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Leadership: Happy & productive workplaces Interview with Henry Stewart
Features Impact: How can I be authentic in what I wear but still fit in? Online, virtually or in person – no matter what the touchpoint is, personal image is impactful. Read Joanna Gaudoin’s suggestions for being authentic while making a positive professional impression.
Strategy: How data will transform your business Philip Evans explains why traditional business strategy no longer works in today’s modern business world. Data-driven decisions will need to take precedence.
Perspectives: Striving for excellence – what Aristotle would want us to know Reetu Kansal shows the continued relevance of Aristotle when it comes to engendering excellence.
Articles Leadership: 3 ways to create a high performance culture Eszter Molnar Mills shares the important leadership actions for developing a positive and high performance culture in your team or organisation.
Strategy: The business starter pack Book summary of The First Mile by Scott D. Anthony, a great starter pack with a toolkit, tips and tricks to starting a business.
5 of the Best… Resources for team development We collected five resources that you can use for in-house team development. Activities, books and much more to help you with this important aspect of management.
Recommended Reads: The Positive Organization by Robert Quinn An excellent summary about how you can apply ideas from positive psychology in workplaces, in a nuanced and balanced way. Michelle McQuaid’s recommendation.
Words to Lead By: Michael Bungay Stanier Founder and senior partner of Box of Crayons shares the best piece of advice he has ever received. Your feedback would make us happy. Tweet us your opinion at @People_Purpose If you’re interested in contributing don’t hesitate to contact us: support@peopleandpurposejournal.com
Editor’s Note Welcome to this issue of People & Purpose - the Positive Leadership Journal, where Henry Stewart shares with us his insights on happy and productive workplaces. Encouraging leaders to make their people feel good about themselves, create autonomy, allow mistakes and coach staff may sound attractive, but how about pre-approvals and allowing people to choose their own manager? The research backs his radical ideas – are you ready to put them into practice? As a reviewer for the Management Book of the Year competition, I am a regular guest of the annual award ceremony organised by the Chartered Management Institute and the British Library. This year’s event continued the proud tradition of showcasing some of the most innovative, thought provoking, well researched and actionable management and leadership writing. In forthcoming issues we will bring you a number of book summaries on the winning titles. We are especially looking forward to a feature interview with Lady Kitty Chisholm, co-author of Neuroscience for Leadership, which won in the Practical Management category. In this issue Reetu Kansal shows the continued relevance of Aristoteles when it comes to engendering excellence, and I share the important leadership actions for creating a high performance culture. Read the ‘five of the best’ feature for ideas and tools for developing your team, our book summary on starting a business and view Philip Evans’ TED talk on How data will transform business. On a more personal level, explore with us the way your appearance can have an impact on your leadership and business success. Are there areas of leadership that you would like to know more about? Should we interview your manager or your CEO or is there a leader or expert you would like to hear more from? We would very much welcome suggestions for future topics and contributors, please e-mail us at support@peopleandpurposejournal.com. Eszter Molnar Mills, Editor-in-Chief
Purposeful People Happy & Productive workplaces Interview with Henry Stewart
Henry Stewart is the founder and Chief Executive of London-based training business Happy Ltd. Happy was rated one of the top 20 workplaces in the UK for 5 successive years and now helps other organisations create happy workplaces. In the interview above he talks to Eszter Molnar Mills about happy workplaces, no-blame culture and how freedom and trust can increase productivity in organisations.
When asked about the ‘Happy difference’ Stewart said that they start from a basic principle, that people work best when they feel good
about themselves, so encouraging this is the managers’ key role. As a great example he cites John Lewis, one of the most respected businesses in the UK, lauded for its excellent customer service. A focus on employee wellbeing is rooted in the worker-owned company’s constitution. When Spedan Lewis established the store as a workers mutual in the 1930s, he included in the constitution that every decision had to be based on increasing the happiness of its staff. They built a hugely successful company explains Stewart. What could focussing on employee happiness do for you if it’s had such benefits for John Lewis? Henry mentions a company where ‘being as happy as Denmark’ is the target. The key is making people feel good about themselves, which is deeper than trivial approaches to promoting happiness. So, if you want your organisation to be ‘as happy as Denmark’: • Make sure people do what they really good at (Gallup data suggests that only 17% are doing what they’re best at every day.) • Give them purpose • Build trust and give autonomy For building autonomy, Stewart says they advocate pre-approval at Happy. It means that managers approve the solution before it is proposed. You as a manager give very clear guidelines but leave your people to come up with their own solutions. Creating a no-blame culture is also important, as is celebrating and learning from mistakes and the crucial role of the manager as coach. “The most effective behaviour of managers is to be a coach.” – says Henry Stewart. “Help your people with their thinking, help them work things out. Don’t focus on what went wrong or tell them what to do. Instead of that ask them what’s going well, what support they need” - he advises.
Some of Happy’s more controversial practices include allowing staff to choose their own managers and creating non-management promotion tracks for those whose strengths lie elsewhere.
But before you dismiss these suggestions as a step too far, Stewart highlights that when it comes to business results, there are clear links between how much freedom and autonomy employees have and their productivity. There are also “The most effective clear links between the levels of behaviour of happiness in an organisation, how managers is to be a good a workplace it is and the success of the company. Wharton coach.” Business School’s Alex Edmans’ detailed econometric survey looked at how companies in the Fortune Best Place to Work list fared when compared to the stock market as a whole. He found that if you had invested a pension fund in the best places to work, that portfolio would have been worth 238% of the equivalent in the standard stock market due to the additional productivity and success of those companies.
To create happy and productive workplaces, Henry Stewart suggests: • • •
Get people to do what they good at Give them trust and freedom Make them happy and support them with coaching
To find out more about Henry Stewart’s work creating happy workplaces, get insights and hear about his experiences as a leader and more, watch the interview above. Henry Stewart is founder and Chief Executive of Londonbased training business Happy Ltd. Happy was rated one of the top 20 workplaces in the UK for 5 successive years and now helps other organisations create happy workplaces. In 2011 Henry was listed in the Guru Radar of the Thinkers 50 list of the most influential business thinkers in the world. "He is one of the thinkers who we believe will shape the future of business", explained list compiler Stuart Crainer. His book, The Happy Manifesto, was published by Kogan Page in January 2013.
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Impact How can I be authentic in what I wear but still fit in? Being known, liked and trusted is vital for building positive, professional relationships. Personal image is the gateway to building these three. In her talk delivered for Women in Management London, Joanna Gaudoin outlined the aspects of personal image as appearance, body language and voice, which in turn have an impact on internal confidence. Opinions are formed very rapidly and we will be judged based on the first impression we make – she said it takes 7 positive occurrences to change a negative first impression. Paying attention to the 3 key aspects is recommended as personal image evolves. Online, virtually or in person – no matter what the touchpoint is, personal image is impactful. In this article Gaudoin suggests the following for being authentic while making a positive professional impression.
Authenticity is a buzz word of the moment but unlike many that come and go, it’s an important one in my view. There are a plethora of topics that could be discussed under the heading of authenticity but in this article we will explore what that means in terms of your appearance. Working environments, particularly office ones look very different to 30, even 15 years ago. Not just the technology and the environment but the people too and I don’t mean simply the fashion.
The time was when a suit was the office ‘uniform’. In some ways it made life simpler but in another way very dull and certainly gave very little room for someone to be ‘authentic’, as the word ‘uniform’ would imply. However, even in this more relaxed working environment, people, especially women feel the need to conform and fit in. Wanting to fit in is human instinct to a large extent (although there are some who actively don’t want to), none of us want to have the social fear of being disliked and rejected. It is also true that we do need to be ‘appropriate’ for our work role; turning up in a formal, traditional suit if we work in a creative industry is not generally a good thing to do. Equally, turning up in really relaxed clothes as a solicitor is not typically positive. As well as being appropriate, it is important that we can feel like ourselves too, we perform at our best when we feel like us – authentic. It’s also not good to just blend in so we look just like our colleagues where we lack personality and differentiation – standing out positively is to be encouraged, particularly with increased seniority. Even if it is a more relaxed uniform compared to 30 years ago!
So how can we be appropriate and be ourselves?
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The starting point is to think about what’s right for our day – that of course takes into account of our role, what we are doing on a given day, who we are meeting etc.
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Unless we need to be really formal, wearing interesting colours is great – we generally look better in them if they suit us and our choices on a given day can reflect who we are and how we are feeling that day.
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Accessories are a great way to reflect our personality and feel authentic without being too over the top, if that’s not appropriate. Think about what jewellery, scarf, shoes or bag could help you feel more like you – what reflects your ‘wardrobe personality’ and helps you feel more authentic. Someone that would select a necklace in the shop East is likely to have a very different authentic style from someone buying one in Marks & Spencer.
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Remember, not everyone has to see it for you to feel good and like you, for example by wearing a more interesting suit jacket lining.
The benefit of being authentic is two-fold: you’ll feel more like you so will perform better at work and it will help you to differentiate yourself at work, as long as this isn’t for a negative reason then this is a double positive. So, open your wardrobe, get rid of anything you absolutely hate wearing and start thinking about how you could incorporate more of you into your work wardrobe. Joanna Gaudoin runs Inside Out, she helps professional people be their best selves in how they engage with others by working with them on their image and impact – appearance, body language and voice – for every work scenario. She delivers training workshops, works with clients privately and speaks at events to help people achieve greater professional success. Find out more about her www.insideoutimage.co.uk or on LinkedIn. If you’d like to receive her free 6 part ‘Boost Your Personal Impact’ Guide and monthly ‘Image for Success’ Update, click here.
See how we can support your leadership and career at formium.co.uk info@formium.co.uk 020 7416 6648
Strategy How data will transform business
In his TED Talk, Philip Evans explains why traditional business strategy no longer works in today’s modern business world. What does the future of business look like? Nowadays, technology is the driving force. Businesses that embrace this and try to create a culture around big data will be the winners at the end. Watch the video above or read the transcript. Big data is an important topic as evidenced by the winner of the Management Futures category of CMI Management Book of the Year 2016. We will look at Bernard Marr’s book, Big Data: Using Smart Big Data, Analytics and Metrics to Make Better Decisions an Improve Performance in more detail in a forthcoming issue. This recording is reproduced with permission from TED.com. TED is a nonprofit organisation devoted to spreading ideas, usually in the form of short, powerful talks of 18 minutes or less.
Perspectives Striving for excellence – what Aristotle would want us to know
The notion of striving for excellence is not new, but remains an essential one in professional and personal development, as most leaders, managers, coaches and business figures, in one way or another, will tell us. A couple of weeks ago, I was reading about “purpose”, and came across Greek philosopher and scientist Aristotle’s work on excellence. In his work Nicomachean Ethics, Aristotle (whose name happens to mean “the best purpose”) emphasised that the concept of excellence is synchronous with the concept of fulfilment of function or purpose, the act of living up to one's full potential. Excellence is an important ingredient of professionalism and achievement at individual and organisational levels and any strengths-based management system. Excellence, simply defined, is ‘something of high quality’. And quality is about ‘being the best we can be’- a motto my manager advocates and something that resonates deeply with me, professionally and personally. Excellence is not about doing great things. “Excellence is doing ordinary things extraordinarily well”, as American political figure John W. Garner famously put it. Excellence sets apart successful and unsuccessful teams, motivated and unmotivated employees, and high-achieving and underperforming individuals. In Leading with the Heart: Coach K's Successful Strategies for Basketball,
Business, and Life (2010), Mike Krzyzewski made the point that “my hunger is not for success, it is for excellence. Because when you attain excellence, success follows.” Looking back several centuries ago at what Aristotle said about excellence made me realise that he gave us some valuable, practical lessons that we can still apply. The following are the top four of Aristotle’s lessons I think he would want us to know on striving for excellence: Lesson one: “We acquire a particular quality by acting in a particular way.” For example, excellence is supported by taking responsibility for our own objectives and setting priorities. Taking initiative, along with practical and realistic action to achieve individual and team targets allows striving for excellence to become a way of working. Lesson two: “Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines your destiny.” For example, excellence is honed by taking ownership of challenges and taking pre-emptive action to minimise risks to the organisation. Lesson three: “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” If we strive for excellence and not an outcome, we would excel no matter what. For example, we can continue to demonstrate excellence in the face of a setback. We can choose to treat mistakes as failures, or we can see them as valuable feedback and inspiration to do things better and wiser. Lesson four: “Pleasure in the job puts perfection in the work.” We excel when we enjoy what we are doing. Being honest with ourselves about what we do not enjoy doing allows us to address those tasks to find ways to make productive changes. For example, prioritisation, being innovative and being willing to get out of our comfort zone are some of the ways to address tasks we do not particularly enjoy. It may even be an opportunity to identify talent within our team to tackle those tasks, hence inspiring excellence in others. In his teachings, Aristotle purported that excellence is a requirement for the potential to be happy.
Aristotle’s lessons point to the fact that excellence is an attitude. It has to be nurtured like a ‘good habit’. From a professional point of view, excellence is about looking at the bigger picture and taking initiative, responsibility and making choices that support excellence. Excellence can used as a tool to inspire action and achievement in others. It is not a one-time accomplishment, but it is a journey. As most thought-provoking leaders would agree, striving for excellence underpins every successful organisation’s strategies and objectives. Reetu Kansal is Head of Partners and Institutions Assurance at the University of London International Programmes. A proponent of modern quality assurance processes, seven years with the University of London has seen her develop strong relationships with educational organisations, quality assurance agencies and regulatory bodies in over 40 countries. Reetu holds a Chartered Manager award from the Chartered Management Institute, UK and is the Women in Management Champion on its London & South East Board.
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Leadership 3 ways to create a high performance culture Culture is the sum total of an organisation’s ways of operating and working together. IDeA, 2006 Does culture matter? Recent research carried out by James Heskett at Harvard Business School suggests that 20%-30% of corporate performance can be attributed to a positive, strong performance culture. As Edgar Schein, probably the most prolific and oft-quoted researcher and author in the area of culture, suggested: “The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you and you may not even be aware of the extent to which this is happening.” High performance cultures embrace innovation and empower people to contribute to that innovation. They espouse values on taking calculated risks, being innovative, being supportive, and being a learning organisation. Amanda Whittaker Brown of IDeA identified four specific signs of a performance culture and a culture where high performance is an integral part of how the organisation works: • • • •
People feel comfortable talking openly about performance. Individuals know how what they are doing makes a difference. People share a commitment to achieving shared objectives. When there are problems, people work together to resolve them.
There are three specific actions leaders can take to create a high performance culture in their organisation:
1. Co-create the desired culture Involve others in designing and shaping the team or organisational culture. In order for you to be able to identify and articulate what a desired culture would be, you need to understand and be able to communicate the vision for the organisation, its purpose and how individuals and teams can contribute. Your team need to be able to understand the difference that they are making. Once the vision for the organisation or the team is clear, consider whether the current culture, norms, and behaviours serve it, or whether you need to make some changes. Talk to your team, customers, senior management or board about how they see those objectives and aims being delivered, what your core values are and what type of underlying culture is need. Invite your colleagues and stakeholders to co-create the desired culture through conversation. Identify what works well and where changes are needed to enhance individual and organisational performance. Teams and staff can take part in this conversation and feel ownership and accountability, which in turns underpins a performance culture. Once you have identified the desired culture, make sure that you are modelling, not just communicating new values and behaviours. If you’re asking other people to change, you need to remember that that will require quite a significant change on your part as well. Agree and describe what high performance looks like, agree how people will work and behave as part of the culture.
2. Replace a culture of blame with empowerment and accountability Develop a culture of empowerment instead of blame, which stifles innovation and creativity. Enable people to take responsibility, to make decisions, to take action.
At an organisational level, empowerment is supported by management commitment and relatively few layers of hierarchy.
“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you and you may not even be aware of the extent to which this is happening.” - Edgar Schein
It’s important that people are supported with the right skills so they can take advantage of empowerment. Provide development on teamwork, communication skills, decision making, and risk management or other appropriate areas. Ensure that your team has clarity of objectives and corporate priorities and that they are rewarded for doing the right things. Accept mistakes and ensure that people learn from their mistakes.
Accountability is equally important. It’s not quite enough, from a cultural perspective, for people to be accountable to you because you’re their boss. They actually need to be accountable to each other, so they can say, “We each understand what everyone else’s role is and we each commit to delivering our individual role for the benefit of the team.”
3. Set high expectations and enable people to meet those expectations Maurizio Freda, Estee Lauder CEO said: “You need super talented people who know they need to do fantastically well. When your leadership team takes the same attitude, you create a culture where each one can give his or her best. In particular, you have to find the strengths of each individual in the organisation and then you can create magic.” Choose people with lots of potential who have some of the strengths that you’re looking for, and allow them to play to their strengths.
Provide a combination of high support and high challenge. Set the expectation that people have to do well in this organisation, that you are aiming for excellence and that you trust that people can meet these expectation as they are supported and set up for success. People can meet those high expectations because they get to play to their strengths, they get the development that they need, and if they make mistakes these are looked at as learning opportunities. These three leadership activities help you embody Schein’s statement that “Leaders are the main designers and builders of an organisation’s culture.”
Eszter Molnar Mills is a strength-based leadership and organisation development specialist and founder of Formium Development. A qualified executive and team coach, she helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement. Through team coaching and facilitation Eszter also helps organisations and teams work together to develop positive and productive cultures
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Strategy The business starter pack The First Mile by Scott D. Anthony
Many people think about starting their own business. Lots of us started a business in childhood - do you remember the cliché of the Lemonade Stand from American movies? Yes, some people stop right there, but some try again and run their businesses for years. But how to start? The first mile of an innovation is that critical stretch when your idea moves from concept to the real world. Hidden traps, risks and challenges are everywhere. Scott D. Anthony’s book will come and give you a hand. The First Mile is a practical and easy-to-follow guide to starting a business. The book has two parts. The chapters of the first part build the First Mile Toolkit – a 4-step process for managing strategic uncertainty. You will learn how documenting an idea helps surface hidden assumptions; how to evaluate that idea from multiple angles; focus on the most critical strategic uncertainties; then test rigorously and adapt quickly. DEFT, the easy-tonote acronym is a reminder that you need to be adroit at handling the twists and turns of the first mile.
Part two describes four common challenges, signs that you may have not followed the ‘yellow brick road’ and tips for getting back on track and get to your ‘Emerald City’.
The challenges: • • • •
Making a wrong turn Running out of fuel Picking the wrong driver Spinning out
Anthony explains why each challenge happens and what the questions are that need to be discussed. He summarises this in a table, on a single page but I highly recommend reading the detailed versions. He speaks about interesting examples and in a very reader friendly way, highlighting the key messages of every chapter. Scott D. Anthony shares real-life experiences in his easy-to read and follow guide. The First Mile is a great a starter pack with a toolkit, tips and tricks to starting a business. Ági Galgóczi is the Managing Editor of People & Purpose - the Positive Leadership Journal. You can contact her via e-mail support@peopleandpurposejournal.com or you can follow her on Twitter @galgiagi
5 of the Best… …resources for team development
Everybody has been involved in a team building activity at some point in life. If you are a manager you are most likely the one responsible for these events. Why is team development an important part of management? Not only for the immediate experience of activities performed by the team but for the results in the long run. Team development has several benefits such as developing trust, calming conflicts, improving communication, increasing (team) performance and much more. You may have your tried and tested routines, but if you need some fresh team development ideas to make your group more collaborative, then continue reading. We collected 5 resources you can use to strengthen your group of people. You don’t have to be creative on your own, if you have the budget you can choose from many fun activities and team building events organised by dedicated companies. We recommend steel drumming. It is fun to learn to play an instrument, especially if by the end of the session you can competently perform a song with your colleagues. A Spy Day sounds great as well – a day, when you and your colleagues learn the tricks of the trade and all manner of secret agent skills.
If you are looking for ideas you can use to facilitate yourself, The Big Book of Team Building Games can give you excellent in-house team development activities. The 70 quick and creative games suggested are useful for breaking the ice and they can be adapted to different groups. The book includes how-to tips on choosing the activities for specific situations as well as what-not-to-dos when leading games. The VIA team report collates the individual character strengths profiles of members to help you understand and build on the team’s unique configuration of strengths. By providing multiple perspectives, the VIA Pro Team Report allows you to develop your group on many levels to enhance team connectedness, performance and engagement, providing an excellent basis for team development work. Businessballs.com is a free online database of everything that has to do with leadership or management, where you can find advice, models, games, quizzes and templates - everything you need to design and facilitate your own activities. The website has a teambuilding/games section where you can easily find ideas for your next teambuilding session. One of the most important aspects of team development is keeping your team up to date with what’s going on and engaging them in shared aims. Research suggests that positive team meetings are important contributors to the progress of your team. Download the free Positive Team Meeting Checklist to hold even more effective meetings. If you are looking for support with team development, including interpretation of the VIA team report, contact the trained practitioners at Formium Development.
How to plan for great performance and set people up for success View this free webinar to explore: • Why today’s organisations require a new approach to performance management
• What successful leaders do to motivate and encourage their people • How to leverage strengths to enhance motivation and accountability
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Recommended Reads The Positive Organization by Robert Quinn This issue’s recommended read is a freshly published book by Robert Quinn. The Positive Organization is an excellent summary about how you apply some of the ideas of positive psychology in workplaces in a balanced way that doesn't get the pendulum to swing too far either towards the positive or to the negative – says Michelle McQuaid. Quinn makes the case that no organization is completely positive or negative, but we're constantly moving between the two sides – adds McQuaid – depending on the behaviours we're encouraging and our focus. She says that the book also shows the maturing of research. The previously overly deficit focused or overly positive research has now changed. There is now a more balanced, informed, intelligent, and more nuanced approach – points out McQuaid. “You want both of those elements in different situations, and for different outcomes. The trick is being more mindful and informed about how you implement.” The Positive Organization was recommended by Michelle McQuaid – watch our interview with her about strength-based leadership. The book is available at amazon.co.uk and amazon.com.
Words to Lead By Michael Bungay Stanier is the Senior Partner of Box of Crayons. Box of Crayons is best known for their coaching programs that help time-crunched managers coach in 10 minutes or less. He shares the best piece of advice he received:
“What are you going to say no to, so that you can say yes more
strongly to the thing that matters.”
“I suffer from SOS ‘shiny object syndrome’, I am forever being pulled left, right and centre so for me it’s a constant discipline.“ “Keep asking what matters here: What am I really saying yes to, and if that’s the case what must I say no to in order to really make that happen.“ Find out more about Michael Bungay Stanier in our next issue.
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People & Purpose is published by Formium Development, a strengthbased leadership and organisational development consultancy in London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and its Managing Editor is Agi Galgoczi. We are privileged to have a great range of contributors – all leaders in their respective fields.
As a development consultancy Formium Development focuses on creating effective solutions, which allow clients to identify and build on their strengths and do more of their best work. Training and executive coaching is available for managers throughout their career path, including well respected internationally recognised qualifications in management and leadership from the Chartered Management Institute (CMI). Formium Development's aim is to help individuals and teams improve their performance and become more engaged and fulfilled within their work. Contact us: Website: www.formium.co.uk; www.peopleandpurposejournal.com E-mail: info@formium.co.uk; support@peopleandpurposejournal.com Telephone: 020 7416 6648 (International: +44 20 7416 6648)