Helping to Build High Performing Teams in a Poly-Working World


By Jane Sparrow

The word on the lips of so many leaders we’re talking to right now is TEAM. In some cases people feel that the COVID experience has resulted in teams that are, in some ways, stronger than they were before due to closer connections, a level playing field and shared vulnerability. 

But, in other situations, we’ve heard of teams that have struggled to keep connected, have lots of new joiners and/or are just feeling ‘flat’. Building and maintaining bonds in the long-term chronic situation that we’ve been in hasn’t been easy. Whether virtually or in person, reconnecting and re-energising teams as we move forward into a Poly-Working world will be paramount. 

Delivering transformational team experiences

We’ve been enjoying supporting more and more teams as they come together to reconnect, realign and re-emerge and have lots of this in the diary to come. Today, as you read, The Culture Builders team is at Dorney Lake in the UK with the ViacomCBS Leadership Team, delivering a (COVID-safe) day of reflection, collaboration and team connection. 

As well as time together in a beautiful setting to share and explore, with the help of our faculty member and double Olympic gold medallist, Steve Williams OBE, the team will also ‘stress-test’ the ideas and approaches they’ve explored whilst rowing on the UK Olympic lake in Dorney. It often gets described as a transformational and life changing collective experience so we’re incredibly excited for the team with us today. For them, the reconnection will be critical in strengthening the bonds of cohesion that will ensure they face 2021 together as a united group and have a clear direction to ‘row’ as things change and re-settle.

Dynamic and experiential virtual sessions too 

With more and more requests coming through for in person team experiences, we are really feeling the green shoots of progress arriving. Whilst some aspects will remain virtual beyond the pandemic, some of the great benefits of face-to-face, including building trust, relationships, focus and alignment (faster!) are undeniable.     

Despite a COVID safe delivery, of course, for some it’s not what they feel comfortable with yet or it’s not something they’re able to do (including our longstanding global team clients). It’s important to acknowledge and properly respond to this – it’s one of the many, many critical factors that factor in the poly working world. Therefore, we’re continuing to deliver a high number of dynamic, interactive virtual team sessions too.

Team experiences that think different, think smart

Whilst many teams are grabbing the opportunity to come back together, they are definitely thinking differently about how they do it. We’re supporting organisations with plentiful plans around gradual transitions including re-familiarisation days, ‘in-day’ onboarding and experiential team lunches as the first interaction just to ease people in. 

We’re also supporting teams to deliver a range of brilliant virtual experiences with a fresh approach. Some of our favourite recent examples include a colour themed treasure hunt with a major software development company and a ‘locked room’ activity with a Scottish housing association.

Helping teams to understand their DNA

We’ve done a lot of work with teams on personality and personal styles during the pandemic and this continues in the team connection conversations and sessions we are running. Today at Dorney, the team will enjoy an experiential personality profiling session to enable them to understand each other more deeply, their team dynamic and what they each bring. 

We know that the highest performing teams have the highest levels of insight about each other including communication, decision making and learning preferences but also where they’re likely to go under pressure. This deep sense of knowing activates a deep sense of trust, an aspect that will become even more important in a Poly-Working world. 

Teams who own it together will be the teams who thrive

Teams need to own the task of creating sustainable ways of working, with the recognition that, more than ever, each one will need a unique approach that mixes personal circumstances/preferences with the need to deliver on requirements and do it in a way that keeps everyone thriving and creates inclusiveness. 

The only place to start on TEAM is with the team. We’re helping many, many teams right now to come together, be together and shape their future in a way that they can all commit to, a shared language they can all adopt, a common philosophy that promotes principles they all agree on. 

How will YOUR team reconnect, realign and re-emerge? We’d love to help.

By Chris Preston

Whilst there’s a great deal of opinion and guidance on how the future of work will shape up (including our take on the rise of poly-working), many organisations are struggling to identify the foundational steps that will help them move from ideas to implementation.

Our Poly-Working article set out the major factors for the future and now, in this update, we share the four key components that organisations will need to define and execute in order to cope with the next phase of the pandemic; and a longer-term future where everything is up for grabs.

They are:

1. Identifying the vision for the organisation’s new way of working – this is proving exponentially harder than anyone anticipated (see number two). We’ve been spending a great deal of time on virtual calls with leadership teams to help them pick through the myriad of factors that will form their future strategy. 

What’s emerging is that the blend of bravery and commercial reality is the thing to focus on. In the red corner, we have the desire by many leaders to capitalise on the results of the ‘experiment’ that was a lockdown, and free up a workforce to work anywhere and everywhere. There’s a dawning realisation that people can be just as effective at the kitchen table as in the boardroom. This gives a number of possibilities that we’ve been exploring with companies big and small. But, in the blue corner, these options have to be held up against the need to keep a business running, and to keep people connected on a ‘real’ human level. And that’s just your business – bring in your customers, suppliers, stakeholders and the jigsaw of the future gains a few thousand more pieces.

To make this point starkly, if your local supermarket allowed everyone to work from home, your weekly shop would be a disaster. Now, you say, we just move it online. But not all customers want or need that, and e-commerce doesn’t solve every need, nor does it fit for a large number of organisations. It’s no exaggeration to say that these factors are keeping leaders up at night. One C-level leader told us they are losing more sleep about the return than the lockdown. The workshops we’ve held are highly challenging, and see a great deal of angst around the ‘possible and the probable’.

2. Working through the many, many dissonances that the new ways of working will throw up – less time in offices and workplaces will reduce collaboration, fewer people in the shared spaces will diminish the culture, lower exposure to the direct outputs and the ‘mechanics’ of an organisation will diminish passion… the list goes on.

So many senior leaders have shared the issue of diminishing cross-team collaboration, and how they fear that the organisation will be totally siloed by the new ways of working. We’ve been told by ‘talent’ that changing jobs in a virtual environment is an anathema for them. And, we’ve been advising organisations that have onboarded thousands of employees over the last year, who have never once stepped into their work spaces, how to get them ‘into’ the culture.

This second stage is about identifying the levers that leaders and managers can utilise to overcome the dichotomies that poly-working creates. Right now, managers are crying out for practical tools (virtual) that give them the simple tips, stories and reassurance that they are on the right track in managing people in a volatile environment. Our virtual learning content is flying off the shelves at an incredible rate. As organisations realise they don’t have the knowledge or experience to guide people through the transition, they are looking externally to bring it into the organisation. And they need to do this darn quick.

3. Helping teams to find their own sustainable way of working – we are seeing many organisations propose admirably broad, all-encompassing statements that offer people something along the lines of ‘three days out, two days in’ (or vice-versa… or something completely different). Saying it is one thing, but implementing it is another. 

What does it mean if you never actually get your whole team together physically? Or what if you never again have a ‘traditional’ meeting with your counterparts in a different part of the organisation? How will it work if we ‘tell’ everyone the days they can come in. Oh, the problems we weave…

Again, this comes back to conversations and guidance. Managers need the tools and confidence to discuss these, and many other challenges with both their peer groups and their direct teams. Finding local ways to implement organisational policies will need leaders to pass on trust to their managers. Trust that’s shorn up with solid principles that help teams make the right decisions.

For one of our clients we’ve just completed a long series of team conversations to enable exactly this. Turns out, these smart people can quite quickly work out how to make it succeed. They just need some direction and a dose of autonomy. We can give them the former, but the latter has to come from the ‘centre’. Within this exciting mix you’ve got individuals that all have their own personalities and preferences. This should (and can) be factored in as part of a solution that fits everyone. Given this, it’s no surprise that we’ve been running more team profiling than ever before.

4. Re-thinking development for the leadership cohort – whilst this is number four on our list, clever companies are already thinking about this one in earnest. The fundamental truth is simple: no one is equipped to manage the future. That’s likely a ‘gulp’ moment – but it’s true. Just like nature never intended humans to drink cows’ milk, modern commerce never factored in everyone staying at home to do the job. Management development needs a paradigm shift both in terms of content and approach to delivery.

We kept going with our development work during the summer of 2020, and it was incredibly tough. One of our team, an Olympic rower, talks about looking people in the ‘whites of their eyes’ and the critical nature of that connection. The magic is diminished remotely, and the learning dulled.

New routes to development are going to be needed, new attitudes to what constitutes ‘good’ are required and, as the starting point, a whole different focus for the content. 

Actually, when we say different, we really mean a new emphasis. If we were betting people, the key elements for leadership will be Trust, Coaching, Engagement and Resilience. They tell a story – trusting and supporting a far more remote team, and being there for them in ways that overcome the distance that virtual working creates and ensures people continue to work sustainably.. They are not ‘new’ but their application will be.

If they are the top four, then there’s a myriad of components that support them – wellbeing, communication, tasking, individualisation of management… Some of these people are already working towards them, but others, such as 100% remote team management will be a new skill for many. Our programmes for 2021 are exciting and new – we are relishing the task of creating a new blend and experience.

As ever, we recognise that a short list doesn’t do justice to the huge task that the future presents. But, often, to tackle the big challenge, you need to break it into smaller chunks to enable you, and your people to ‘get their arms around’ the requirements and start to make it feel achievable.

Because, the future is on it’s way – we will either get lost in it or navigate our way through it. And, sometimes, a simple ‘you are here’ map is the best starting point.

By Jane Sparrow

It’s International Women’s Day so we are taking a moment to celebrate women everywhere. Over a tough year, the stories of the many women who’ve continued to play their part and inspire others, leaving a positive impact on the communities and nations around them, have been widespread. 

And let’s not forget the many inspirational women, from all walks of life and global locations, that are part of our network and reading this right now. It’s a pleasure to work alongside you. A call out also to everyone that champions equality, diversity and supporting talent everywhere, regardless of gender. Thank you, your role is vital.

Making inclusion a cornerstone of the agenda

Inclusion and championing women everywhere has been a staple of our organisational agenda since conception and we live this through our message, our network, our women’s afternoon teas across the country (continued virtually through lockdown!) and more. We’ve uploaded three brand new podcast episodes from inspirational women to mark #IWD.

Hilary Wells – Keeping an eye on the talent ball

Diana Jupp – Leadership in the charitable sector

Selina Hales – Working with purpose at the heart of culture

The women who inspire us

We also want to share some stories of the women who have inspired us. We loved sharing these stories with each other and if you can get your team together to talk about those who have inspired you, it’s a great conversation.

Jane: There are so many women that have inspired and helped me grow during the years so it’s difficult to single out just one. It was a wonderful exercise to create a list of those that have had an impact on me professionally and personally. I gave each name a number,  then asked my daughter to pick a number so I could feature just one. But, she reminded me of the story that she’d told me that I often refer to – Yusra Mardini from Syria that had made the journey to Germany, saved her fellow travellers and become an Olympic swimmer – a story that reflects so many values that I hold dear. So, instead, I’m picking Yusra to celebrate. We then talked about my wonderful Mum and her positive impact on both of us that is beyond words. She has been an inspiration and strength in every chapter of my journey. Thank you to all the women in my life –  all help me grow, enjoy everyday and give to others.

Chris: I can only begin to imagine how Rosa Parks felt on that bus, when she refused to change seats. She said ‘nah’ because she felt it wasn’t fair, and that must have taken a colossal amount of bravery. I wish I had half that courage.

Owen: I wanted to choose someone famous for this, but in the end I had to go with a former boss of mine, Heather Sim. She taught me so much about myself, and how to unlock potential in other people. She never told me what to do, always paused me, and asked questions to help me think differently, to think deeper. Then, when the time came that she wanted to step away from the charity she’d created, she did so with a poise, grace and dignity I don’t think I’ll ever be able to emulate, all while helping me and my colleagues step up in her wake.

Anna: What does it mean to inspire? For me, it means to love selflessly without judgement, to empower and nurture others and to put yourself out there even when you’re scared, so that others can learn from your story. There’s a woman who embodies all of this for me – in the way she connects, the spirit she embodies and the quiet way she makes her support visible. She knows suffering yet she brightens every room, she is one who is so wise yet she’s a lifelong learner, she seeks out and hears the voice of everyone from every corner. She’s a total legend and she’s called Pam August

Jo: I think that the woman who has most inspired me is Sojourner Truth. Born into slavery in New York, she escaped with her infant daughter in 1826, having already ‘lost’ her son to her master as he was seen as plantation property. She later went to court to recover her son and, in 1828, she became the first black woman to win such a case against a white man.

Shona: For me, I had the pleasure of getting to know a wonderful woman by the name of Dawn Flockhart who I met when she was my NLP Master Practitioner in 2009.  She was a true angel on earth, a free spirit which radiated energy and a beautiful soul. Dawn taught me more than she will ever know, by being such an amazing selfless teacher and friend who was instrumental in shaping me to be the person I am today.

Annie: Baroness Doreen Lawrence who found purpose from unimaginable loss and stood up for justice and reform. She is a heroic figure who wishes there had never been a reason to know her name. Her modesty and composure tells me to be interested in quiet people because they are the ones most likely to change the world. 

Katie: When I think about women that have shaped my life and truly inspire me, it’s very easy to think of the amazing ones that raised me – my Mum, my Nan, my Aunties – all wonderful, caring, independent and strong. But today, another person springs to mind, Anna Jester. Anna has been a constant pillar of support for me since I joined The Culture Builders team two years ago. Regardless of how many plates she’s spinning, Anna is always there. She has challenged me, mentored me, helped me through tough times and taught me a heck of a lot. She’s a rockstar business woman, an amazing Mum to her boys and a great friend and colleague! 

Dolly: Dolly Parton of course! Not just for her music, dry sense of humour, infectious laugh & resilience either.  But for her many, many kind acts, (most of which are hardly mentioned) and charities she supports. Dolly needs to join the list of the greatest philanthropists of all time in my opinion. She’s certainly no 9 to 5 gal!

Female diverse faces of different ethnicity seamless pattern. Women empowerment movement pattern. International womens day graphic in vector (Female diverse faces of different ethnicity seamless pattern. Women empowerment movement pattern. Internation

More stories from inspirational women

We couldn’t resist sharing some other stories from amazing women over the past year or so too. Pick one that inspires you and have a listen as part of your #IWD celebrations – you could even get your team to do the same. It will spark a brilliant conversation and a session of story sharing, which is, in itself, a huge part of how we will continue to change the narrative around equality.

Kellie McSorley – Talent in the new reality
Libby Townsend – Energising a magnetic culture
Samantha Bramley – Culture change through ethical investment
Heather Golding –  Creative cultures are founded on trust
Suzana Thurston – Growing and managing an international culture within DAZN
Beccy Matthews – The balancing act that is personal wellness
Grace Hannah – Building a strong culture across a UK radio network
Pam August – Looking beneath the wings of WestJet

From the whole of our team – enjoy celebrating International Women’s Day – we all have so much to be proud of.

By Jane Sparrow

Statistics show that during the latest lockdown in the UK, 40 percent of people are exercising less than they were in the previous two, with people opting for a Netflix session over a workout. 

With energy levels challenged and resilience being tested to the max, it’s really easy to understand why this is the case. Of course, we also all know that staying active is crucial to tackling both of the aforementioned. 

Something we’ve really been shouting from the rooftops about lately is walking and talking. We’re all doing more Zooms than ever, in many instances without breaks in-between. Swapping out one or two of those each week for a walk and talk instead can work wonders on every level. 

As part of our Walk and Talk campaign, here are eight things you can do to literally create movement with your team – you will not regret it! 

1. Regular screen-free meetings 

We recently joined one of our key clients at their weekly team meeting to talk about ‘unplugging’, which for that week, they had decided to make it a screen-free one. They gave people the option to move away from their desks, sit in their favourite chair, make their lunch, or walk whilst listening. As this was an all-staff meeting it meant that everyone was on the move for 45 minutes, a solid way to ensure people were moving at least once that week. 

2. Planning ahead

How many video calls do you have that really could be done over the phone? Take a look at your diary for this week and find one call that can be converted to a walk and talk meeting. Embark on an act of kindness and encourage the other person or persons to do the same – a mood booster for all of you!

3. Team challenges

I’ve previously talked about the benefits of encouraging everyone to take on a team physical challenge, and a walking challenge is a great way to do this. Recently we have heard of people joining together to walk to India or Canada, for charitable or other reasons. If your team is small, you could even start with a hundred-mile challenge. Racking up the miles whilst on your team call is a great idea too and everyone reporting back on progress every week keeps the motivation high! 

4. Scavenger hunts 

A scavenger hunt is a fun way to make walking a little more exciting. Create one that’s right for your team, whether you are all based in a town, a rural area, a city or even shielding and therefore walking around the house/garden. Making sure there’s something for everyone regardless of their situation creates a real team feel. 

5. Beat the 3pm slump 

We all know that 3pm is the time our energy dips – one of the reasons we experience this is that we have been sitting still for too long. A great way to combat this is to go outside, get some fresh air and move. Do you have a 3pm video call that can be moved to audio-only? Galvanize the team around the 3pm slump and all get outside. 

6. Getting to know you

Challenge everyone in the team to take a walk each day and send a picture of something interesting that they have seen. You’ll end up with an album full of images of cities, countryside fields, wildlife, views from people’s homes and so much more. Great talking points in your team get together. 

7. Create natural stopping points

One of the most talked about topics of our 2020 & 2021 workshops so far is unplugging. Although we all know how vital it is to switch off, move regularly and eat properly, research shows that over half of UK workers aren’t taking a proper lunch break. A 20-minute walk and talk could well be the solution to remaining productive whilst getting outside and breathing in some fresh air – even if it’s just to the garden, balcony or an open window. 

8. Lead by example 

If you’re a leader or line manager, probably the most important thing of all is to think about what you’re up to and the tone that sets for the team who work around you. Do you schedule back to back meetings with no break? Do you ensure you unplug and get your people to do the same? Do you encourage movement and fresh air and schedule walk and talks with your team? If you do, they will follow.

There’s no doubt that the ongoing pandemic is having a massive impact on people’s mental wellbeing across the globe – so self-care is vital. The simple act of going outside every day helps to reduce anxiety, improve our mood and clear our minds – and it’s something we can all do, in some way, however small. 

Walking and talking isn’t just for lockdown. Kick off your own Walk and Talk campaign today for the long term – and we’d love to hear about the results.

By Jane Sparrow

As if by magic, it’s the end of February! A challenging couple of months for most and probably not the start of the year many of us had hoped for. However, like the many months that went before it, we have knuckled down, carried on and done our best to thrive, in a very different normal. 

Talking of thriving, we wished many of our clients and contacts a Happy Lunar New Year last week as we said goodbye to the year of the Rat and hello to the year of the Ox – a sign of new beginnings and boy do we all need some of those! With a new lunar year comes opportunity – for a new start for all of us, a clean slate, some fresh good intentions. 

If you’re one of the many people who’s New Year’s resolution has fallen by the wayside (nine out of ten will have, and the end of February is the classic time for this!), grab this opportunity to refocus. Ask yourself, what needs a course correction, what needs a new plan of attack, how can you get back on top of those new behaviours you set your heart on achieving? Perhaps there are great behaviours you and the team agreed to start too that maybe are losing intention?

Embedding positive new behaviours, i.e. creating habits, doesn’t just happen – there’s a real science behind them. In actual fact most of our daily lives are driven by a thousand different habits, we just aren’t aware of them. If we think about it, each of us will have created a myriad of new habits because of the challenges the pandemic has thrown at us. With a light at the end of the tunnel on that front, now is a great time to reflect on this and consider which of these new behaviours do you want to keep as we move beyond the current reality. If you do want to keep something for the long term, you’ll need to be intentional about it. 

We’ve been talking to a lot of groups about habits recently, as leaders and teams grapple with both the personal and organisational ones they want to create or keep as we slowly move beyond the current phase of the pandemic. So much so, we thought it was the perfect time to launch our latest module on Sourcecode, our virtual on-demand development platform. 

Packed full of thinking, inspiration, multimedia content and of course, practical ideas for you, your team and organisation, the module includes everything you need to know about making, changing and sustaining great positive habits. To give you a flavour (and to whet your appetite for more!), here’s a few tips on smashing habits.

What’s the why?

We talk about ‘why’ a lot and habits are no different. If the motivation isn’t strong enough, the action simply will not follow. Ask yourself, what will this new habit give me, why does it matter and what’s the long term impact? Write it down, know it inside out, have it ready to smother the unhelpful voices that might try to talk you out of it. 

Be specific 

A vague intention is about as likely to succeed as a chocolate teapot. For any behaviour to become consistent and eventually, become a habit, it has to be specific. What are you actually going to do? When? How? Who with? You get the picture. 

Get accountability

Some people are self motivators and able to hold themselves accountable, others are not (I’m saying nothing!). If you need that extra layer of accountability, get a habit buddy – this means telling someone (and asking them to check in about it), involving someone (anyone you can rope in) or simply letting your friends know you’re trying something new and asking if they can become your official cheerleaders. 

Nudge, nudge

Nudges are brilliant. My colleague puts his running shoes at the end of his bed every night so they’re the first thing he sees every morning, prompting his morning run. Our lives are full of visual nudges, get in control of yours to support the behaviours you want to create. You can find a brilliant podcast on Nudge theory in our Habits module on Sourcecode – check it out here.

Habit plus one 

My vitamin D spray is next to my tea bags so that I remember to take it everyday when I make my cup of tea in the morning. What embedded habits do you already have that can help you to embed new ones. A friend of mine used putting the bin out each week as a ‘habit plus one’ strategy to remember calling her mum every Sunday (don’t ask about the bin link!)

A positive change   

When we attempt to cut something out (a negative removal), we’re destined to fail. Whereas when we work to bring something new in (a positive addition), our brains respond so much better and our motivation levels are higher. If you want to cut out unhealthy snacking at 3pm, try replacing it with a new positive habit like a 3pm walk or chatting to a friend. 

Small wins the day 

When it comes to habits, too big will also mean failure. It’s tough to change too many things at once! Start small and add rather than start massive and fail. Every small win builds motivation and leads to big wins in time. Conquer one habit and then move onto the next. 

Expect a level of failure 

Everyone lapses when trying to build a new healthy habit – it’s part of the process and it doesn’t mean you’ve failed. On average we will fail 16-24 times before we succeed so be ready for the occasional slip-up and know it’s OK! What’s important is that you use it as a way to understand your triggers and learn. 

Celebrate success at every step 

Embedding habits is hard work! Ensure you give yourself and/or the team plenty of rewards along the way – no matter how small the win! This will always motivate you and others to keep going, they remind you or your progress and they bring in some fun! Chunking it down with little rewards along the way will win!

Great habits are essential to so much of what is mission critical right now including resilience, productivity, overall performance and wellbeing. The biggest piece of advice I can give you when it comes to habits is to start with one – you can add more in once one new pattern is created. Never forget that as human beings, we are a system, so one new habit has more far reaching impact than you might think.  

In the words of the Lao Tzu, “Any journey in life towards GREATNESS begins with one step and a leap of faith. Nothing is guaranteed, but take every step at a time and you will get where you want to be.”

Check out the new habits module now live on Sourcecode.

By Jane Sparrow

Over the last couple of weeks, we’ve been talking a lot about resilience, managing emotions and social connection – all of which are fundamental to our own performance and that of our teams. This, of course, is always true, but it’s particularly pertinent right now as we continue to face so much challenge each day. 

There’s something else that is also critical right now and actually forms a part of all three of these things – appreciation. As a leader or people manager, if appreciation isn’t top of your priority list, especially right now, things are going to suffer (usually your people first and then you shortly after). And appreciation is more than you think – so read on!

Appreciation (here comes the science)

Every human being has a fundamental need to feel valued – to feel like they matter. Feeling that we have value goes part way to building a sense of purpose in life. Without a purpose, it’s hugely difficult for us as humans to find motivation. It’s certainly hard to be truly engaged in anything if we don’t feel valued by the people around us. 

Before the pandemic, a lack of employee recognition for individual contributions was the single biggest factor for British people feeling disengaged at work. Although I would expect to see this figure improve during the pandemic. We know from our work this year that when it comes to true appreciation in the workplace, there’s work to be done – there’s also more to appreciation than meets the eye…

You mean saying thank you more, right?

When we talk about appreciation, we’re talking about three key things. Firstly, it’s the recognition and enjoyment of the good qualities of someone – this is the saying ‘thank you’ part, but really importantly, not just for doing but for BEING as well (more on this below). 

Secondly, appreciation is taking an empathetic and compassionate approach in order to achieve a full understanding of a situation. This means keeping an open heart, listening deeply, asking questions (not making judgements), watching for non-verbal cues that something might not be right. 

And finally, appreciation is role modelling the behaviour where you take stock, with your team, and pause on what you’ve got to be grateful for. This includes noticing and celebrating success together, focusing on what you CAN control and tackling that together and being grateful for what each person brings to the team (as well as the weekly team doughnut delivery on a Friday that brings a smile). 

How to be a more appreciative leader 

Appreciation really is so much more than saying ‘good job’ every now and then. During the pandemic, we’ve seen appreciative leaders do really well, not only remaining resilient and high performing themselves but leading teams and companies who have done the same. They’ve done this through exercising all three aspects of appreciation, all of which are fundamental right now.

Here’s some different ideas for how to be a more appreciative leader, in every sense. 

Make it personal

You can make a thank you personal in so many different ways. For some leaders, it’s a handwritten letter or card, for others it’s an impromptu drop-in into a regular team meeting (this works brilliantly virtually!) to thank someone, for others it’s a gift chosen specifically for a certain individual. However you say thank you, make it personal and sincere. More than a thank you, think about proactively letting people know why you value them so much. Check out the famous Doug Conant, who during his 10 years at Campbell Soup Company wrote over 30,000 handwritten notes to employees (that would be found all over the world on bulletin boards and in employee cubicles alike).  

The virtual worship chair 

This has been one of my favourites in lockdown and is brilliant for creating positive emotion and team building. Everyone takes it in turns to sit in the virtual worship chair (a bespoke virtual background is nice!) whilst everyone else answers one question about them e.g. what they bring to the team that no-one else does, what we’ve learnt from them or why you matter so much to the team. Works amazingly face-to-face too (the more elaborate the actual chair the better!).

What’s important/precious to you?

Asking all of your team what is important (or precious) for them right now is a critical part of appreciating what they have got going on – in work and in life. Making this a regular part of team meetings (ideally towards the start!) as well as ongoing one to ones is essential to appreciating the stresses and strains of the wider team (and being able to act compassionately). 

I just called to say…

…nothing in particular! How often do you call your colleagues or team members just to see how they are? No work agenda, no purpose, other than connection (tell them this at the start of the call!). Call four people a week for this reason. Watch what happens. 

Being as well as doing

In parenting 101, you get taught to always praise your children for being as well as doing (so having an amazing personality, great freckles on their nose or being kind as much as smashing their maths test or helping to clear up). We need to bring the same philosophy as leaders – appreciate the people around you not just for what they do but the person they are and the impact that has. 

What’s the appreciation ‘why’ 

It’s relatively easy to say ‘thank you’ or ‘well done’ but they’re wasted words if the recipient doesn’t feel there is much understanding of the work that goes on behind the scenes. If you’re showing appreciation for a job well done, explain why you believe it was such a good job and what the impact on others has been. It’s why employee of the month photos have little impact – no one knows how they got on the wall, or what they need to do to get there.

Celebrate success

Make celebrating the wins a part of every day. Start team meetings with success stories, virtual high fives for things achieved in and out of work. Have a group round of applause and dial-up the Zoom reactions. If a public thank you is appropriate, make the most of the fun, virtual appreciation techniques available! 

Recognise effort ahead of constructive critique

Appreciation is a key part of delivering successful critique. So often, employees have invested huge amounts of effort and energy into something, only to feel utterly deflated when the immediate feedback is critical. Ahead of challenging or critiquing work, always acknowledge the effort that has already gone into it and use link phrases to move onto the input – never say ‘but’…

Appreciate the bigger picture

When we’re caught up on business priorities and what needs to get done (never truer than now!), it’s easy to forget the wider impact of working life, especially at times when going above and beyond is required. Appreciate not only the effort your people make but the impact on their wider lives and recognise it appropriately. This is particularly relevant right now as millions of us continue to juggle so many balls including care, homeschooling and more. 

There’s something in it for you too

As well as being on the receiving end, let’s not forget how it makes you feel as a person when you appreciate others. Appreciating others is a great way to feel good yourself and top up your own tank of positivity, energy and serotonin. 

If you sit and write a letter to someone to appreciate them it feels like a very positive thing to do and thus also has an impact on your own personal resilience – something all leaders need right now! Back to Doug Conant – after being involved in a very serious automobile accident in July 2009, he was flooded with get-well notes from people all over Campbell Soup Company and beyond. The more supportive feedback you give to others, the more you may very well receive in return.

Appreciation is a leadership behaviour that will make you feel great, as well as those around you. Click here to download and print our appreciation cube – make it up and roll the cube with a different idea on showing your appreciation each day. Get your team to do it too and wait for the conversations it will start. You could even kick it all off on Valentines Day to kickstart the love!

by Jane Sparrow

It may only be the 22nd January but we’ve already run enough sessions with groups of leaders to know that the word on everyone’s lips is resilience. 

When we reflect on the pattern of the last 11 months, encompassing each lockdown we’ve entered in various parts of the world, we begin to see a definite trend in the shape of our collective energy curve – only the starting point has been lower every time. The clear message we are hearing from leaders across the world right now is one of concern about how to equip their people to withstand the coming weeks and months, when there’s so little left in the tank. 

In all of our workshops with leadership teams and people managers this month, we’ve been bringing people back to the basics of resilience – in essence, what makes us human – because it’s what makes us human and our most fundamental primal needs that ultimately determine our survival right now. 

The hierarchy of human needs 

A powerful way to think about this is to take Maslow’s hierarchy of needs, a motivational theory in psychology comprising a five-tier model of human needs that’s been in general use since 1943. As you can see, from the lowest levels of the hierarchy upwards, the needs are: physiological (food, water and clothing), safety (job security and more recently, aspects like psychological safety too), love and belonging needs (human connection and friendship) and at the top, esteem, and self-actualization (achieving our potential). Of course, Maslow never planned for Wifi – which many of us put as the most fundamental needs in our lives!

The needs lower down in the hierarchy must be satisfied before anyone can attend to needs higher up. So what does this tell us? Totally – got it in one – if your people are not resting, if they don’t feel safe and they’re not connected to each other, they’re not going to hit the top of the pyramid and ‘perform’. This thinking is critical for work around resilience and performance. 

Our call to arms on team resilience (supporting the pyramid’s foundations) 

Times are tough, probably tougher than ever. Despite a glimmer of light at the end of the tunnel (that’s perhaps longer than any expected or hoped), energy is at an all time low, cases at an all time high. 

We’re not starting from scratch on this resilience stuff – there’s been many successful individual, team and organisational strategies over the past 11 months to build upon. However, we have just entered a new phase (again) and the challenges around how our teams and ourselves are coping are possibly greater than they’ve ever been.

Here’s five key things we believe are paramount to focus on to equip your teams for the weeks ahead.

1. Team connection 

Humans are social, group animals. Interaction with others is essential, hence its place in Maslow’s hierarchy. Therefore, as part of your approach going forwards, taking the time to create interactions that are meaningful will be key. This is more than a scheduled call or a ‘how are you’, it’s a sustained commitment to connecting whenever possible, for reasons that are not just to move work forwards. It’s one to one conversations that are ad-hoc and two way. It’s shared reasons to be cheerful like something arriving on everyone’s doorstep that unites them in some way or enjoy a remote meal together, something we were recently interviewed by the BBC about. Tapping into the safety element of the pyramid, It’s being honest about how you are feeling, to encourage others to do the same.

2. True appreciation 

One step up from belonging in the hierarchy and we’ve got esteem – that ‘pumped up chest’ because we feel we’ve done something good and we are, therefore, worthy. Another basic but fundamental human need that the best leaders out there are putting a lot of energy into right now.  Think in your mind for a moment now about the positive emotional impact it had on you the last time someone said thank you, and I mean really said thank you. Check out our top tips for breaking the mould on appreciation here

3. Three dimensional resilience 

Resilience doesn’t happen in isolation and is more of a shared responsibility – as I’ve mentioned, we’re social creatures that like to feel connected to others and to something bigger than ourselves, and as such, we can derive a lot of our resilience from those around us. It’s therefore essential that we come at resilience through three lenses.  Individual resilience is all about you, how you manage yourself and your needs. Team resilience takes our focus wide and looks at how we support each other. Organisational resilience is where we need to be lifting our heads above the parapet and thinking about the big picture and the experience of those we see less regularly. We wrote a full white paper on that last year full of great ideas across all three levels. 

4. Role modelling rest 

I’m aware I’m coming back down to the bottom of the pyramid – so perhaps we should have started here but the reality is that rest isn’t really something many of us prioritise – and this has been exacerbated throughout the pandemic. Leaders are burnt out, teams exhausted – yet untaken holiday was at its highest level across organisations at the end of last year. Do we not need a rest more than ever? The reality is that many leaders and people managers are feeding the next pandemic – a mental and physiological health crisis as a result of the working practises of many during COVID-19. Ask yourself what you might be role modelling to help or  harm your people’s attitudes towards the importance of rest and unplugging. Grab a look at our remote working day graphic, explore it with the team as a great way to discuss habits (good and bad) and people’s attitudes towards rest (an essential ingredient of resilience).

5. Resilience for performance 

It’s only when all of the basic and fundamental layers of Maslow’s hierarchy of needs are in place that we are gifted with an opportunity to talk about performance. Without true resilience, which comes from our basic human needs being met, consistently, performance (or ‘actualisation of potential’ as Maslow calls it) is a mere farce, met with lip service.  Of course, when our human needs are met, which we have seen become a reality for the teams of many leaders we have worked with over the past year, fulfilling (and even smashing) potential comes back onto the table, a huge part of which is personal growth. We wrote a white paper on this whole area last year which may be of interest (if the rest of your people’s needs are being met!). 

If you’re a leader or people manager thinking deeply about ‘what next’ to bring people back from the brink – my advice is to not overthink it, use Maslow as your guide and go right back to basics. It’s what we all need right now. Rest, safety, connection and self worth – the rest, takes care of itself. 

By Jane Sparrow

We’ve all just experienced a ‘false dawn’ – the huge swell of hope, relief and expectation that the vaccine brought us has been roundly squashed by the reality that is January. Dwelling, for a moment, on the negatives – we are seeing case numbers hit all time highs and countries around the globe imposing strict measures to control the spread of COVID19. It feels (for half the world) that the cold grey mornings of January offer little in the way of hope as, sadly, short-term worries always trump long-term positives. 

But this isn’t March 2020. We’ve learnt so much in the last ten months, and now is the time to apply that. We have the gift of hindsight, we have the wins and the failures to emulate and avoid. I’m going to go out on a limb here, and estimate that we have written, as a professional community, more about the last year than any other year. The snowball of commentary, advice and observation for 2020 is incredible. Lessons have been learnt and things have been accomplished that would not have seemed possible. So, as dark and depressing as January 2021 seems, let’s not forget we are entering it with a whole new skill-set.

We know how to cope. We’ve gone from handling a crisis to understanding how to sustainably tackle what we are facing – the essence of resilience (an area we constantly deliver workshops on, helping teams to build it). Above this, we’ve seen a whole new focus on communication, and an understanding of what it truly means – connecting and involving people to ensure they feel valued and included. As we hit what will likely be the bleakest point of the pandemic, it’s critical to remember that what’s needed is ‘more of the same’. There’s no new solution, it’s going to come down to consistency and determination to do the right things that keep us together and focused.

Throughout 2020 we’ve shared the most critical, repeatable actions that have made the biggest impact. As with the global response, these have matured and adapted as things change. But, right now, we feel there are seven things that we would suggest you put on your ‘checklist’ of preparedness for the next phase of your response. They are the starting point for your planning and will hopefully give you the building blocks for a not only surviving, but thriving strategy that will see you into the Spring.

1. Maintaining social connection. In a world where social distancing is being encouraged, it’s so, so critical to ensure people are still linked to one another. This is not just a nice-to-have, it’s a critical factor. All the data we studied and sourced pointed to this being the number one factor. In one client, it was the most negative factor for more than 50 percent of the workforce. Emotional wellbeing should be seen as a group challenge, with ‘no-one left behind’. Our online content for this area was the most heavily subscribed during the height of things last year.

Humans are social, group animals. Interaction with others is essential – ensuring we feel valued, included and worthy. Therefore, as part of your approach going forwards, taking the time to create interactions that are meaningful will be paramount. This is more than a scheduled call or a ‘how are you’, it’s a sustained commitment to connecting whenever possible, for reasons that are not just to move work forwards. It’s one to one conversations that are ad-hoc and two way. It’s shared reasons to be cheerful like something arriving on everyone’s doorstep that unites them in some way. It’s being honest about how you are feeling, to encourage others to do the same. It’s making others your number one priority.

2. Keep up the communication. Of course, good, clear communication will be key – sharing updates, information and success stories. But, as any good Internal Communications person will tell you, it goes beyond that. We are engaging people and we are including people. 

Questions, discussion, debate and support all fall under this category. Good communication is two-way, good communication is about helping people to be more productive, good communication is about drawing people in, rather than pushing them away. 

Remember, the pinnacle of communication is making people feel something. Aim for that to be ‘cherished’.

3. Using your muscle memory. This is a short one, but also a very clear one. Take the time to review what you did, and didn’t do during 2020 to thrive during the toughest points. We all found ways of coping, and found habits and tools that helped us be effective. Think about how you can drop back into the positive groove that you established last summer, and flex those new ‘muscles’ again. We spoke to many people in July who had built a new, temporary lifestyle and professional approach around themselves that was proving effective. Find it again.

4. Keep moving (forwards). This one is both literal and figurative. In 2020 we spoke to teams that were running daily exercise classes, having walking challenges, standing meetings… We saw a wide and inventive variety of solutions to keeping people active. 

Physical movement became one of the top things that people focused on – the ‘Joe Wicks phenomenon’ was just the tip of the iceberg. We dished out tips to anyone who’d listen about the need to build in regular breaks and frequent activity – heck, we even wrote a book on it. 

But movement in our terms is also about moving yourself forward – learning, growing, keeping your mind active and nourishing your soul. People spent last year trying new languages, new past-times, cookery, podcasts, books. It wasn’t wholly driven by boredom. One of the stated factors for wellbeing is the ability to learn – stop doing it and you diminish.

As you prepare yourself for the rest of winter and early spring, we’d urge you to do two things for this area. Firstly, be mindful about your movement and exercise regime. Don’t make it impossible, and make it fit around the rest of your life, but equally, don’t leave it to chance. As we joked way back in April – exercise isn’t a walk to the fridge every hour. And, secondly, plan your learning. It doesn’t have to be epic, or time consuming, but it should feed your brain. 

5. Be the most human you can be. This isn’t a criticism, it’s a reminder. Last year we ran a resilience workshop with a senior executive team. They were tired, emotional… burnt out. They were also typical of every other exec team across the globe. At one point, a participant imploringly asked: “What more is it that people want? I’m doing SO much right now.” The answer was simple – they just want you to be human. We don’t need heroes right now, we need listeners, and people full of compassion for what we are going through. 

Reviewing a lot of the literature that’s covering pandemic leadership, this is the theme that we are seeing the most (and are talking to people about developing). Yes, we need a plan to navigate the situation, but we need it from leaders that we feel connected to, and we feel care, are genuine and honest.

‘Non alpha’ leaders are emerging as the most successful right now, and it’s a lesson for us all. Tough isn’t the way to go, being human is. So, as part of your strategy for interacting with others, for planning activity, for delivering work, think about how you will do it in ways that show you are listening, that you are responsive to others and that you are humble. Saying ‘I’m not OK’ is far more likely to win you trust than saying ‘I’m fine’.

6. Use your purpose as a driver. Keep talking about the ‘why’. One of my favorite stories is about the world’s deepest hand-dug well. It took four years, and was deeper than the height of the Empire State Building. Imagine, every day for three years and 364 days, facing the same unchanging vista – a floor of rock and earth that needed digging away. Determination kept them going, and the shared belief that ‘we will find water that will help end poverty’ drove them on. And, on the last day, the water didn’t trickle out of the floor, it exploded. An exciting way to fulfill your purpose!

You and your team may need to update your purpose (or, excitingly, as many teams have been – define a whole new one). But what a great way to start 2021 – agreeing what will give us the passion and commitment to ‘get through it’.

7. Do all of this together. “No man is an island,” wrote John Donne. He was half right – he missed half the population in this statement, but did nail the point that we are only successful together. 

Building on point five, being more human, use the power of those around you. Good teams and good organisations have a shared purpose – both big and small – which is your rallying point for bringing people together to work out how to continue achieving that (perhaps adapted) purpose in a tough environment. 

As you work through this checklist, talk about it with others, get their input, share your conclusions and challenges and, critically, link your success to that of others. Create joint actions that help you support each other, set metrics that everyone wants to hit and identify actions that add value to all.

So, that’s our starting seven (take one a day for the next seven days). Doubtless there are many others that could be added in – and we would encourage you to ‘find your eighth point’ as a way of making this personal to you. But, to borrow from my story, every well dug must start with the first spade of earth.

Let’s ensure that 2021 is the year that we ‘fix’ the world, and we start this by coming out of this phase of the pandemic stronger in our habits and approaches, and having moved on and moved forwards, together.

By Chris Preston

2020 was the year the world ‘broke’ – and 2021 is, for a number of reasons, the year that we put it back together. But, as with the best renovations, the fixes are a mix of returning to what was and adding in new and better. There’s an opportunity here to create a new paradigm that lifts the most positive of what we’ve experienced over the last 10 months and weaves it into a new reality for us all.

Throughout 2020, we’ve focused on ‘climate’ – the short term emotional responses and urgent needs that people have experienced as we, incredibly, went from a world where many businesses were 90% plus office based, to one that was the polar opposite. The rapid ‘climate’ fixes are necessary, but they are short-term and we need to shift gears.

Climate, over time, will force changes upon the culture. Think of it like the sand and the waves. The latter is the climate – changing tempo, energy and impact based on external factors. The beach is the culture – it’s more fixed, but over time will shift. Stormy seas will reshape a beach – occasionally in extreme ways, such as the beach in Ireland that re appeared overnight, having been absent for 33 years. Although, normally, culture takes longer to change and climate is about what people are thinking, feeling and doing right now, they both work in identical ways, influence each other, and can equally face disruptive forces.

A great example of these two factors at play is present in a conversation I was having with a client last week about how the small elements of their culture were missing whilst they were operating in such a remote world, which was having a real impact on how people were feeling.  They had hit a target and would normally have pizza and celebrate in the office (these types of behaviours, delivered consistently, are significant in the creation of culture).  I suggested that we look at our CIA model (which explores what we Control, Influence, what we have to Accept). We came up with the fact that what she could do to create a moment of celebration is get a pizza delivered to each member of the team and ask the local delivery companies to write a message with a sharpie on the box.  Then, have a zoom pizza celebration.  It’s within our Control and little moments like this keep the long-term culture alive by creating the right immediate climate, even if a variation on the desired way of celebrating.

Culture is not purely formed through responses to situations, (well, not formed properly – you’ll get a culture, just not the one that you wanted). The work now is to start being proactive and forward-thinking. A future pattern is emerging. No one is in any doubt about a vaccine, and this offers a solution to many of the pandemic problems. For far too long we’ve managed and led people in a short-term holding pattern – the ‘fog’ of the future being too dense to actually flight-path a way through.

The fog is lifting, and, to keep people focused, on track and engaged, we need to talk about a plan. Organisations that don’t will suffer badly, as their people rail against the ‘denial’ of what has changed and what the new future could be. ‘Uncertainty’ is becoming ‘possibility’ and capitalising on this will be critical. What will be needed is a balancing act between responding to the short-term ‘climate’ needs – the peaks and troughs, the waves and the harder graft of re-shaping the ‘beach’ for a long-term future. Constantly asking yourself and your people ‘what’s the art of the possible’ is going to be a powerful driver and focus for minds. 

So, fast forward six-nine months and imagine the most positive future. The vast majority of your workforce are able to safely travel, meet and commute. But they don’t want to. Why should they? We’ve just spent 18 months proving it’s not needed, so slipping back to ‘the same old, same old’ wont work. We also don’t know the future of the virus, and how we deal with it alongside the vaccine.

So do we do nothing? Nope, we do lots. We start planning WITH the rest of the organisation. We have the conversations and propose futures that respond to emergent possibilities and the out-there ‘how abouts?’. We’re working with a large Education Group at the moment and this week we were talking with the exec team about how they can end the term with team conversations about ‘what have we learned in 2020’ and ‘what do we want to intentionally take into 2021 and beyond’ – conversations that would span the way we work, behave and value each other as well as their students. With another senior group this week, we helped them to reflect on what has been successful this year in helping them accelerate parts of their strategy, looked at their plan for the next five years and then took each element to see what had been accelerated as a by-product of the reality, and what had really ground to a halt. 

Eight months ago we drew a diagram of ‘change and retraction’ – looking at which organisations would shrink and possibly disappear because of the pandemic, and which ones were (or could be) innovating and changing to both survive and thrive. How is our prediction doing? It’s a little too early to tell, given the props that various governments have provided to shore up business. However, when we see British Airways resorting to selling the crockery from its retired Jumbos, we may be on to something.

This is (business) evolution, sped up dramatically. The most adaptable survive change, as they flex from one state and one situation to another. The ones that don’t? They are the ones that have a narrow niche, and cannot survive out of it. Survival is being a rat… not a panda.

By Jane Sparrow

2020 feels like it’s been a long year already and there’s no doubt it’s been tough – but it’s also given us all a new take on life, different skills and, for many of us, shown us what’s really important. As we bed down for the winter, the usual festivities we all enjoy will surely be different this year but if we know anything from 2020 already, it’s that we can knock it out of the park in coming up with new, ingenious and virtual ways of doing things – just look at Top Gear and Strictly Come Dancing, notoriously audience-based TV shows in the UK that have managed to evolve and air!

To carry on doing this, it’s vital that we each find different ways to get fuel into our human bank accounts, to sustain us for the season. Think of it like cats and dogs. If the summer was a dog (out and about, bounding across fields, connecting to nature, enjoying the outdoors), winter is going to be more like a cat, (warming up, getting cosy, time at home). Explore our top tips to find some new ways to support yourself and your team to not only survive, but also thrive, this winter.

Steal the limelight (well, the daylight actually)

A lack of natural daylight is something that affects us all during the winter. Create a little window spot, however makeshift, in your home and make a commitment to get outside, every day, even just for a few minutes. There’s no such thing as bad weather, only bad clothing – invest in some warm socks, pull out your favourite scarves and gloves and enjoy the sound of frost crunching underfoot. Try a walk during the day (instead of early morning or evening) to maximise the daylight and vitamin D.

Get in emotional shape

We all know we feel better when the sun is shining but take some time to prepare for the fact that it won’t be (as much!). Firstly, reflect – where are you at emotionally, what do you need, what has worked well this year? Next, make a plan – where you will get the soul food you need (regularly) through winter? What will your daily check in be to make sure you’re getting it? Encourage your teams to do this too – or better still, do it together.

Make a staying active plan

Even with the best laid plans, some days winter makes it pretty miserable to get outside – so we need indoor exercise options too. Create your own Joe Wicks routine (or find some old ones from lockdown!), find an online yoga or pilates session or whatever indoor exercise might suit you. A bit like we did in lockdown, make exercising with the family fun – dancing in the kitchen is an amazing mood booster!  

Reconnect with old hobbies 

There’s a range of areas we need to nurture to feel fulfilled, that goes beyond work and family. What makes your heart sing, what old passion can you reignite, what can you keep doing that you really enjoy? The critical ingredient to this is creating the space for it and unplugging for long enough to do it! Right now is a great time to start using a hobby to MAKE Christmas presents for people… 

Create a brave space

82% of people believe that robots can support their mental health better than humans because they’re judgement free! Talking openly about how you are feeling and creating space for others to do the same is essential. Every one of the 100’s of teams we’ve worked with in the last 10 months has said how useful it was to share how they are feeling in a safe space. It’s really unlocked some very powerful conversations, as well as an increased level of empathy in the organisation. 

Schedule reasons to be cheerful

We’re all going to need more of these this winter. Pay extra attention to sharing good news stories across channels that reach everyone to give teams shared reasons to celebrate. Bring back the funnies and look out for memes that you know will bring a smile to the faces in your team. Create moments of joy for your people through unexpected acts, surprises and special thank yous. 

Winter connection plans

Try to focus on quality connection instead of simply more communication both through virtual, socially distanced face to face (where possible) and hybrid channels, We loved the activity we heard one of our clients doing where once a week, one of the team connected via their phone and took the team on a video tour of their neighbourhood, a local walk or a favourite place? Work with your team to come up with your own ideas. 

Renew your unplugging rituals 

With 38% of British workers, who are currently working full-time from home, saying that an inability to unplug from the “always on” virtual working day is the main reason for their increased anxiety levels, it’s the biggest threat to our wellbeing right now.  As you head into winter reflect on how easily you have been able to unplug to date, what are your danger points and what you can put in place to mitigate them. Have the same conversation with your team – our positive remote working day is a great stimulus for this!

Schedule celebrations

We may not be able to celebrate in the way we’re accustomed to this year across the range of festivities we all celebrate – but don’t wholesale postpone celebrations, rather, make plans for everything from awards, target hitting celebration lunches, and more to happen virtually. Take the opportunity for different team members to lead virtual celebrations of their own festivals as a way of learning more about each other’s cultures and beliefs. 

Radiators and drains

There’s no doubt that we all need actual radiators in the winter but we also need to make sure we surround ourselves with people radiators too. Think about who radiates in your life (and teams) and who drains. Avoid the drains (always if you can but if not, at least on days where you’re feeling depleted). Take all opportunities to pay it forward and do a good deed in any way you can – someone brought my dog back last week when she got out through a gate left open.  A complete stranger that showed care and took the time to locate her home as well as reassuring the little pup. 

We’ve shared a lot of action and it’s important to say that much of the above starts with mindset. If we can begin to lean in towards looking forward to winter this year, focusing on and talking about the positive things that it will bring, as opposed to thinking negatively about the challenges, this will certainly help. 

A little like the Danish philosophy around Hygge that many of you will have heard me talk about before, let’s work on acknowledging a feeling or a moment, whether alone or with friends, at home or out, ordinary or extraordinary as cosy, charming or special, focusing on the opportunity it has created, rather than something different that hasn’t been possible.