What is An Accidental Manager?

As an accidental manager, you typically have a proven track record. You’ve excelled in a technical or sales position and are top of your field. To reward performance, the next step up the ladder is a leadership role. Understandably, you desire an increase in status and salary, so accept the position. You may not have aspirations to be the boss, but this is career progression.

The issue is that management demands a very different skill set. It is one thing to motivate yourself and drive your success, and quite another to be a strategist who can engage and inspire others. Therefore, to make that leap you need management training and/or leadership coaching to help navigate the intricacies of the role and responsibilities.

The Impact of Accidental Management

Unfortunately, many companies fail to invest in management and leadership training. They expect you to run with the role and make it work. I have worked with many accidental managers and in my experience the lack of training is evident.

Inadequate confidence and competence are also evident to employees. Studies by the Chartered Institute of Managers** and Unmind reveal that around a third of employees have left a role due to poor managers.

We’ve all been in roles with a poor manager and it is the biggest demotivator. You do what you have to, but nothing more. What’s more, it leads to a toxic and divided work environment and that sinking feeling in your stomach on a Sunday evening.

A bad manager doesn’t recognise your abilities, fails to keep you informed and never asks for your ideas. Their lack of planning is often evident, leading to tight deadlines and constant pressure. In the worst cases, they discriminate against you, whether intentionally or not.

Types of Poor Managers

When I first meet untrained accidental managers, they often fit into one of these categories:

The Highly Stressed Managers

Feeling under-equipped and overwhelmed, they’ve been thrown into the deep end and are doing their best to stay afloat. They are reactive, dealing with things as they arise, but lack a clear plan and often feel anxious.

The Micro Manager

They expect everyone to work like them. When this isn’t the case, they get frustrated and start picking up on the smallest detail to bring people in line. They want to control everything and lack the trust or respect to recognise the skills of the team.

The Lax Manager

Hitting cruise control, they languish in the superior role and let the team get on with it. They fill their day with meetings and talk the talk, but aren’t using their time productively. What’s more, they are happy to take credit for success and apportion blame for failures.

It is demotivating for the team to work for any of these bosses. Therefore, if 82% of UK managers are untrained, it is no wonder that we have a workforce that wants to leave, has high absenteeism and would rather work from home.

What we all need is someone with a vision, who can communicate, collaborate and empower us to contribute to that vision. We need someone approachable and supportive who isn’t afraid to deal with issues. To gain respect, we want someone who leads by example, is fair and takes an interest in us.

Accidental Managers Aren’t Bad Managers

If you’ve been promoted into a leadership role, it doesn’t mean you are a bad manager. You might discover talents and abilities that help you and the team to excel. This could be your calling and your team could gain someone who inspires and innovates. Are you the person who turns things around and makes the team, department or business a success?

However, when leadership training and coaching are offered, the chances of you finding your feet and making it work are greatly increased. I love being involved in the transition process, helping to draw out your potential. When leaders are upskilled, the whole team benefits and this drives a positive work culture, productivity and employee retention.

The Value of Leadership Training & Coaching

The reality is that not all of us are suited to leadership roles. Strategising and managing others may not come naturally. However, it is beneficial for everyone taking on a management role to have leadership training as you can learn and develop many of the necessary skills.

Through observation, learning and feedback, you can be better equipped to engage the team, tackle conflict and discover hidden potential in yourself and others. With training, you can learn techniques to prioritise and plan, to reduce the pressure of fire-fighting. In addition, you can build the critical and creative thinking skills that are essential for success.

In addition, leadership coaching offers a sounding board to discuss and reflect on your responses. No manager gets it right all the time. However, the ability to share, be challenged and see the situation from different perspectives offers an opportunity to adapt your leadership style and keep improving.

Advance Leadership Training & Coaching

If you are promoting employees or recruiting new managers, equip them to undertake the role with Leadership Training and coaching. I work on a 1:1 basis or with groups to prepare and develop talent that can future-proof your business. You don’t get great managers by chance, so let’s give them the best chance to do a great job.

Email me with your requirements or call me to discuss on 07775 624724.

*https://www.managers.org.uk/knowledge-and-insights/research/better-management-report-take-responsibility-take-action/

** https://www.managers.org.uk/about-cmi/media-centre/press-releases/bad-managers-and-toxic-work-culture-causing-one-in-three-staff-to-walk/

Is Training a Cost or Investment?

I often hear managers talk about skill shortages. Yet, in another sentence, they state that they haven’t the budget to pay for training. The fact is that learning and development are essential to keep pace with an ever-evolving work environment. In addition, we need confident and competent teams that are productive, innovative and adaptable.

So, my first point is to consider training as an investment, rather than a cost. When individuals engage in training that is relevant to their role and learning needs, your business will benefit. They will be better equipped to fulfil their role and realise their potential. As a result, the productivity, professionalism, efficiency and output of your organisation will grow.

My second point is to outline a few actions before and after the training to measure the impact and aid implementation. These will help you to understand the value and gain maximum value from training. So, let’s start with identifying training needs.

Action One: Identifying Training Needs

Some companies hold an annual staff day to tick the learning and development box. Everyone attends, the content is generic and irrelevant to many in the room. It is not offered in response to a training need or desired outcome. At the end of the day, there has been nothing to challenge or develop thinking and behaviours, so nothing changes. This is when training is a cost.

It is an investment when a specific need has been identified and training is tailored to ensure it is relevant to those who attend. In addition, delegates are selected or request a place, based on the direct benefit to them and the company.

With that in mind, what trigger has identified a need for training?

Examples include:

• An influx of recruits
• The introduction of new systems, regulations, products & services
• Developing talent with potential for leadership roles
• A high volume of customer complaints around staff attitudes or behaviours
• Requests from employees in annual reviews or surveys

Action Two: Clarifying Outcomes of Training

The first question I ask clients is ‘What change do you want to see?’. Training is all about change for the better. Gaining knowledge and insight is only beneficial if we can apply it. So, what do you want your team members to do differently having completed the training?

Examples include:

• Confidence in using the new systems to streamline operations and increase output
• Gain competence in a particular skill so they can progress to a new role
• Be aware of how to put company values into action to improve customer interactions
• Understand how to motivate your team and deal with uncomfortable conversations

Now you can source a corporate trainer with a track record that matches the needs and desired outcomes.

Action Three: Pre-training Measures

With the needs and outcomes identified, you can assess the current position. An employee survey or workplace observations can measure existing skills and confidence levels. Other options include customer complaints and staff retention data.

As a corporate trainer, I find it helpful when organisations share this pre-training insight. That’s because it enables me to pitch the content at the appropriate level and to address specific issues.

Action Four: Allocate Sufficient Time to Training

To help employees engage with training and implement what they’ve learnt, it is important to allocate time before, during and after the event. Pre-event research or preparation enables everyone to arrive ready and gain the most from the session.

Afterwards, it is essential to have time to try things out, put learning into action and have the option to ask questions. Is the trainer available for a follow-up call or refresher session? If not, designate someone in-house for this role.

Action Five: Post Event Measures

At the end of most training sessions, attendees are typically asked to fill in a feedback form. This is their reaction to the course and indicates how the training was received. They might also receive a certificate of attendance. However, neither of these measure learning outcomes.

As an organisation, it’s useful to have a deeper understanding of the impact. Therefore, you need to ask specific questions and potentially undertake skills assessments or observations. The timing of these is important, as you have to allow time for learning to be applied. However, you want the training to be fresh in their minds.

Questions that could be asked include:

• What are you able to do now that you couldn’t before the training?
• How has the training impacted your attitude and behaviours?
• Can you give me an example of how you’ve applied the training in customer interactions?
• Is there anything that wasn’t covered in the training that you want to learn?

As for pre- and post-training data, the impact is unlikely to be immediate. It can be 6-12 months before any valid comparisons can be made. However, this is a good way to track the impact and to realise the value of learning and development.

Assessment Tools

As an experienced, outcomes-focused trainer, I offer a range of assessment tools to evidence the tangible development of delegates. When you are ready to invest in training, tell me the training needs and desired outcomes that you’ve identified. Then, I will recommend tailored training and measuring tools to match those requirements. Let’s ensure that you get returns on your training and development budget.

Contact me info@suegarner.co.uk or call me on 07775 624724 to find out more

Building a Diverse Workforce

The modern workplace requires a fresh perspective. Traditionally, successful hires were based on educational achievements, gift of the gab, industry experience and the ability to accept a full-time contract. It is now recognised that this approach is biased. That’s because it is a barrier to a significant percentage of talented individuals who don’t fit the mould.

By thinking broadly, offering flexible working opportunities and using assessment tools to eliminate unconscious bias, we can find the best people for the job based on skills and potential. A shake-up of job descriptions and a greater focus on capabilities have resulted in many organisations building a diverse workforce. However, recruiting a broader range of talent is just the start.

Psychologically Safe Workplace Culture

It is equally important to foster a workplace culture that values every individual based on their contribution to team success. In addition, we need to ensure everyone is protected from discrimination and harassment. Achieving this is reliant on a Diversity, Equality and Inclusion (DEI) strategy, staff training and providing individuals with the resources they need to do their job.

I believe that there is incredible value in opportunities to help everyone understand and appreciate the diversity of the workforce and how this benefits the business as a whole. Part of my training offer is raising awareness of neurodiversity in the workplace. In addition, you might work towards being a Disability Confident Employer or proactively discover more about the cultures represented in your team.

When employees feel accepted, it can transform team dynamics and help everyone to realise their potential. A psychologically safe workplace culture ensures everyone feels they belong. And, that sense of being part of a team lowers staff turnover. What’s more, greater diversity makes customers feel welcome and accepted and that boosts market share and profits!

Avoiding Tribunal Cases

Cases of employee discrimination do end up in court, with both employees and employers being held responsible for acts of discrimination. Unfortunately, this disrupts operations, impacts colleague morale, can damage the reputation of the business and be costly.

Cases of disability discrimination, including neurodiversity, were up 30% in 2023* compared to the previous year. A significant number cite unfair assessments of performance**. So, how do you prevent your business from being viewed as an unfair employer in the eyes of the law?

Here are my 5 tips for preventing workplace discrimination:

1. Get familiar with the Equalities Act and how it relates to your business.

2. Create Equal Opportunities & Anti-Harassment Policies that clearly communicate the company values and expected behaviours. The policies should outline established processes for non-biased performance assessments along with requesting & implementing reasonable adjustments. They should also outline the reporting and investigating process if employees feel unfairly discriminated against. These policies should be concise, accessible, easy to understand and regularly reviewed.

3. Proactively promote the talents and achievements of all team members to communicate their value.

4. Train managers to equip them to confidently and appropriately oversee and support diverse employees. This includes how to have uncomfortable conversations to address issues without being accused of discrimination. Equally, outline the importance of reasonable adjustments and minimising unconscious bias.

5. Accept that a formal diagnosis is not necessary for adjustments to be put in place. You don’t need to prove you have dyslexia to use a screen reader any more than evidencing pain to get a keyboard wrist support. If someone identifies a need that will aid their performance, see it as an asset.

If budget is an issue, my online courses will help – particularly those focused on preventing sexual harassment and discrimination and neurodiversity awareness – email me to discuss your needs!

You might also be interested in the CIPD’s guide on Neuro-inclusion at Work.

Breaking Down Barriers to Employment

It was once considered inappropriate for women to enter the workforce. However, given the chance, we proved capable of achieving in every industry. Meanwhile, other groups remain underrepresented and we need to change our thinking to give them better opportunities.

Let’s view people based on abilities and be open to different ways of working to break down the barriers to employment. This is important for individual and business success.

As a trainer experienced in the delivery of Neurodiversity in the Workplace programmes, I can upskill your managers and team. Get in touch to find out more about building awareness, reasonable adjustments and avoiding discrimination.

Email info@suegarner.co.uk or call me on 07775 624724 to start the conversation.

*https://www.hrmagazine.co.uk/content/news/acas-sees-surge-in-disability-discrimination-claims/

**https://www.business-reporter.co.uk/human-resources/neurodiversity-and-increasing-risk-of-tribunals

The Reasons for Uncomfortable Conversations

In the same way that we need to recognise employee success, we also need to recognise when an employee’s actions or behaviours are not in line with expectations. If your team see that one employee is getting away with turning up late, not completing work or harassment, it has a detrimental effect. As a result, others may start to slacken and negativity soon builds.

Reasons for uncomfortable conversations include:

• Poor performance
• Workplace conflicts
• Reports of harassment and bullying
• Processes or policies not being followed
• Personal issues affecting work

In all of these cases, there is a need for a sensitive and open-minded approach.

What Concerns Leaders About Difficult Conversations?

During leadership training, I am frequently asked for advice on how to start difficult discussions, address the problem and initiate positive change. It is an issue that many leaders feel ill-equipped to manage. I’ve picked up on specific concerns about saying the wrong thing, being compliant with legal requirements and not escalating the issue.

The point of the discussion is to drive positive change and improve the work culture. Yet, if handled incorrectly, it can result in a defensive response that further alienates individuals and the team.

In addition, greater responsibilities are being placed on businesses. These include making reasonable adjustments for disabled and neurodivergent employees, maintaining good mental health and protecting employees from sexual harassment*. Therefore, managers without experience in these areas are worried about messages being misinterpreted and employees citing discrimination.

Preparing for an Uncomfortable Conversation

My first recommendation is to invite the individual/s to a meeting that allows everyone to prepare. On your part, gather facts to support the discussion, so you can be specific. For example, “I’ve noticed that you arrived late on three mornings in the last fortnight.” Or, “We received two customer complaints from when you were on duty this week.”

Secondly, use a collaborative, rather than accusative, tone from the offset. For example, “Can I get your perspective on the progress of this project?” Or, “I’ve noticed a tension between you and your colleague that I’m keen to understand.”

Thirdly, allocate sufficient time to listen, discuss and problem-solve without distraction. That means finding a private room and putting phones on silence. What’s more, don’t leave this until the end of the day, when everyone’s mind is set on getting out of the door.

Holding the Conversation

Keep in mind that the purpose of the discussion is to identify the issue and resolve it. If an individual feels involved in the process and solution, they are less likely to become defensive. “We’ve established there’s a personality clash, so what changes would make it easier for you to work together?” Or, “You’ve been open about not following the procedure, what training would help build your confidence with this?”

Ensure that you listen as much as you talk. Asking open questions and allowing for pauses in the conversation will encourage the employee to contribute. “Are there reasons why you’ve started sending personal texts to our colleagues?” Or, “Can you help me to understand why someone might feel that you are bullying them?”

Be professional at all times, which means avoiding judgment, retaining a calm yet assertive manner and being clear and constructive. “We need to complete this project on time, so what do you need from me to get it back on track?” Or, “For safety reasons, we must all wear the full uniform when on shift. I’ve heard what you’ve said and will supply you with an additional set to make that easier. However, if you arrive without it again, I can’t let you work.”

Ending the Conversation

To achieve change, it is important to clarify agreed actions at the end of the meeting. Summarise the next steps and expectations that have been discussed. (Follow up in writing with an email outlining the key points discussed and agreed actions. Keep a copy for your records.)

Let them know that you will follow up to see how things are going. Also, invite them to come to you if there are any further issues or concerns. This shows it is not the end of the conversation and encourages openness.

Finally, thank them for their time.

After the conversation, undertake or schedule actions that you’ve agreed to.

Leadership Training

The best outcomes occur when poor performance, conflict and complaints, including sexual harassment or burnout, are promptly addressed. Avoidance won’t make them go away or sort themselves out.

Mental Health at Work is the theme for this year’s Mental Health Day on 10 October. I know from experience that managers are facing uncomfortable conversations which cause them stress and anxiety. What’s more, a lack of skills in this area is likely to impact the mental well-being of the entire team. Therefore, you want managers who are equipped to handle uncomfortable conversations.

October new legislation requires companies to protect employees from sexual harassment. This may lead to some uncomfortable conversations for managers. Is preparing them to handle these appropriately a need in your organisation?

If this is a need in your organisation, my advanced leadership training can be tailored to the specific issues or barriers being faced. Contact me to discuss my solutions to your requirements.

*https://www.cipd.org/uk/views-and-insights/thought-leadership/cipd-voice/new-duty-to-prevent-sexual-harassment/

The Value of Continuous Learning

Every industry is experiencing skill shortages. It’s due to the rapid pace of change, which makes it difficult to keep up with technological advances, innovations, evolving needs, new legislation and issues such as sustainability. To have any chance of unlocking potential and future-proofing our businesses, learning and development is a must.

In addition to updating skills and knowledge, regular training builds confidence, competence and consistency in service delivery. This is important for a strong brand identity and customer service excellence.

For these reasons, it can be argued that cutting back on your training budget is a false economy. Yet, the reality is that some payments are more immediate. Therefore, it’s no surprise that a limited budget was identified as a barrier preventing organisations from investing in training in the CIPD Learning for Work report*.

How to Extend the Training Budget

One solution is to invest in training for trainers. So rather than covering the cost of every employee to attend courses, you equip members of your team with the skills and resources to effectively impart knowledge.

Training the trainer is suitable for in-house trainers, team leaders, managers or individuals with specialist expertise. When they gain the insight and ability to deliver information in an engaging, interactive and responsive manner, they can drive the learning and development agenda in your organisation. This can give your company the edge.

What is Covered in Training the Trainer?

Understanding the Audience and Outcomes

An important step in Training the Trainer is understanding the audience. In my mind, training is only valuable if it leads to positive change. So, before starting any training, I am keen to understand what everyone wants to achieve. So we explore outcomes and how these can be met.

As a trainer, you need to know what delegates want to get out of attending the training. They might be there to:

• Achieve a qualification, accreditation or skill that helps them get a pay rise or promotion
• Confidently follow a new process which simplifies their work
• Develop relevant skills to better equip them for handling situations and reducing stress
• Understand and imbed company values into their work for greater job satisfaction
• Have more positive customer or colleague interactions which lifts the spirits

Does this match with the outcomes that managers want to achieve and align with the organisational goals? Equally, you need to know the current knowledge level of the audience, so you can pitch the training appropriately.

How to Adapt & Respond

A vital skill for any trainer is how to adapt and respond to the audience. Even in a well-planned session, the unexpected will arise. Common issues are difficult group dynamics, faulty technology and last-minute time restrictions.

Equally, a relevant point that isn’t on your agenda may be raised. Sometimes it is appropriate to move away from the planned content to address the needs of the audience. At other times, it is best to suggest another opportunity to continue that conversation and move on. Knowing how to adapt and respond so you retain control of the learning environment is a necessary skill.

Resources to Communicate the Message

The individuals selected for training the trainer usually know the subject matter. However, there can be opportunities to further develop their mastery of the subject. More often, the focus is on finding appropriate resources that help to effectively communicate the core messages. This could include video clips, infographics, activities, scenarios or images.

Master the Technology

Training doesn’t need to be delivered in person. Virtual training, e-learning, webinars and podcasts are just some of the digital options that make continuous learning viable and accessible. Therefore, Training the Trainer to master the technology increases the opportunities to impart and refresh knowledge.

Find their Preferred Training Style

Finally, Training the Trainer is an opportunity for them to discover their training style. Through group feedback, the delivery, tone and pace can be finely tuned.

In-house Learning & Development

Companies that have worked with me have found Training the Trainer makes it easier and more cost-effective to be responsive to needs.

Thank you for the significant contribution you made to the success of the Renault Business Initiative Training Programme involving 230 Renault UK dealers. The training programme achieved its commercial objective. Project achieved overall 94% satisfaction, however, your personal performance rated between 98% and 100% trainer satisfaction”

— J Wyatt, Renault UK Ltd

With the skills held in-house, training can be delivered in quiet spells or in bite-sized sessions that fit around the working week. If your trainers are equipped to host virtual events or create e-learning content, it is an effective way to upskill remote working teams or colleagues in other branches.

So, if Training the Trainer sounds like the ideal way to get more from your training budget, contact me to discuss your requirements.

* https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/2023-pdfs/2023-learning-at-work-survey-report-8378.pdf

Less than a Quarter of Employees Feel Engaged

The latest Gallup ‘State of the Global Workforce’ report states that just 23% of employees feel engaged in their work. Of the rest, 62% feel uninspired and just do the bare minimum and 15% are actively disengaged, with their efforts focused on finding a new role.

Don’t disregard this as one of those studies that represent the views of a handful of respondents. Gallup’s findings are based on feedback from employees in 183,000 businesses across 53 industries in 90 countries.

So, as an employee, are you one of the 23% or are you simply going through the motions to get to the next payday? If this is the case, think about why you stay. There could be another opportunity out there where you can contribute, apply your skills and achieve job satisfaction.

As a manager, do you care if your employees are engaged or are you simply satisfied if they turn up each day and don’t leave you short-staffed? And, if you are a business owner, do you think that employee engagement has any relation to your bottom line?

In this article, I’d like to share why employee engagement matters to the individual and the organisation.

The Benefits of Employee Engagement

The key insights of the Gallup report* suggest significant differences in the performance of the top quartile and the lowest quartile. For a start, those organisations with low employee engagement experience 51% higher staff turnover. This is coupled with higher rates of absenteeism, health & safety incidents and workplace theft.

In contrast, where employees are engaged, the organisation benefits from higher productivity and profitability. What’s more, these businesses show greater resilience to turbulent economic and political circumstances.

On a personal level, when employees have enthusiasm and dedication to their role, well-being is heightened. This improves workplace performance and has a positive impact on other areas of their life.

How to Increase Employee Engagement

There are many factors in building an organisation where employees feel connected, valued and committed. Here are three elements that I believe are fundamental requirements.

1. Identify Company Values

Have you identified what your brand stands for and is this communicated to all employees through every decision the company makes? Beyond the products and services, these values underpin your reputation and how it is perceived. If you want employees to feel proud to work for you, they need to understand and share these guiding principles.

2. Recognise Employee Skills, Knowledge, Experience & Potential

Irrespective of job role or position, every one of your employees has skills, knowledge and experience that can contribute to business success. Do you take time to get to know your team, so you can select the right people to contribute? Are all employees respected, invited to the table and empowered? And, when someone comes up with a great idea, supports others, receives positive feedback or pulls out all the stops, is this recognised?

3. Equip Managers with Training & Coaching

The Gallup report shows a strong correlation between engaged managers and engaged staff. More strikingly, the research suggests that 70% of the variance in team engagement results from managers. This means the performance of everyone in a company can be driven by an inspiring, involved and supportive manager or dampened by an ineffective one.

As I’ve mentioned in previous articles, people are often promoted into management roles due to being experts in their field or loyalty to the company. They step into the role with no experience in managing others and no leadership training or coaching. As such, they are not equipped to discover what drives and motivates the individuals in their team.

Management Training for Employee Engagement

In partnership with Trainers Library, I deliver four modules for managers which focus on employee engagement. I believe these offer a good understanding of the benefits and challenges, with practical steps to help you upskill.

Module One – What’s In It For Me, provides a good foundation for understanding
Module Two – Job or Organisation, focuses on pride in where you work and what you do
Module Three – What Engaging Managers Do, explores skills and behaviours
Module Four – Building Engagement offers practical steps to implement at work

In addition, the focus of performance coaching is often directed towards assisting managers with leadership challenges. This helps individuals consider a range of options and the potential impact, so they can find the most appropriate course of action. I also offer online courses to build specific management capabilities.

Employee Engagement Matters

This article has outlined the benefits of employee engagement to individuals and organisations. It shows that where values are aligned, team members are respected and quality managers have the skills to lead, a company and its staff can thrive. So, what actions will you take to encourage your team to work for more than money?

I’m now taking bookings for employee engagement training in Autumn/Winter 2024. Contact me to find out more. I’m also happy to discuss a tailored ‘pick & mix’ package of training, online courses and leadership coaching to match your business needs.

* https://www.gallup.com/workplace/645416/key-insights-global-workplace.aspx

Recruiting Diverse Talent

Doesn’t it seem logical to build a team based on people’s capabilities? Yet, all too often a person’s background, academic achievement or ability to talk the talk in an interview is what gets them the job. This has resulted in a complete lack of diversity within most industries and a missed opportunity to fill the talent pool.

Yet things are changing. Through legislation, flexible working and a desire to do better, many companies now recognise that they can gain a competitive advantage of an inclusive workplace. There is a realisation that fresh perspectives, alternative ways of thinking and different life experiences are necessary for a strong and effective workforce.

However, being open to candidates from varied backgrounds doesn’t mean that they will apply or feel confident in an interview. And, if you do get the recruitment process right and make an offer to an individual from a different cultural background, with neurodiversity or a disability, you can’t just expect them to fit in. You need a work culture that promotes psychological safety. That is a place where they feel that they belong and are enabled to perform at their best.

A Focus on Mentoring

It is well documented that managers and employees with access to mentors outperform those without. Mentored employees also report higher career satisfaction, as well as being more productive and loyal. Further benefits were researched by Dr Ruth Gotian and are shared in A Complete Guide to Effective Mentoring.

A mentor’s role is to be a guide by your side, helping to nurture your talent. When you have a mentor to help negotiate the pressures and challenges of the job, it’s an empowering way to embrace a new role or responsibility. Mentoring provides you with a sounding board, someone who helps you consider appropriate ways to handle difficult situations and how best to apply your talents. Wouldn’t it be great if we all had this support?

Mentoring for Inclusivity

Much of my mentoring work has focused on supporting new managers to take on leadership roles. In most cases, their knowledge and experience have led to them being promoted. Yet, they often have little or no experience in engaging and motivating a team or resolving issues. As a mentor, I help them to see matters objectively and handle situations that arise.

More recently, I’ve been asked to mentor employees with neurodiverse conditions. My role has been to help them navigate the nuances of workplace and colleague or customer interactions. By getting to know the individual, I encourage them to express their needs, strengths and ambitions. When they do this, it helps employers and colleagues to adapt and make the workplace more inclusive.

The behaviours and actions of a neurodiverse person likely seem odd to you and it’s the same story from their perspective. Yet, a mentor can help bridge the gap. And, given the tools to perform, these diverse individuals might be your most technically-minded, creative or innovative employees. They could be the natural problem solvers or those who can be relied on to spot an error or issue. Their unique approach could be exactly what you need to grow the business.

If you want to find out more, I recommend reading the results of a CIPD employer and employee survey* on the impact and experiences of becoming a neuroinclusive workplace.

What is Access to Work?

All employers are expected to make reasonable adjustments to break down the barriers that have traditionally prevented diverse individuals from entering the workforce. It is important to try to accommodate an employee’s request for equipment or flexible working arrangements that make the workplace accessible. The bonus is that these adaptions may also benefit other employees or customers.

However, if an accessibility request extends beyond a reasonable adjustment, it is worth exploring whether the employee meets the criteria for an Access to Work grant. If eligible, this can be spent on specialist equipment or support services that the individual needs. The support services include a neurodiversity mentor. There is an Access to Work Guide for Employers if you want to find out more.

Building Workplace Diversity with Mentoring

So, mentoring is an effective tool in helping any employee to adjust to a new role, address challenges and discover how to effectively apply their talents. Leadership mentoring is an asset to new managers, but a mentor can also support diverse employees to adapt to the work environment.

As a trainer for Neurodiversity in the Workplace, I understand the value that an inclusive work culture can bring to individuals and companies. Coupled with my experience as a mentor, I can provide tailored support to help new team members to thrive.

So, if you are working on becoming a more inclusive business, get in touch to discuss how I can help.

* https://www.cipd.org/uk/knowledge/reports/neuroinclusion-at-work/

Leadership Skills & Self Awareness

It takes a healthy degree of self-confidence to reach a position of leadership. You need to be assertive, assured, driven and bold. Yet this can easily tip into the realm of an inflated ego. Then you become a leader who believes you know best and your decision is always right.

So, are you self aware? By that I mean do you have a clear understanding of your skill and skill gaps? Are you honest about your impulses, motivations and personality flaws? Is your estimation of your abilities in line with reality?

In research on the correlation between self-efficacy and work-related performance*, scientists Stajkovic and Luthans identified common traits in leaders. The research suggests that leader’s perception of their abilities in complex tasks was widely mismatched with reality. When it came to handling conflict, mentoring others and creative thinking performance fell short of self-estimation.

Leadership Roles Stand You Apart

Part of the reason for an inflated ego is that the leadership role sets you apart. You’ve earned your position and others have invested in you to take the helm. They are confident that you will make the right decisions, implement change, drive growth and succeed. So, you must be better than others.

Can you admit that someone else in the team is more capable or has a better suggestion? It’s a risk, that might be viewed as a sign of weakness. So, you have conviction in your decisions and persuade others to follow your path. It’s easy to become blinkered and block out challenges or alternative perspectives.

Yet, the leaders who stand apart are those who understand their team. They are curious and keen to recognise the skills, experience and motivations of the workforce. And, they work especially hard to understand those who are different to them. For example, how to encourage introverts to share opinions or how to manage neurodiverse employees.

In short, it’s inspiring every individual to use their skills to contribute to a vision and achieve the desired outcomes. As such, leadership success is reliant on emotional intelligence, collaboration and a genuine interest in others.

Gain Self Awareness from Others

If we can’t rely on our judgement, how can we gain self awareness? Research conducted by Conelly and Ones, in Another Perspective on Personality** suggests we need to ask others. Their study showed that gathering feedback on performance was much closer to the real picture.

Now, in most workplaces, leaders conduct appraisals and other feedback on the performance of team members. However, it is far less common for the role to be reversed. So, when was the last time that you asked for honest feedback from those you lead?

The next question is, how can you be assured that they will be honest? We all fear negative consequences if we are truthful and speak up. Even with ‘anonymous’ feedback methods, there are ways to work out who said what.

The Benefits of Leadership Coaching

The issue of trusting employees to give honest feedback is one reason why leadership coaching is an effective development tool. As a coach, I help build skills, strengths and confidence, yet I also challenge unhelpful behaviours and actions. My role is to hold people accountable and if a point is avoided or dismissed, I’ll address it again.

My role is to be honest. As part of this, I equip leaders to reflect and consider what could be done differently, so they don’t get stuck. The coaching process builds self awareness and I believe this is an essential leadership skill.

I’m not alone, researchers have shown that a high level of self awareness equals high levels of individual and organisational performance. This is one of many points raised in The Role of Self Awareness in Developing Effective Change Leadership*** by Higgs & Rowland.

Let’s be clear, no individual excels in everything. We all have as many weaknesses as strengths and there are tasks where others outshine us. There are days when things flow and days when nothing goes right. Equally, there are people that we get and people that we struggle to understand. Admitting this is not a sign of weakness and it does not diminish your skills as a leader. It’s the starting point for personal and professional growth.

Putting Self Awareness into Action

Gaining self awareness, through team feedback or leadership coaching is one step. However, it is only of value if you use this insight. The aim is to alter your attitude, adapt your behaviours and learn from experience.

The process should also help you identify and develop the skills, behaviours and achievements of others in your team. This is the route to great leadership that benefits the team and organisation, as well as yourself.

If your goal is to excel as a leader, my coaching service offers the focus, insight and accountability to ensure personal growth and professional success. Sessions are tailored to your requirements, so email me or call 07775 624724 to discuss.

* Self-efficacy & Work-related Performance

**Another Perspective on Personality

*** The Role of Self Awareness in Developing Effective Change Leadership

Outcomes Focused Training & Development

If you asked me to deliver training to your team, I would ask what outcomes you want to see. That’s because the purpose of training is not the event itself, but the changes that occur after. Therefore, my role is not simply to impart knowledge, but to also encourage engagement. I need to connect delegates with the subject on a level that motivates them to apply it.

To achieve this, I undertake research in the neuroscience of education. When we understand how the brain works, we can use this cognitive insight to ensure that our training materials and approach are designed for learning.

“Education is about enhancing learning, and neuroscience is about understanding the mental processes involved in learning. This common ground suggests a future in which educational practice can be transformed by science, just as medical practice was transformed by science about a century ago.”

– Report by the Royal Society, UK, 2011

Factors Impacting Learning

Many factors impact our ability to learn. They include our recent sleep pattern, our health and our priorities on that day. If we’ve been told to attend, we are less likely to embrace the experience than if we chose to be present. These factors are out of the hands of trainers, however, there are things that we can do to influence positive engagement and information retention.

Understand the Audience

To make the training relevant, it is crucial to know your audience. We need to build on their current level of expertise and have a picture of where the learning will be applied. Equally, what is their motivation for being on the course and their desired outcomes? Pre-event discussions or questionnaires allow you to tailor the training for the delegates.

Consider the Training Environment

The place in which you train has an impact on how people feel and behave in the session. As an example, a stark room can make the training feel like a punishment to be endured. Delegates might recall strict teachers and negative experiences which make them fearful of speaking up and getting something wrong.

Even when you are allocated a stark room, think about ways to improve the atmosphere. I recommend you maximise natural light, play background music and add colour. Depending on the course, I might leave tactile resources on the table or pose a thought-provoking question before the start of the course. These steps help to set a more relaxed and inquisitive training environment.

Repeat Key Information

Neuroscience tells us that repetition aids memory. We struggle to retain information that we only encounter once. And, as a trainer, choose what you put on repeat to ensure the key points are remembered. However, that doesn’t mean endless reciting of the same facts or information.

Spacing is a technique that helps us commit knowledge to long-term memory. Rather than an intense blast of information, spacing revisits key points at various times throughout the training. So, you might present key information in an infographic. Then, reiterate the point with a case study video. Later in the training, revisit with a group activity or discussion. Recap in the end-of-session summary and include in materials given to delegates to take away.

Promote Active Participation

Neuroscience informs us that passive listening is not an effective learning strategy. Just listening to information or instruction results in low retention levels. For this reason, as trainers, we need to consider ourselves as facilitators. Our role is to encourage action through discussion, debate and activities. Draw out opinions, gather feedback and build in practical elements. Whenever possible, let the delegates take the helm.

Designed for Learning Acronyms

I recently came across an acronym, LEARNERS. Created by neuroscientist, Stella Collins, it clearly defines the key steps I take when planning a training session:

L – Link training to what the delegates already know

E – Emotional content creates memorable connections with the learning

A – Anchor the learning into everyday activities to make it relevant

R – Repeat key information to embed learning

N – Novel approaches stand out, so embrace multi-sensory resources and unique delivery

E – Exercise aids cognitive activity, so get people moving

R – Recovery – the brain needs time to process learning, so questions may occur after the event

S – Stories help delegates relate to the information and its application

Although every delegate has a unique way of thinking and processing information, these points are known to improve learning. Whatever the delegates’ learning preferences or neurodiversity, LEARNERS will increase the chance of information being retained and recalled.

Another useful acronym is SCARF. This highlights factors that improve learning from the delegates’ perspective:

S – Skills improvement needs identified by the delegate and matched by the trainer

C – Clear structure and certainty about the course content is provided

A – Autonomy; given some choice or control during the session

R – Relatedness, meaning the trainer is personable and delegates can connect to the information

F – Fair treatment of delegates – everyone has an opportunity to contribute without judgement

I find it useful to consider how I can meet these requirements before each training session. Pre-event information is just one step to help set the training off on the right foot.

How to Design Training to Boost Learning & Application

Neuroscience research can help us understand meaningful ways to impart knowledge. What we know is the value of training is increased when delegates are engaged in relevant, emotive and active learning. With a focus on outcomes, I apply this insight to my courses and feedback suggests it is an effective approach.

Contact me to discuss the training needs of your team or for more details of my Training for Trainers programme.

* https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Taking Stock with Workforce Planning

The start of a new financial year is the ideal time to take stock of your workforce. As with any other asset, you need to be certain that you have the right people, with the right skills, in the right place to meet evolving business demands.

This doesn’t happen by chance, it requires an assessment of the current situation and mapping out what is needed to futureproof the business. Then decisions can be made about investment in learning pathways for staff, along with redundancies and recruitment.

The following questions can kickstart your workforce planning process:

• Who is on your team and what roles and responsibilities are they fulfilling?
• Does this match with the business forecasts?
• Are you over-reliant on any team member, putting operations at risk if they leave?
• Are members of the team planning retirement?
• Does investment in technology mean redistribution of the workforce?
• What skills do team members need to equip them and the business for the future?
• Are any areas over or understaffed?

So, what actions are required to best meet the short and medium-term business objectives?

This process will likely highlight a common issue of skills gaps. Many industries are struggling to find employees with the necessary expertise and experience. This isn’t just a challenge in the UK and without a change of plan, there will continue to be a void of talent.

Underinvestment in Training & Development

Raising the Bar*, a report by the Learning & Work Institute, revealed insightful research on training. It suggests that investment in employee development dipped in the financial crash of 2008. This is understandable, however, it has never recovered. What’s more, UK businesses now only spend around half on training and development as their counterparts in France and Germany.

It’s clear that the budget for upskilling teams is not a priority and yet, most employers report skill shortages. What’s more, employees are actively seeking out companies that offer career progression. And, those business that are proactively investing in professional development report increases in:

• Job satisfaction & staff retention
• Performance & productivity
• Attitude & confidence
• Alignment with company values
• Self-motivation & innovation
• Quality candidates in recruitment drives

Doesn’t that sound like a strong return on investment? These are some of the reasons that the British Chamber of Commerce states that investment in skills is vital for business success**.

Why Hasn’t Upskilling Been a Business Priority?

We’ve had years of unexpected changes. As a result, your businesses may have experienced difficult financial decisions. Have budgets been spent on reacting to the latest challenges, rather than workforce planning? And yet, you may have identified the need to invest in training and development, even if that plan has not been actioned.

In addition, during times of uncertainty, there is a fear that you’ll invest in upskilling employees and they’ll move on. As a result, that money and time is wasted. However, I’d like to argue that if you don’t value and invest in your employees, there is no reason for them to stay. Isn’t it time to elevate their skills and potential and reap the rewards?

Establishing a Pipeline of Talent

Even if there are no immediate training needs within your team, you can make plans to futureproof the business by considering the pipeline. When your top talent moves up, on or into retirement, who is lined up to step into their shoes?

There may well be individuals in different roles with potential and interest in other areas of the business. As such, training and mentoring could open up new avenues for them and build your pipeline of talent. This reduces the risk that expertise or systems falter when a key player is lost.

Options for Developing & Embedding Skills

Skills development can take many forms. For example, I provide structured leadership training and mentoring programmes, tailored to individual and business needs. In addition, I see incredible value in enabling employees to access micro-training resources. These include modular online learning, podcasts, webinars and mentoring sessions delivered by colleagues.

If some team members are trained, encourage them to share the learning. They can impart knowledge or insight in a presentation, demonstration or discussion slot in a team meeting. This can increase the value and inspire fresh thinking about how things are done.

If your workforce planning has identified development needs and you are committed to futureproofing your business, get in touch: info@suegarner.co.uk. With an understanding of your desired outcomes, I will recommend options that best fit your requirements and budget.!

* https://www.cipd.org/uk/knowledge/reports/learning-at-work/