Olive Strachan North West Export Champion 2016
phone +44 (0) 161 209 3950

"A person without a sense of humour is like a wagon without springs, jolted by every pebble in the road." - Henry Ward Beecher

Humour in the workplace

Why I use humour in training

During my career, I have been fortunate enough to have worked for organisations who have invested in my development and sent me on many training courses. I always left home with a feeling of excitement, looking forward to meeting new people and learning something new, but often the way the training was delivered lacked humour, did not engage and I was often left wondering how soon it would be over.

The idea came to me that I could deliver factual, well researched, up to date content, but in a fun and engaging way. Hence the reason I opened my own training consultancy.

The benefits of using humour in learning

Research into neuroscience reveals that humour systematically activates the brain’s dopamine reward system.  Cognitive studies show that dopamine is important for both goal orientated motivation and long term memory. Also, research into Accelerated Learning Theory indicates that people retain information in a fun and relaxed atmosphere. Humour is beneficial in the following ways:

  1. It can break the ice and enhance the enjoyment of the learner
  2. It can build a sense of community amongst delegates
  3. It can establish rapport quickly
  4. It aids knowledge retention
  5. It helps keep enthusiasm at peak levels

Dr Richard Bandler in his interview for NLP LIFE, reveals why humour is important in learning and coaching, he says, “Humour is a tool that, as far as I’m concerned, shields you from the stupidity that’s rampant on the planet”.  He goes on to say that he tries to get people to look from a different point of view, which is what humour is really about.

Possible pitfalls

Humour must be appropriate – we want to make people laugh but not to offend them. Avoid jokes around religion, race, gender or weight.  Also cruel or inappropriate comments, sarcasm and too many jokes. There must be a balance between humour and instruction so that respect for the trainer/facilitator is maintained.

Humour and culture

Nik Peachey, a trainer for the British Council wrote an article called ‘Sense of Humour’, he talks about how by understanding a person’s humour it helps to understand their culture and language. One of his ideas which resonated with me was to get students to try to translate a joke from one language to another and observe cultural nuances as often jokes can mask some negative underlying prejudices.

My experience of laughter and learning

It has been nearly 20 years since I delivered my first training programme based on my ethos of making learning engaging with humourous content. This has had a big impact on our success. Content is tailored to the needs of the learner, we encourage high participation amongst our delegates and all of this is underpinned by current research and theories.

We do live in a politically correct age, and sometimes unintentionally a word or a phrase may cause offence. If you have strong reservations then don’t do it. As a trainer/facilitator we ask for and receive feedback from our delegates, but also, we can read body language and facial expressions which tell us if we have got it wrong. Having delivered training to audiences in over 20 countries, I have built many contacts and networks who use my services because I am authentic and provide a safe environment where learning is energising, memorable and fun.

Jul31

Celebrating Success

Posted by olive

Olive Strachan with Packaging Automation

I recently received an exciting and unexpected email:

Hi Olive,

We are going to an awards dinner on 13th July because we are finalists in three categories, the whole management team are going and we would love you to join us, as you have been closely involved in our journey and our success.

This email was from Sam Ashton, Operations Director of Packaging Automation Ltd in Knutsford, who I have been working with on various projects since 2014. As a Learning and Development/HR Consultant I work for myself and we often work with organisations in various capacities. You know you have had a positive impact, but you don’t often have a chance to share in the success. It was lovely to be invited to the awards ceremony, sharing the recognition received by my clients.

The 2017 E3 Business Awards evening took place on Thursday 13th July at the Macron Stadium in Bolton. The winners were announced in front of an audience of over 500 business delegates. There were seventeen award categories. The winning companies and individuals came from organisations across the North West: from Cumbria to Cheshire, Merseyside to Manchester. It was an amazing evening with each business having the opportunity to speak on a video about why they deserve to be recognised.

We were not successful for two of the three categories, so as they announced the ‘Manufacturing Business of the Year 2017’ we sat there tense, with our hearts beating fast. Sam Ashton appeared on the screen sharing the company's many achievements with the rapt audience. This was a challenging category because the winner had to demonstrate:

  • Excellent sales performance and growth prospects
  • A strong pioneering spirit in new product development
  • Manufacturing innovation and the use of technology
  • Quality and continuous improvement
  • Investment in people
  • Evidence of staff training / mentoring

As soon as they announced Packaging Automation as the winner, our table erupted. I was invited to join the senior leadership team on the stage and we danced towards it cheering and clapping to the music. It was such a fantastic feeling. Everyone joined together their faces reflecting pride and elation. This was the culmination of all their hard work.

Packaging Automation at the 2017 E3 Business Awards

When we returned to our table with the award, both Neil and Sam Ashton spoke with pride about their staff, acknowledging that each member had impacted on the organisation’s success.

Neil paid tribute to his staff saying the following:

"I know the effort that’s gone into the last four years by everybody and these awards are not easy to win. Recognition from other industry and business leaders add to all the other positive feedback we receive and it’s great to know we’ve achieved another accolade.

"We have so much more to achieve and many more challenges ahead and with the belief we have anything is possible. We will continue our journey which can only mean more success.

"Well done everyone!"

So, what has been the impact of celebrating success?

  • Celebrating milestones does have a positive impact on employee well-being and engagement. Staff feel that they are contributing to the long-term success of the organisation.

  • It contributes to the stories and myths that will be told in the future about the organisation, e.g. 'Remember when we won that award?'

  • It motivates staff to focus on the next goal, the next award.

  • It helps build collaborative relationships - other organisations are now contacting them to ask for their advice and support.

  • It makes them an employer of choice. Success is contagious!

I feel an immense pride in working with this amazing organisation, who are leading the way in the manufacturing field.

Thank you again for allowing me to share in your successful journey.

With the start of Brexit, Theresa May and her team will have to hone their influencing and persuading skills, which after all, are the key tenets of any negotiation. In a change process or just in everyday work, leaders often come across situations where they need the support of people or groups around them.

One of the key skills of a Leader is the ability to influence others in order to get what they want. To do this effectively they need to be organised in the way they get you to think about the situation and plan their actions. Influencing is the process of gaining the support and commitment of others in achieving your goals.

Influence is about people not things – it comes to a person from another person and it develops through an awareness of what people think about that person and their ideas. What others think is partly to do with the impression a person makes, their manner and the way they speak.

Also, perceived power can give a type of influence, e.g. there is positional power – which is the power of authority or personal power – which is the power relationship building and interpersonal skills.

There are three stages to influencing:

A) Prepare the ground 

This is about building relationships and planning how to handle the situation. There are two sides to preparation, the first is about building relationships and gaining information. Effective relationships take time to develop. We need to invest in others so that they feel we can be trusted. It is also important to keep abreast of any issues which are coming up and could impact on a positive outcome.

The second part of preparing is specific to the situation. Always set yourself clear goals, it is not wise to go into an influencing situation without a clear idea of the outcomes or goals you wish to achieve.

Ask and answer the following two questions every time:

1. What do I want to be doing and feeling afterwards?

2. What do I want others to be doing and feeling afterwards?

You also need to think about how a person is likely to react to any suggestions you may make.

B) Managing the situation

During this phase, it is important to establish rapport to build confidence and trust, this is done by:

- Giving attention to the other person

- Maintaining eye contact

- Greeting people warmly

- Using people’s names

- Being aware of your body language

- Encouraging others to speak and avoid constantly interrupting them

Engaging skills

These are the behaviours which help us gain people’s interest; create empathy and common feelings about critical issues. Building trust and understanding between people includes the skills of: 

- Disclosing

- Listening

- Discovering

- Envisaging and empathising

C) Channelling skills, looking forward and concluding

When satisfactory agreement can’t be reached, highlight key points, summarise difficulties, suggest a way forward, seek reactions and agree how to proceed. It is important to summarise the agreement, decisions and actions, and check reactions and show appreciation.

9 Key Questions You Should Ask Yourself When You Are Preparing to Influence:

1. What do you want to achieve?

2. What are the range of things the other person could offer?

3. What would you be prepared to accept? (In other words, what is your fall-back position)

4. How will you approach the conversation? What tactics will you use?

5. What are the facts and figures behind the situation?

6. What objections may they come up with?

7. How will you overcome these objections?

8. When is the best time to influence?

9. Where will you influence?

If our Brexit negotiators follow a few of the hints and tips above, it should go a long way in helping to achieve a satisfactory agreement.  We wish good luck to Theresa May and her team!

Olive Strachan Resources announces their summer line-up of training programmes with a focus on inspiration and motivation.

Olive Strachan - OSR

Olive says, ‘Both of our country's leading politicians suffered from some rocky moments on the campaign trail, but it was Jeremy Corbyn who eventually smashed the polls to achieve a huge political upset. So how did he do it? The answer is, of course, knowing how to lead.’

But can you learn how to lead people? Does the ability to inspire and motivate people come naturally or is it something you can pick up? For Manchester-based entrepreneur Olive Strachan, it's definitely the latter.

For the past 18 years, Olive has been working to teach professionals how to lead, how to inspire, and how to engage their staff members at her firm, Olive Strachan Resources. She's just announced her summer training programmes and there's a clear focus on delivering the inspiration that managers need to refresh the energy of their staff over the summer months.

July will see OSR delivering training in areas including 'Influencing and Persuading Skills', 'Driving Performance', and 'The Strategic and Inspiring Leader'.

The summer months can also be a time of flux and change in workplaces across the country and that's why Olive will also be sharing her expertise in 'Diversity Inclusion & Unconscious Bias', 'Handling Difficult Situations', and 'Managing Change' towards the end of July.

From August, Olive and her team are slightly switching up their output to focus on how leaders can provide insight and inspiration to their colleagues. 'Delivery Through People', 'The Effective People Manager', and 'Effective Communicator' will all be running from OSR's Manchester office throughout August.

A full list of OSR's summer courses can be found on the OSR website.

Of course, the summer months can be a seriously busy time for some businesses and that's why OSR have announced that all their summer courses will be echoed in September and October. Even if you don't find the time to book a course in summer, there's no need to panic!

From their Manchester office, Olive Strachan Resources have worked with some huge clients including the British Council, Odeon, and CIPD, and has even broadened her horizons globally.

With courses aimed at managers, leaders, and anyone else looking to boost their intrapersonal skills, Olive has something for everyone. Perhaps Theresa May will be wishing she'd taken part in Olive's 'Influencing And Persuading Skills' course this week.

Commercial Director, Sam Ashton of Packaging Automation Ltd – a global engineering and manufacturing company says: “The effect of the OSR Employee Engagement programme has had on all the staff is truly rewarding and promising for the future.”

She adds: “The culture change is evident and everyone is more motivated, it has been an enriching experience for everyone involved.”

OSR's courses are accessible to anyone and very affordable, costing between £150 and £299 + VAT per session, and aim to exponentially increase your workforce's output, helping you to deliver real, workable solutions to every challenge you might face.

If your workplace has questions, then Olive and her team have the answers!

I have just read a report by the World Economic Forum called 'The Future of Jobs – Employment Skills and Strategy for the Fourth Industrial Revolution'. As a Learning and Development professional, consultant and coach, part of my role is to prepare my clients for the future trends which could impact on their business, and the individuals that work in that business. This report together with the CIPD Megatrends report paints a picture of the future where changes in technology, emerging markets, the ageing population, together with a rise in robotics, mean that the jobs we hold dear may not exist in the future.  There may also be a shift in the skills required from technical expertise to interpersonal, soft skills.

The Future of Jobs report predicts that, by 2020, some of the core work-related skills will be overall social skills such as:

  • Persuasion
  • Emotional intelligence
  • The ability to teach others
  • Active listening

One of the most effective methods of preparing leaders, managers and individuals for the future is coaching. Coaching targets high performance and improvement at work, usually focusing on specific skills and goals. As an experienced coach, I see coaching particularly impacting on social interaction and confidence.

A great deal of my work involves delivering training to managers and leaders; so emotional intelligence, influencing and persuading skills are often neglected. Because of the years of austerity and ‘making do with less’, managers have had to focus on achieving goals by delivering on KPIs and aligning all efforts to the organisation's strategic objectives, ultimately ensuring that growth targets are met demonstrating return on investment (ROI). Sometimes, but not always, this can mean that the softer 'people' side of management is neglected.

Why coaching is an effective technique

  1. It focuses on improving performance and developing skills. The starting point is getting the person being coached to look objectively at all aspects of their present situation.  This includes looking at home life, personal life, friends, family etc. as often these impact on their ability to perform well at work.

  2. Personal issues may be discussed, but for business coaching, the emphasis is on performance at work. It is useful at the beginning of the relationship to use a profiling tool, which helps the coachee to better understand themselves and others. This often helps to clarify that the conflict they may be experiencing with others may be because of different personal values and beliefs.

  3. It provides people with feedback on both their strengths and their weaknesses. Working with a coach means that there can be a free and frank discussion, which helps to focus on how the person is perceived by others and their impact and presence.

  4. A good coach will work with you to achieve your goals, whether business or personal. They will sometimes hold you to account, allowing you to push out of your comfort zone to discover your true capabilities. Goals can become just written aspirations without a coach to keep you on track and provide support or challenge when necessary.

  5. The right coach can make the difference between success and failure. Coaching is a skilled activity, so it is important that the person doing the coaching has been trained to do so. Many organisations use internal coaches such as line managers - this can be a benefit or a liability depending on how committed they are to the coaching relationship. As an external coach, I am engaged specifically to coach a member of staff. Often, coaching is bolted onto a manager's job role with no training, so coaching becomes a chore that must be done.

Coaching is not the only way to develop the skills required for the future. In the Learning and Development profession, we recommend a blended learning soluton - this could include classroom, shadowing, a webinar, eBooks, etc. The possibilities are endless.

However, to achieve real behavioural change - particularly when focusing on the soft skills required to build strong relationships and influence others - I feel that at least one of the techniques used should be coaching.

To discuss your coaching requirements, please email info@olivestrachan.com or call +44 (0) 161 209 3950.

5 Reasons Why Taking a Break Increases Your Resilience

We live in turbulent and uncertain times, and right now you can’t look at Twitter, turn on the radio, or watch the news without being informed of some conflict that is either happening or about to happen somewhere in the world. As a consultant, trainer and executive coach, it is vital that I not only keep abreast of what is happening in the UK (e.g. our impending general election) but also maintain a global perspective.

I spent the entire month of March in the Caribbean, visiting the beautiful Nature Island of Dominica. This visit had two purposes: we have plans to establish a consultancy in the Caribbean, but it was also a time to reflect and enjoy a beautiful natural environment of mountains, natural hot springs and tropical rainforests.

I am now back at my desk in Manchester and feeling reinvigorated and refreshed, with a clear focus. I have returned feeling that I have prioritised my values. My break has increased my wellbeing and benefited me, my business and the people in my life - here are 5 reasons why:

 

Dominica

 

1) It allows you to replenish your energy

I recently read a factsheet from the CIPD on developing resilience in times of change. It recommended energy mapping, which involves completing tasks to boost your energy in and your energy out to boost the resilience of others. Energy sources are: Spirit, Mind, Heart, Body and Soul.

I was able to work on all of these during my month-long holiday. We rented a house in Laplaine, a rural community that's not too far from where my mum lives with my sisters and nieces and nephews. The house had Wi-Fi, but we made a conscious effort not to use our phones or watch TV; every morning we work up to the sound of a cock crowing and a friend of my mum's delivering some fresh coconut water and fruit. We would then sit with our morning coffee looking at the deep blue ocean, which was just across the road from us. There is nothing like standing on a boulder with the Atlantic Ocean roaring towards you to demonstrate how insignificant we all are in the grand scheme of things. I was able to put business and life matters into perspective and clarify what was really important to me. 

 

2) It gives you a chance to spend time with people who care for you

In the world we live in, we sometimes feel that life is one big roller-coaster ride of activity - there are always more things to do, deadlines to meet, figures to improve upon. We are constantly being pushed to do more with less!

Make sure you spend time with people who love you and don't judge you. When you relax with friends over wholesome food in warm sunshine, your body relaxes and your sense of well-being increases. After feeling the warmth and affection of family and friends (and my mum's cooking!), I have come away renewed and feeling valued.

 

3) It allows you to connect with nature

I remember reading an article in the Guardian by Richard Louv in which he stated, "the more high-tech our lives become, the more nature we need". He went on to say that humans are hard-wired to love, and that we need exposure to the natural world. The same article discusses research by the University of Michigan, where researchers demonstrated that after just one hour spent interacting with nature, memory performance and attention span improved by 20%.

The delights of Dominica include visiting the Kalinago Territory. The Kalinago are the indigenous people of Dominica, and they live a simple, communal life, carrying on the many traditions of their ancestors. We spent a lovely day eating some beautifully-cooked local food and watching a carving demonstration, which was fascinating. Next came a visit to Scott's Head, a beautiful fishing village that's situated between the gentle, swaying Caribbean Sea and the scarily fierce and noisy Atlantic Ocean - all that separates them is a strip of land. We also went to Portsmouth, where we sat on the sand at Prince Rupert's Bay and swam in the warm sea while watching a beach wedding take place. We visited the amazing Trafalgar Falls, and I immersed myself in a natural sulphur bath at Wotten Waven, where the water coming from the ground and falling into the pool is as warm as a hot bath. All this while surrounded by Dominica's lush vegetation!

 

Waterfall

 

4) It inspires others

In the 18 years that I have worked for myself, I have coached many people and shared my experiences with a variety of acquaintances and friends. Since I returned from my break, many people have asked the question, 'how can you take a month off work?' But if I return refreshed, inspired, and infused with positive energy and a renewed sense of well-being, then I believe I can achieve a lot more! Sometimes, we need to take a step back to see a clearer picture.

 

5) It allows you to refocus on your goals

I am now at home, feeling gratitude for all I have but also with a clearer vision of what I need to focus on in my life - and what I need to let go of. I have made some immediate changes because, while taking the time out to reflect, I realised that some of my activities were not serving my purpose in life. Just those slight changes have already yielded positive results. As Tony Robbins says, "where focus goes, energy flows!"

 

Bath Tubs

Be sure to follow @OliveStrachan on Twitter!

Tools to Help Organisations Deal with Brexit

Every organisation will be affected in different ways by Brexit depending on their sector and specific circumstances, and Human Resources/Learning & Development have a key role to play in ensuring that employees are kept informed and reassured during this time of change and transition.

 

1. Present an unambiguous message from the top of the organisation.

This could come from the CEO or the HR function. There must be clear intent to address employee worries and concerns. It is important that this message re-focuses staff on the business, because during times of uncertainty we tend to focus on our own individual problems, which can cause conflict. For some staff, Brexit can have potentially positive outcomes - for example, some may see it as improving the organisation's competitive position, meaning more work and better job security. UK citizens working in the EU and EU nationals working in the UK - people who may be directly affected by Brexit - will need reassurance and support.

 

2. Make sure you have a strong communication strategy.

At this time, communication is key to building trust. It must be a blended communication approach encompassing:

  • A message from the CEO (which should emphasise the fact that 'we are all in this together')
  • Discussion groups
  • Employee forums
  • 'Town Hall' meetings

 

3. Make use of social media.

Social media has a strong part to play in the two-way communication process. A video message from the CEO shown across all social media platforms ensures that all employees globally receive the same message. Many organisations employ staff whose first language is not English, and a video allows these people to assimilate the message at their own pace and in their own time. Most organisations have their own equivalent of Facebook for employees, which is great for creating communities and allows staff to post comments and pose questions that are important to them. This allows for open communication at all levels of the organisation. It is important that this is monitored by HR to maintain understanding of employee needs and concerns. Another advantage of using a video is that millennials prefer videos that allow staff to listen to the tone of voice and also to see the speaker's face.

 

4. Reaffirm the values that are at the core of your organisation.

Many of the organisations we work with have 'integrity' and 'respect for others' as their core business values. Now is the time to keep staff on track - changes are happening, but you are still the same organisation and your values remain the same. Make sure that employees keep the connection and bring them together using the organisation's values as the thread that holds everyone together.

 

5. Equip line managers with the skills required to manage change.

Brexit means that line managers will have to maximise talent to help build a sustainable business. Some of the key areas that they will need to address are:

  • Inclusion & Diversity - Brexit has, in some instances, widened the cracks in society, emphasising our differences in a negative way. Now is the time to invest in Equality & Diversity training; help staff to celebrate our differences, be aware of unconscious bias, and work together to create a work environment where everyone thrives and feels included.

  • Staff Engagement - Managers need some specific skills to engage staff during these challenging times. Donald Trump's rallying cry is 'Putting America First!' During Brexit, some staff will feel threatened, and we don't always think rationally when our emotional brain kicks in. We start to think more about ourselves and less about others, which can impact on collaborative relationships at work. If we do not work well together, this ultimately impacts on team cohesion and productivity. Managers will have to work a lot harder to get a positive response from their staff.

  • Skills Development - As a HR/L&D professional, I recommend that you create your Brexit toolkit using all the hints and tips discussed above. We have found that this sets the foundations for the future and also alleviates stress, helping the organisation to get ahead of the issue. 
Mar01

Life of HR

Posted by luke

Life of HR

On Saturday 25th of February 2017 I presented a session on the DNA of an Ideal HR Director, this was based around research by Hays Recruitment and the Chartered Institute of Personnel and Development (CIPD). This was part of an event organised by Lancashire CIPD Volunteer Committee and the lovely branch chair Jenny Bond invited me to speak.

The survey had been conducted at a time of significant change for the UK economy and for HR professionals both HAYS and the CIPD wanted to sound out the views of the HR profession and open a debate on:

 

  • What do they think are the skills and capabilities required by the ideal HR Director as we emerged from a global financial crisis?
  • Are the skills and capabilities needed in the future any different from those needed now?
  • And what are the perceptions that junior professional have about the role of their senior colleagues compared to those of the HR Director themselves?

The research focused on three areas:

  • Strategic credibility
  • Business knowledge/acumen
  • Personal credibility

My session was 45 minutes long, it was impossible to cover the full report in this time, plus I wanted make it an interactive session. I shared the research with the audience then gave them the opportunity to share their views. The first question was? What are the key capabilities required by an ideal HR Director in order to contribute to and advance strategic level planning? The report identified the strategic credibility priorities of a leader were:

  • Cultivating a high performance culture the ability to foster collaboration
  • Knowledge sharing across the organisation and encourage a culture of innovation
  • The need to develop a far greater understanding of social media and the opportunities it provides

The audience agreed with the research particularly when it came to social media, I asked for a show of hands from the audience regarding how many of them had a LinkedIn account. Most of the 70-strong audience put their hands up. However when asked if their account was currently in use and frequently up-dated it was a different story! One of my personal recommendations was that as a credible professional in the current climate it was imperative that you create ‘brand you’ which means making sure you use all the tools available to you to get your message out there.

LinkedIn – Key facts and figures

  • 476 million + registered users
  • Fast growing – more than 2 new members per second
  • Global reach – over 200 countries and territories in 24 languages
  • More than 40 million students and recent college graduates
  • 40% of users visit Linked In daily.

Peter Cheese in this month’s People Management states that, “Professionalism is also about belonging to a wider community”! As HR professionals, we need to create our brand and share it as widely as possible. Another community that we should make the most of is the CIPD itself with a community of 140,000 members worldwide.

Business knowledge and acumen

What are the key capabilities required by an ideal HR Director in order to understand and contribute to business operations and planning?

They need to support the business but with a growing external focus, what are the current global trends and what will be their impact? Understand and support the value chain/business drivers and help to actively build sustainability through strategy and policy. It is vital that the HR strategy supports the Business strategy.

This question generated a great deal of response about the way in which HR is perceived by the rest of the business. HR unfortunately is still seen by some Directors as a cost rather than a benefit, if there is a problem it tends to land at HR’s door, but when HR has done a good job and things are going smoothly there is often no recognition or appreciation for a job well done. Often due to excellent policies, due diligence, coaching and other interventions HR has managed to avert a situation that could cost the business a great deal of money or damage their reputation but once again some HR professionals report that this is not always recognised.

If CEO’s are looking for a Director who is commercial and strategic as stated in the March issues of People Management in an article called ‘Secrets of HR Head Hunters’, then HR needs to demonstrate that this is the case. One of the comments made by a delegate at the event was that it is was difficult to gain access to the board to demonstrate your business acumen. A recommendation from another delegate was to:

  • Build a relationship with the CEO outside of the business context
  • Challenge when necessary e.g. making sure we anchor the core values of the business
  • Don’t be risk averse
  • Build trust

It is important that HR understands the whole business not just the people side of things, so demonstrate an understanding of:

  1. Customer satisfaction
  2. Profit margins
  3. Logistics
  4. Distribution.

The final area was around personal credibility – the skills and knowledge required by an ideal leader in order to influence and engage successfully with internal and external stakeholders.

HR needs to be visible throughout the business, build internal networks and have that face to face contact. Too often HR who are supposed to be focused on the ‘people’ side of things is cloistered behind an office door busily focusing on analysing data. That is part of our role; however building a connection with people in the business is extremely rewarding and beneficial. Laura Guttfield who is the HR Business partner at ITN productions is being mentored by the Chief finance officer Bryan Martin she says “HR doesn’t just start and end with people. It stretches across all areas of the business”.

I would like to thank CIPD Lancashire for inviting me to speak at the Life of HR Lancashire CIPD Conference and Exhibition. It was an extremely successful event which I thoroughly enjoyed, thanks everyone for your positive feedback.

References have been taken for this blog from:
The DNA of an Ideal HR Director by HAYS recruitment and CIPD, copyright HAY plc 2014
People Management Magazine March 2017

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Olive with CIPD certificate

When I deliver training on Leadership and Management Skills, I always encourage managers to start with the end in mind - in other words, have a powerful vision of what you would like to achieve and aim for that.

The photograph above is a picture of me receiving an award as a CIPD (Chartered Institute of Personnel and Development) volunteer spanning over 20 years. It was a wonderful moment, and all the sweeter because it was totally unexpected! In April of this year, I will be leaving the CIPD Manchester Branch committee so that someone else can have this fantastic opportunity. As I walked towards the front of the room at the Royal College of Physicians in London where I was attending the Council dinner, I started to reflect on how and why I joined the CIPD committee as a volunteer in 1996.

I had worked in the recruitment industry for many years when I decided it was time to enhance my career prospects by enrolling for a post graduate diploma at Salford University. As it was a CIPD qualification, we were encouraged to join our local committee and we were given all the benefits of attending the events that were available to us as CIPD members. As I was keen to start a new career, I joined the committee straight away and started attending branch events.

My first role on the committee was as Newsletter Editor. This coincided with my leaving the recruitment industry and starting a job with Video Arts. So I was involved in Learning and Development in my day job while completing my post graduate diploma in HR in the evening. A large part of my role for Video Arts was a great deal of client liaison, assisting companies with learning at work day events; selecting training resources; creating a learning culture and becoming a learning organisation. These organisations included: Astra Zeneca, Tameside College, Matalan and Manchester Metropolitan University, to name a few. When I became Newsletter Editor, I saw it as an opportunity to draw together local business and the CIPD. Therefore, I persuaded Astra Zeneca to write an article about their brand new, state-of-the-art learning resource centre. Part of my role as Editor was to gain sponsorship from local businesses for the newsletter, and to place adverts and articles in it. I thoroughly enjoyed this role as it played to my strengths, which are:

  • Building relationships
  • Presenting
  • Persuading and influencing
  • Networking
  • Organising events
  • Business strategy

Over the next few years, I held two similar roles: Group Leader of the Bolton geographical group and of the Altrincham group. These were interesting roles that involved working to a budget and organising speakers, suitable venues and sponsorships. The committee of 22 people was involved in making sure we provided our 5,000+ members with over 30 events - all relevant to HR and Learning and Development or up-to-date employment law.

My next role on the committee was Vice Chair for 2 years, then Chair. The Chair's role was one that I relished, leading over 20 volunteers. I wanted to influence the perception of HR, which was not always a positive one. This was made clear to me when, as new Chair, all bright-eyed and bushy-tailed, I visited a company in Wythenshawe where I attempted to encourage the CEO to get involved with the CIPD. His comment was, "What, spend time with HR people? I would prefer to stick pins in my eyes!"

So, together with my fabulous committee, we met and planned our strategy, which was linked to the PACE values of the CIPD. These are:

  • P - Purposeful
  • A - Agile
  • C - Collaborative
  • E - Expert

I did have my challenges as Chair, and on occasion you do wonder if you are doing the right thing. Fortunately, there was a lot of support and advice from previous Chairs, who have formed the Northern Area Partnership (NAP), Wimbledon HQ, and other committee members. We also had a Regional Coordinator, who was an excellent support. When you have 20+ volunteers aged from mid-20s to 70s, with different backgrounds and cultures and some strong personalities, there will always be some disagreement. But it has made me more resilient.

My highlights as Chair were as follows:

  1. Becoming Chair during the CIPD Centenary celebrations and being involved, together with our committee members, in organising a celebration at the Lowry Hotel.
  2. Being asked to host the HR Business Partner conference when it was held here in Manchester.

  3. Being asked to speak at KPMG on workplace pensions.

  4. Speaking at Barclays Bank on annual hours.

  5. Being chosen by Insider magazine 3 years running as one of the top 100 most influential women in business in the North West.

  6. Receiving an award as Showcase Volunteer, CIPD Pace Awards.

My 20 years on the committee have seen me through 3 career changes: working in recruitment, working in the training resources market, and finally working as a consultant and executive coach. During my time as Chair, I met some wonderful people and forged some strong relationships with some fantastic organisations, who provided much support and friendship: Hays Recruitment, TLT Solicitors, Berg, the ACCA Manchester Members' Network, Pro Manchester, and ACAS. These contacts are still current, and some have become lifelong friends.

It has been an enriching experience - I gave a lot and gained a lot, and I would do it all over again! My final role on the committee is that of the HR Leaders leader and Council Representative, both interesting roles that I have thoroughly enjoyed. The next HR Leaders event is on the 8th of March 2017 at Event City. Starting from 6pm, we have Andy Lancaster (Head of Learning & Development Content, CIPD) as our speaker; places are limited, so book early!

You can also join me at the Life of HR conference with Lancashire CIPD, where I am one of the key note speakers, on 25th February 2017. Find out more here.

Tags:

Make 2017 the Best Year of Your Life

At the end of November 2016, I decided after a challenging year that it was time to invest in my own development. I managed to tick off an item on my 'bucket list' at the same time, as the event I was attending was GoPRO 2016 at the Las Vegas Convention Centre in Nevada. I have always wanted to visit Las Vegas and was able to board a small plane that had been specially cusotmised for sightseeing - we flew over the Mojave desert, the Hoover dam, and the Grand Canyon, where we stopped for a picnic lunch. It was an experience that I will never forget.

Most memorable of all was the experience of walking across the Skywalk, a horseshoe-shaped cantilever bridge with a glass walkway over the Grand Canyon. When you're out on the Skywalk, the rim of the Grand Canyon is 70 feet behind you and the opposite side is 3 miles in front of you. The bottom of the Canyon is 2 thousand feet beneath you - the moment I looked down is one I'll never forget!

After that amazing experience, I felt ready to tackle anything, and I arrived at the GoPRO event ready to absorb, learn and participate.

Olive Strachan at GoPRO 2016

The event featured an interesting array of speakers, including Eric Worre, John Addison, Mel Robbins, Sir Richard Branson, and Tony Robbins. I firmly believe that, in order to achieve success, you need to "model yourself on someone who is already doing what you want to achieve", so to be in the presence of these great speakers and successful entrepreneurs with 20,000 other people was extremely motivational. When I left the event after 3 days, I felt energised, positive, and focused, with a written plan for 2017.

So what did I learn at GoPRO 2016, and why have I already booked for next year's event? Let me share with you the 3 steps that form part of my strategy for success in 2017. The key themes running through the event's 3 days were developing mental toughness, managing your emotions, and having a strategy. Additionally, quite a few of the speakers focused on the question of whether you have an internal or external locus of control; this refers to the extent to which you believe that you have control over the events that influence your life. When you are dealing with a challenge in your life, do you feel that you have control over the outcome? Or do you believe that you are simply at the hands of outside forces?

If you believe that you have no control over what happens and that external variables are to blame, then you have what is known as an external locus of control.

River

 

Developing mental toughness

Mel Robbins, whose popular TED Talk named 'How to Stop Screwing Yourself Over' became world famous, advocates the '54321 - Go!' method. This is based around the power of 5-second decisions. Mel shared with us that she had experienced many years of depression, which impacted on her ability to function well. One day, she forced herself to act by using metacognition, in effect tricking her brain. Whenever she felt challenged or unable to do something, she used her 5 second rule, simply saying to herself, "5, 4, 3, 2, 1, go, action!" This method has helped her to overcome her fears and just keep going.

Richard Branson discussed the importance of taking risks. In his case, he has risked his life for the Virgin brand; his mental courage is underpinned by a strong belief in his company, a love of people, thriving on challenge, and seeing life as one big learning opportunity. A few other sayings that resonated with me were: "Weebles wobble but they don't fall down" (that is, life will serve us a few curve balls, but we can overcome these challenges); "Don't confuse disappointment with disaster" (we often overreact when things go wrong, but reflection and a calm appraisal of the situation can give some clarity); and Tony Robbins's observation that "Success leaves clues - unless you can handle failure, you can never have success".

 

Managing your emotions

John Addison discussed how important it is to manage our emotional response to crises. "What is up to us", he said, is the following:

  • Our emotions
  • Our judgement
  • Our creativity
  • Our attitudes
  • Our perspectives
  • Our desires
  • Our decisions
  • Our determination

"What is not up to us", he continued, is everything else! Successful entrepreneurs learn to manage the things listed above. Part of emotional management is being able to motivate yourself and having a powerful vision - one of the mantras of the GoPRO event was 'focus on the vision; wherever focus goes, energy flows!' People who are unable to motivate themselves must be happy with mediocrity.

Donna Johnson, a successul entrepreneur of 27 years, stressed how important it is to "Learn from the accelerated wisdom of people around you". You need to develop the strength to ignore the doubters, distractions and dream stealers.

 

Having a strategy

Whether you are using social media or other methods of marketing your business, it is important to:

  • Define your marketing strategy
  • Create your identity - describe who you are and craft your story
  • Write a page on why people should buy from you rather than from anyone else
  • Communicate your vision - walk the walk as well as talking the talk!
  • Invest in personal development (e.g. keep reading to increase your knowledge, attend networking events to make new contacts)
  • Create a plan of action and stick to it - be disciplined!

John Addison, who wrote the book Real Leadership, shared some of his hints and tips during the GoPRO event. He talked about 'attacking the day' - not meandering through, but having a purpose! Another pertinent saying of his was "I will do today what others don't, so I will have tomorrow what others won't". Some sacrifice is necessary to achieve our goals.

Olive Strachan

I came away from this event with my action plan for a successful 2017. I hope you find the information I have shared useful; if you have tried any of the above and found it useful, please feel free to contact me and share your success!

Follow Olive Strachan (@OliveStrachan) on Twitter for more insight and inspiration.

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