticeships,’ says Dr Tim Sellick, Executive Director of Degree Apprenticeship Programmes at Henley, ‘Whilst many other applications have been unsuccessful, I’m delighted to say that we are one of the universities that have been accredited to do so.’

BA (Hons) in Applied Management The proposals for the BA (Hons) in Applied Management are expected to get final programme validation any day now and this will be the first of a number of degree apprenticeships that Henley will be developing over the next 18 months.

The degree programme will be taught over a three-year period taking a blended learning approach. Approximately 15 days each year will be face-to-face, with the remainder of the development being delivered at distance and within the organisation’s workplace, minimising the disruption to peoples’ normal work practices and maximising the impact of their learning when together in the face-to-face sessions.

Working together to deliver world-class degree programmes through strategic alignment ‘Henley is planning to work with a major consultancy in the delivery of degree apprenticeships,’ adds Tim, ‘and such a tie-up will allow Henley to be able to tailor the programme content, provide support to back office functions and provide strategic workforce development input for our clients. ‘The programme is ideally suited to a cohort of 30–50 executives from a single organisation, which makes it a very powerful tool. We’ve already had a lot of interest from a wide range of organisations, and it looks as if this is going to be a very popular offering.’ For further information on the Apprenticeship Levy, please contact Tim Sellick.

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CONFERENCE REPORT

HENLEY FORUM 17TH ANNUAL CONFERENCE: ACTIVATING ORGANISATIONAL DYNAMICS T

people the skills and abilities to lead an organisation in today’s complex world, and Mike Vessey spoke about how to embed constructivist adult development theory into leadership development.

his year the conference brought together a range of practitioners

and practical academics from across the knowledge management, learning and organisation development (OD) communities to share ideas and experiences on the challenge of activating organisational dynamics.

Dr Sharon Varney, Director of the Henley Forum, explained that, ‘The aim of the conference was to connect people, functions and content in a way that stimulates new ideas. By integrating the strands of learning, knowledge and change they can start to have a really positive impact on organisational dynamics and performance.’ The delegates enjoyed two days of networking and actionable insights through a variety of speakers and workshopss on subjects as diverse as: • Activating organisational change dynamics Professor Cliff Oswick, of CASS Business School and a specialist in organisation theory, talked about changes in OD. • Organisational learning the magnificent seven, Chris Collison offered seven techniques for organisational learning. • Vertical leadership development Consultant Jo Hennessy discussed how to give

Professor Cliff Oswick

Chris Collison

Focus@Henley

Jo Hennessy

Mike Vessey

• The future of knowledge management (KM) John Hovell, from BAE Systems, argued that: ‘the future of KM is OD and the future of OD is KM.’ • Leading change: a contact sport Justin Hughes, MD of Mission Excellence, presented a case study analysing how Coutts changed from a sole trader-type system of individual private bankers to a team-based approach. • Technostress Johnny Jensen of Nordea Bank AB and Professor Jane McKenzie of Management Knowledge and Learning at Henley, shared the results of a recent HF research project on the impact of stress arising from mobile technology usage. • Changing culture with storytelling and cartoons Jane Piper, Founder and CEO of Pipsy, reported on an innovative, award-winning cultural change project that successfully integrated seven organisations after they were merged. • Finding balance between content and process Katrina Pugh, Academic Director at Columbia

John Hovell

Justin Hughes

Johnny Jensen

Professor Jane McKenzie

Jane Piper

University, presented examples of process and content at different levels, highlighting those where someone got it right! • Coaching for engagement and wellbeing An interactive session led by Dr Christian van Nieuwerburgh of the University of East London. • HF research update Dr Christine van Winkelen, Academic Fellow and Wendy Jordan reported on HF’s research into initiatives to help knowledge and learning ‘stick’. • Navigating the maze Dr Sharon Varney, Director of the Henley Forum, reported on a research project to develop successful partnerships for change across internal boundaries, demonstrating it using a fun board game! And #henleyforum17 responded enthusiastically … @saraw300 Great talk by Justin Hughes on leadership. Lots of stimulating thoughts. @katrinapugh says ‘In times of stress, process will eat content’. So true. @CABKnowledge Great session using gamification to explore internal partnerships. Great for team meetings.

Get involved in the Henley Forum to activate your organisation’s dynamic potential. To find out more about forthcoming events click here

Katrina Pugh

Dr Christian Dr Christine van van Nieuwerburgh Winkelen

Dr Sharon Varney

LISTMANIA

THE 13 THINGS MENTALLY STRONG PEOPLE AVOID A

dapted from a list compiled by psychotherapist and licensed

clinical social worker Amy Morin, this appeared in an article by Cheryl Conner for forbes.com

1. Waste time feeling sorry for themselves Mentally strong people don’t dwell on the way they’ve been mistreated. They take responsibility for their actions and outcomes, and understand that frequently life is unfair. 2. Give away their power They avoid giving others the power to make them feel inferior or bad. They are in control of their actions and emotions, and can manage the way they respond. 3. Shy away from change They embrace change and welcome challenge. Their biggest fear is of becoming complacent and stagnant. An environment of change or uncertainty can bring out their best. 4. Waste energy on things they can’t control Mentally strong people don’t complain (much) about bad traffic, lost luggage, or other people, as these factors are generally beyond their control. But they can control their own response and attitude. 5. Worry about pleasing others Whilst mentally strong people strive to be kind and fair and to please others where appropriate, they are unafraid to speak up, and can withstand the possibility that someone will get upset.

6. Fear taking calculated risks They take calculated risks. They don’t jump headlong into situations, but weigh up the risks and benefits – and the potential downsides – before taking action. 7. Dwell on the past They avoid miring their mental energy in past disappointments or in fantasies of the ‘glory days’; instead, they invest their energy into creating an optimal present and future. 8. Repeat their mistakes They accept responsibility for past behaviours and learn from their mistakes. The ability to be self-reflective in a productive way is one of the greatest strengths of successful executives and entrepreneurs. 9. Resent other people’s success It takes strength of character to feel genuine joy for other people’s success. Mentally strong people aren’t resentful when others succeed, although they may take notes on how they achieved it.

10. Give up after failure Every failure is a chance to improve. Even the greatest entrepreneurs admit that their early efforts included failures. Learning from every failure can bring you closer to your ultimate goals. 11. Fear alone time Mentally strong people treasure the time they spend alone, using it to reflect, plan and be productive. They can be happy with others, but they can also be happy alone. 12. Feel the world owes them anything The world doesn’t owe anyone a salary, a benefits package or a comfortable life. Mentally strong people are prepared to work and succeed on their merits. 13. Expect immediate results Whether it’s a workout plan, a nutritional regimen or starting a business, they are ‘in it for the long haul’. They celebrate each milestone and understand that genuine changes take time. Click here for the full article.

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COACHING

THE PSYCHOLOGY OF POSITIVITY AND STRENGTHS-BASED APPROACHES AT WORK

DR JONATHAN PASSMORE

To find out more about the Henley Centre for Coaching click here

he new Director of the Henley Centre for Coaching, Jonathan

Passmore, has recently co-authored a book on the psychology of positivity and its relevance in the workplace. This new edition provides a comprehensive coverage of the contemporary field of positivity and strengths-based approaches at work.

What is positive psychology? Positive psychology has emerged as the scientific study of positive human functioning and flourishing intrapersonally (e.g., biologically, emotionally and cognitively), interpersonally (e.g., relationally) and collectively (e.g., institutionally, culturally and globally) and includes three levels of research: 1. The subjective level – past, present and future constructs: the past involving well-being, contentment and satisfaction; the present involving flow and happiness; and the future involving hope and optimism. 2. The individual level – individual traits that are positive, such as character strengths, talent and the capacity for vocation.

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3. The group level – involving research into ‘civic virtues and the institutions that move individuals towards better citizenship’.

Strengths-based approaches? Whilst well-being may be viewed as a key outcome, the use of character strengths may be viewed as a key process of positive psychology. The concept of character strengths is based in a tradition that emphasises virtues as inducements to behave well, in contrast to traditions that focus on rules to be followed. ‘We’re seeking to approach individuals and organisations from a strengths perspective – looking for what is working well, how individuals are leveraging strengths, seeking optimal performance – compared to traditional approaches which may be diagnostic, problem solving, seeking root causes and so on,’ says Jonathan.

What it means for you and your organisation ‘Our hope,’ adds Jonathan, ‘is that it will contribute to making workplaces more positive and meaningful places to work, and help develop organisations so that they can better leverage the strengths of their employees.’ The book focuses on individual approaches to positive psychology at work, organisational approaches to positive psychology at work and

business or sector-based applications of positive psychology. Topics covered include: • The potential benefits that positive emotions (joy, gratitude and hope) and positivity (encompassing emotions, thoughts and behaviours) have to offer employees and organisations. • The impact of increased life expectancies and the positive aspects of aging in relation to work – particularly the benefits of aging and the positive contribution of older workers in the workplace. • The well-being of health professionals, teachers and professors, IT professionals, farmers and agricultural workers, and those employed in the arts and crafts sector (including assessing the benefits of creativity interventions for increasing job satisfaction and well-being among other professional categories). • Evidence of the importance of our connection with nature. ‘Overall, our aim is to offer an up-to-date edited title, with leading international scholars providing comprehensive and, importantly, critical reviews of wide areas of literature related to the psychology of positivity and strengths in the workplace.’ The Psychology of Positivity and Strengths-Based Approaches at Work is written by Lindsay G. Oades, Michael F Steger, Antonella Delle Fave and Jonathan Passmore.

PROFILE

JULIA MASSEY HENLEY’S NEW DIRECTOR OF MARKETING AND SALES B

Through a combination of circumstances, the family returned to the UK in 2004 and Julia was again drawn to the world of fashion brands, this time at Pentland Group where she spent the next eight years growing the Red or Dead label. ‘I loved the strong brand values at Pentland and we had a lot of fun developing a very profitable brand.’

orn in Chelmsford, but not embarrassed to call herself an

Essex girl, Julia has connections with a number of global brands through her varied and high-profile career; from unpacking tomatoes at M&S to strategic planning for Reebok in the US.

As a girl, Julia was attracted to fashion and retail, in contrast to her parents’ ambitions who wanted her to become a police officer. However, this career pathway was short lived as Julia maintains that she ‘wouldn’t have liked the uniform’. The possibility of going to university was not contemplated at home but a teacher suggested that she should give it a go and she subsequently graduated in Economics and Geography at Lancaster. Still drawn by the retail magnet, Julia won a place on Marks & Spencer’s graduate training programme. She threw herself into every task with enthusiasm, whilst watching and learning from the Sieff family, then owners of the company. ‘Although I was just unpacking tomatoes or underwear in my early days there,’ recounts Julia, ‘I admired the hands-on approach the family took and it gave me a tremendous grounding.’ Having gained a degree of knowledge and experience at M&S, Julia joined management consultancy PA and they sponsored her to do an MBA, which brought her into contact with Henley for the first time. ‘I loved the diverse,

Following brief spells as COO at designer Nicole Fahri and subsequently at Joules and Karen Millen, Julia saw an advertisement for the Marketing and Sales Director role at Henley.

JULIA MASSEY

multicultural group of people at Henley and learned so much from my fellow students.’ Once again, the lure of fashion brands proved irresistible to Julia and she jumped at the chance to head up the strategic planning and market intelligence function within Reebok’s international business. Before long, Reebok asked her to take on the US market, so Julia and her husband – who worked for Coca Cola – relocated. ‘We only expected to be in America for two or three years but we loved it,’ recalls Julia. ‘Our twins were born there and we ended up staying for over ten years, initially in Boston and then in Atlanta. It was a fabulous experience and it’s given us a different lens on recent events there.’

‘I did wonder whether I was right for Henley, but at the interview I realised that my experience of premium brands could be valuable. It’s still early days, but we’ve introduced a new brand positioning – Where business comes to life – and I’m excited about the future. I want people to instantly recognise anyone who has been through the Henley experience and understand what that means.’ Outside of work, Julia runs a local book club – strictly non-academic reading – and has a passion for Pilates, cooking and holidays, and spending much of her time being a ‘rugby mum’. And what are her hopes for the future? ‘I’d like to be regarded as authentic,’ she says. ‘And for future generations to take more care of the world.’ To find out more about Henley’s executive education programmes, click here.

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COUNTRIES

Focus@Henley

Executive Education at Henley Business School

B18681 05.17

For more information, please contact: Henley Business School Greenlands Henley-on-Thames Oxfordshire RG9 3AU

HenleyBusinessSchool

exec@henley.ac.uk Tel +44 (0)1491 418 767 henley.ac.uk/exec

+Henleyacuk

Executive Education at Henley Business School @HenleyBSchool

HenleyBSchool

EFMD

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