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

“Effective people management and development is essential in supporting productivity, effective skills utilisation, innovation and growth.” Peter Cheese, Chief Executive, CIPD

3 Top Tips for Driving Performance

In order to be productive it is important that managers drive performance within their team. Often a team’s performance is hampered by lack of clarity and direction. Here are my top 3 tips for driving performance and ultimately increasing productivity!

  1. Personalisation

    Create an internal ‘brand’ which draws a line in the sand regarding the past and agree the working methodology for the future! Branding can create leverage and team spirit. The brand should demonstrate the behaviours that the organisation expects from its staff and should have an internal focus as opposed to an external one encouraging employees to get involved and be part of it. An exercise that would get all staff involved would be to create a list of the emotions and adjectives surrounding your brand, then allow your staff to assist in refining the list. Your brand personality will inform all the decisions and form your visual identity for the future.
  2. Strengthen Leadership

    “Leadership is an activity, not a personality or a position”. This is taken from Fifteen Lessons on Leadership from the Video Arts film about Jamie Oliver taking 15 young people and training them to become chefs. The five key lessons which he shares are:
    • Lead the way
    • Show them how
    • Believe in them
    • Deal with it
    • Learn and adapt
    Managers and leaders should be role models to staff by embodying the values and beliefs of the organisation. They need to set the standards they expect and live and breathe the values. Problems that arise should be dealt with promptly and managers need to be consistent and, of course, they need to learn and adapt.
  3. Provide a support framework

    Where people are falling short of expectations for whatever reason there needs to be a series of support mechanisms. They may include coaching; mentoring; learning and development programmes or stress and emotional support.

    Mentoring is a fantastic tool that can boost performance. Mentoring in the workplace can describe the relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. But there is also reverse mentoring where the junior member of staff may have a skill e.g. the use of technology, where they mentor the more mature member of staff to increase their knowledge of social media.

    Pulling these together, creating an internal brand, having strong leadership and providing development opportunities will boost staff performance and productivity!

By Olive Strachan Executive Coach, Staff Development Specialist

“The way you think about yourself determines your reality. You are not being hurt by the way people think about you. Many of those people are a reflection of how you think about yourself. 

“Shannon L. Alder”

Having confidence and self-belief in your abilities is part of the key to achieving your goals. With the present environment of uncertainty we need to refocus our efforts and keep our eye on the prize! By constantly reaffirming what we want and if necessary making adjustments there is no reason why success should not follow. 

Here are my 7 key tips to achieve your goals! 

1. Clarify what your goal is, often when working with managers or staff members there is concern and a sense of failure and lack of self-esteem due to non-achievement of goals. Most of the time it is not due to lack of ability or effort but because of ambiguity. With 1:1 Coaching part of the coaching conversation begins with establishing what the goal is and how realistic it is.

2. The next step is having a plan, having a plan is like putting co-ordinates into Google maps, you may hit the odd diversion but you know exactly where you want to go. Over the years I have coached many people who believe that planning everything stifles creativity and makes them boring. But there is something satisfying about committing something to paper and then seeing it come to fruition.

3. Confidence and self-belief – we all have that certain ‘Je ne sais quoi’ skill, something we are good at that we need to explore. Sit down and complete your own personal SWOT analysis. Or create your own trusted network of contacts who will give you constructive feedback. You need to create your own brand that reflects who you are which ultimately will give you confidence to be you!

4. Purpose - we all need a reason to get out of bed in the morning. I recently read an article about James Patterson the author in the Sunday Telegraph; he admitted that he had been rejected by 31 publishers before being published. He had a purpose and kept going until he achieved his goal. Tenacity and persistence win the day!

5. Resilience – The CIPD in their factsheet regarding ‘Developing resilience in Times of Change’ advise that to develop resilience we need to call upon and develop all our reserves of energy sources:

Soul

Body

Heart 

Mind 

Spirit

It recommends some deliberate activity daily in each of the 5 areas. Nourish each area by challenging yourself, e.g.  If you walk at lunch time (body) try walking faster or taking a different route.  Being able to bounce back in the face of adversity is essential when it comes to achieving our goals. There will be many obstacles along the way and that inner strength and ability to keep going is vital.

6. Tenacity - Make a commitment to yourself that you will not give up at the first hurdle or the second or third! Every challenge you face and overcome makes you a stronger, wiser more capable person.  After 18 years as a business owner there are not a lot of problems that I have not faced. After overcoming each one I felt added wisdom and a renewed sense of purpose. One thing that I have is an unshakeable belief in myself and what I want to achieve.  When I face adversity the song from Chumbawamba comes to mind ‘I get knocked down, but I get up again, you’re never going keep me down!’

7. Learn and adapt – having worked with many organisations and individuals over the years often there is no evaluation completed after a project or a piece of work and so the same mistake is repeated. Evaluating, reviewing and making appropriate changes ensures that we achieve our goals and can then celebrate our success.

Goals must be challenging, allowing us stretch and grow, inspiring us to keep moving forward.  This is reflected by the vision of one of my clients Louvre Hotel Group:

DO, DARE, DREAM

To fashion today’s hotel industry, to imagine the concepts of tomorrow, and to turn our sights towards emerging countries. Such are the stated ambitions of Louvre Hotels Group, a major worldwide player, forever driven by its challenger’s spirit.

Brexit - just change management by another name?

As a UK based SME with some international clients, the vote to leave the EU came as a shock. I knew that the vote would be close, but I was confident that ultimately Remain would win. Post Brexit I feel it is pointless to rake over the coals, beat our breasts and keep complaining. It has happened and we must move forward. The biggest request we are receiving at the moment from our clients is how we can help managers and leaders to cope with Brexit.

Having experienced a few major recessions in my working life and survived, here are a few of my hints and tips on how to ensure we emerge relatively unscathed. My mantra post Brexit is 'What doesn't kill you makes you stronger', a quote from the German philosopher Friedrich Nietzsche. 

Brexit in effect is a massive change process and the skills required by managers and leaders are the ability to deal with change and uncertainty. They must build better working relationships with team members, ensuring that they listen and communicate, provide reassurance and sometimes counselling for those who need it.

In the middle of this sea of uncertainty - because no one can predict the outcome as yet - we hear on the news about the political upheaval and the internal conflicts within various political parties.  Managers/Leaders must provide a beacon that shines amongst the chaos of all this turbulence.  

Something that staff can cling to has to be our company values.  We must keep reinforcing what we stand for as an organisation and what we believe in. Because the impact on the pound, financial markets, the housing market and uncertainty regarding the status of EU workers means that things will change.  

One thing that remains the same is the innate value and purpose of the company we work for. We need to take action that reflects company values and look for some positives. This could be an opportunity to hone your negotiation and influencing skills and ultimately become more resilient. I know definitely after the last recession where I had to seek new international markets for my consultancy services and grow my business by exporting; I emerged stronger with additional expertise and increased confidence in my abilities.

 

My 4 key tips for managing through Brexit are:

 

  1. Consider the potential changes and the impact on the role of employees and leaders.

  2. Identify the skills and attributes necessary for managing the change. E.g. one of the pre-requisites for our next prime minister is that they must have strong negotiation skills so that they can negotiate the deals we require with the rest of the EU. Similarly as an organisation what skills are required to ensure that you are able to navigate the challenging times ahead? Ideally do you possess the talent within the organisation? If not do you need to recruit the right people?

  3. Recognise the psychological impact that is associated with change, the personal responses that staff may manifest and how this will be dealt with. Coaching, counselling and providing support are critical success factors.

  4. Reflect on the impact of change on the organisation, the team and the individual and the challenges this presents. It is important to involve staff, set up some focus groups ask staff for their input and ideas making sure that staff are engaged and employees feel that they have a voice is crucial.

 

Peter Cheese the CEO of the CIPD says that Brexit is a time when we must demonstrate strong leadership and direction,  even if at the moment we are still experiencing VUCA (which is the acronym used to reflect on the volatility, uncertainty, complexity and ambiguity of general conditions).

The main thing to emphasis to our employees is that the 17 million people who voted for Brexit wanted to create something. Within an organisation this could also be an opportunity to create something new but it means that each person is responsible for the outcome, so we are all accountable.

6 tips for getting things done through people!

One of the most challenging aspects of being a manager is getting things done through people. Often, the reason why someone is promoted into a management position is because they are good at their job. To achieve your own personal objectives takes a single-minded determination to succeed; this trait does not lend itself to managing other people. Another common factor (drawback!) of line management in many organisatons is that managers have a dual role of achieving the requirements of their own jobs as well as managing others, which can cause conflict.

Having managed staff for 30 years, here are my top 6 tips for delivering through people!

1. Know your team. Often when coaching managers who are struggling with getting their team motivated and on track, I ask "how well do you know your team?" Unsurprisingly, there are members of their team who they like and get on well with so they can easily describe in detail this person's needs. But other team members are not so well known, time spent with your team in one to ones or staff meetings gives you valuable insight into who they are and what they want and need from you. Models of leadership often stress that effective leadership lies in what the leaders does to meet the needs of each individual and the team itself.

2. Learn and adapt. In conversation with managers they may discuss a certain employee who they have struggled with for years, and with whom they are not making any progress. We then probe into what tools and management techniques they have used to resolve the issue. It often turns out that they have continued with the same method over and over again in the vain hope that it will work. When informed that Einstein's definition of madness is doing the same thing over and over again and getting the same results; the usual refrain is that “it works for me”. But the point is your staff member is not going to respond in the same way that you do. Adapting your style may mean a change in behaviour and sometimes that is not easy. However, a successful manager needs to demonstrate the appropriate leadership qualities and style at the appropriate time.

3. Coaching. One key role of any leader is to coach team members to achieve their best. As a coach you will typically help your team members to solve problems, make better decision, and learn new skills or otherwise progress their role or career.

4. Do not over-promise and under-deliver, particularly during performance appraisal meetings, when staff make requests that are not aligned to the organisation's goals or that are just not feasible. Rather than being honest some managers hint or give vague assurances. You then have an employee who believes what they have been told and is waiting for confirmation that, as agreed, their request is being considered. Many managers, particularly if they are managing a large amount of staff, hope that by just letting it drop it will soon be forgotten about. It may be by the manager but never by the staff member! Trust and credibility will have been lost - two things that are very hard to regain.

5. You can't be everyone's friend! Many problems managers face come from their quest to be their team’s best buddy, rather than their manager. When this happens, they become entangled in a web of their own making. Unfortunately, one day as the manager you are going to have to give feedback which may not be well received regarding quality of work, attendance, attitude or behaviour. Not everyone can separate 'my friend with whom I have a bond of mutual affection' with this person who is telling me what to do! It is a hard one, so I always look for mutual respect and try to be fair and supportive to all my staff.

6. Communication is key. Say what you mean and mean what you say! Ambiguity is the scourge of both staff and managers alike. One refrain that we often hear is "I keep telling them what to do, but they just don’t do it!" But ask yourself: how clear is your message?  Did you type out your request by email at 4.30 just before going home, so you could not be questioned?  Did you share enough information so that the member of staff had a clear vision of your exact requirements? It is vital in this modern age of managing remotely and managing virtual teams that we craft a skilful message, and that what you say is aligned to the company’s goals so that everyone has clarity. Also, give the other person the opportunity to respond and ask pertinent questions.

If you would like to know more about 'Delivery Through People', I will be delivering this programme on the 7th of July at our offices in Manchester:

Olive Strachan Resources
REGUS, Peter House
Oxford Street
Manchester
M1 5AN 

Click here to find out how to book your place.

"Catch a man a fish

Feed him for a day

Teach him how to fish

And feed him for life"

For me, the unknown author of the above quote perfectly captured what coaching is all about: releasing the potential in someone.

Do you use coaching as a resource to cultivate and develop the employees in your organisation? At Olive Strachan Resources, I have coached and mentored people for many years, and I am a great believer in personal development and training. As part of my quest for continuous personal development, I too have embarked on the ILM Level 7 Diploma in Executive Coaching and Mentoring, an intensive and experiential programme which requires extensive practice and reading outside the formal tutorial workshops.

Historically, most of my coaching has taken place inside offices, which can sometimes - if you are in a confined space, having a one-to-one with another individual - can be a very intense and concentrated experience. The ILM focused on a contemporary programme that specialised in coaching but also utilised the environment to further enhance the coaching experience. This involved working with a coachee whislt walking around Lake Buttermere in Keswick. It was truly an amazing experience; the beauty and stillness of the surrounding environment and the sense of being at one with the elements allowed each person to reflect deeply, making use of mind, body, and spirit.

Here is another famous quote that I feel captures the essence of coaching - this one is from Ralph Waldo Emerson:

"What lies behind us and what lies before us are tiny matters compared to what lies within us."

As the summer months approach, I am looking forward to the balmy summer weather, which will offer my coachees at Olive Strachan Resources the opportunity to leave the constraints of the office to embrace and experience the beauty of nature whilst discovering their full potential and finding exactly 'what lies within us'.

An article by BBC business correspondent Jonty Bloom entitled 'Why the Productivity Gap?' states that "bad management alone accounts for a quarter of the difference between the productivity in the UK and that of our rivals"! One question we should ask ourselves is why are our managers falling behind, and have we invested in their development? Being a manager is an extremely challenging role, and without training, support and coaching, they can wreak havoc, resulting in high staff turnover, high sickness rates, conflict and stress.  Having worked as a manager for 30 years, here are my seven steps to being an effective people manager.

 

The definition of management is 'getting things done through people'. Our research shows that post-recession, due to the lack of investment in first line managers, the essential skills of building trust and developing a relationship with staff are the areas that managers find most challenging. As the old adage goes, people do not leave companies, they leave managers, so having managers who are competent when it comes to managing people is an essential tool for any organisation. So what are the essential steps?

 

1. Get the right mindset

 Run your department as a commercial business; understand your place in the organisation, where you fit in and your impact. Read the organisation's strategic plan, and establish how your department fits into this plan. Constantly review your job role and that of your team; often, after working at an organisation for a period of time, we can forget why we were employed in the first place. We tend to perform the parts of our job role we enjoy, not what we are being paid for.

 

2. Define and clarify a clear vision and values

 It is difficult to get employees to achieve goals and gain their commitment if they do not understand where the business is going and their place within it. Do you have a clear vision? What are the values that underpin this? Are you sharing it in a creative way? I recently met a HR Director at a networking event who shared with me his method of achieving this. He put together a festival involving the whole organisation; they had bunting everywhere around the office, for the auditory staff there was music (including karaoke) and for the kinaesthetic amongst them there were games and fun interactions. A key part of this event was getting all staff to take part in the festival, and each individual was given a list of values to choose from. The outcome was that they helped to shape company values. A clear winner was showing appreciation for each other and saying thank you!

 

3. Involve your team in the decision-making process

 We cannot always act on staff feedback, but we can listen and get their opinion. We have all experienced the situation where decisions are imposed on us without any rhyme or reason, leaving us feeling undervalued. The earlier example I gave about the staff involvement in setting the values means that they are more likely to get behind them and support them in the future e.g. for performance meetings et cetera. It also means that we all speak a common language: if I had a penny for each time I have delivered a training programme where the question 'what are your company values?' has been met with the reply 'to make money', I would be a very rich woman.

 

4. Understand what makes your staff tick!

 Whether you use Myers Briggs, the Thomas International DISC model or TetraMap, it is vital that you understand how your team work and how to get the best out of them. When I am coaching a manager who is having issues with getting the best from his/her team, I will often ask them to tell me about their team members: their good and bad points, their strengths and weaknesses, and how they motivate them. Often, they have a particular person they are close to but have not taken the time to have one to ones or delve a little deeper into their team's specific needs. A manager is like the conductor of an orchestra: how can you create harmony without knowledge? When this is brought up during training or coaching sessions, managers often say that they have no time to coach their staff or have one to one meetings. Ignore this at your peril; this lack of knowledge leads to underutilisation of staff, demotivation, and a lack of engagement.

 

5. Hold regular meetings

 Staff need an opportunity to share their thoughts and ideas and receive honest feedback. A meeting should not be the manager just imparting their opinions; if possible, rotate who chairs the meeting, allowing staff to set the agenda. This will give the manager a great insight into the employees' needs. The meeting need not be a long, drawn-out process; three key items on the agenda could be:

  • What have we achieved that we are proud of?
  • What do we need to be concerned about?
  • What do we need to focus on next?

 

6. Communicate and share information

 I do not advocate 'mushroom management' - keeping people in the dark to enhance the power of the manager. Staff are knowledgeable about what to expect from their managers, and they expect to be consulted, listened to, developed, and to receive appropriate praise and rewards. Once, when I was delivering a Customer Services programme, staff on the course had no idea regarding how they were perceived by their customers as the management had not shared with them that there had been an increase in customer complaints. So my training course was the first time they had seen figures and condensed feedback. When they arrived, they did not know why they were attending the training programme; when they left, they were fired up, determined to turn things around with a selection of solutions. Often, the solutions to organisational problems can be found if you communicate and share.

 

7. Sell it to them

It never ceases to amaze me when managers say: 'We have this new initiative, but all my team are against it. They just can’t see the benefit of implementing it!' I always ask: 'How did you sell it to them?' The manager usually replies: 'I just told them that it was happening and we had no choice as higher management said we had to do it.' Well surprise, surprise - negative delivery of the message gets a negative response! Managers often make things difficult for themselves by not preparing how to deliver bad news or change processes to their staff. In order to get everyone on-side, there has to be some time spent preparing what you are going to say and how you are going to say it, making sure it is motivational, with prepared answers for challenging questions.

 

If you have enjoyed these 7 key points for being an effective people manager and want to hear more, our next Effective People Manager course will be held on the 26th of May, at Peters House in Manchester.

https://www.olivestrachan.com/courses/the-effective-people-manager/88

Olive Strachan MSc, HRM, Chartered FCIPD,

CIPD Council Representative and HR Leader 

Managing Consultant, Global Executive Coach and Motivational Speaker

2015-16 Woman of Influence in the North West

I recently attended the 2016 IoD Director of the Year Awards at the Gala dinner ceremony at the Hilton in Manchester.

The Institute of Directors exists to inspire leaders and support organisations. It is the UK's largest and longest-established membership organisation for directors and professional leaders.

The IoD Award ceremony recognises the achievements of business leaders across the region, from entrepreneurs driving innovative start-ups to global organisations with multi-million-pound turnovers.

It was an evening of laughter and joyfulness for the winners and their organisations, and those of us not nominated for an award were just really pleased to be there to support entrepreneurs and be part of a really positive and joyful occasion.

In a beautiful room at the Hilton, there were 350 of us dressed in our finery and doing something we all love doing: celebrating success.

I was invited by Clive Drinkwater from UKTI (encompassing my role as Export Champion), and we were seated at the front of the auditorium, near the stage - which was great because I like to be near the action!

One of the Directors commented on recognition and that resonated with me. He mentioned Maslow and how important it is to receive recognition for your efforts. Whether you use Maslow, Herzerg, or Neuroscience to understand what drives and motivates us, Directors - just like anyone - need someone to say 'well done!'

When I was working in recruitment back at the start of my career, we would view the 'Directors' of the organisation with envy as they walked through the office in their lovely suits. In preparation for their visit, we had to wear our uniforms, have the office cleaned from top to bottom, clear our desks of any paperwork, and sit in anticipation of possibly being the member of staff they spoke to during their visit. I would look at the Directors and think 'what do they do?' After they had gone, there would be lots of grumbling about how privileged they were because the visit would normally end with our manager taking the Director to the best restaurant for dinner before they departed. From my point of view at the time, Directors did not need any recognition as I felt that their salaries, cars, and all the other benefits they received were reward enough.

Fast forward 20 years and I am now the Director of my own business, with staff, offices, a bank loan, two children, and a mortgage. I now have to be the swan: serene above the surface whilst pedalling furiously below. The training market is a turbulent one; as the saying goes, when money is tight, the first thing to go is...training.

My company, Olive Strachan Resources, has weathered two recessions, and this involved sometimes having to make tough decisions (and, consequently, staff redundant) in order to survive. At the height of the recession, I used to go home every night unable to sleep; my hair started falling out, and I was constantly worried. During these difficult times, friends - no matter how loyal they are - eventually get  bored with listening to you sharing your distress, and so this is the time when you need a mentor or a coach to keep you keep on track. 

I would recommend that every director should avail themselves of a coach or mentor at some point in their career. As someone who has run a business for the past 18 years, I also coach and mentor others helping them to reach their full potential.

Fortunately, OSR have been able to withstand two recessions - I am extremely resilient and, with the help of UKTI, I was able find new markets abroad, win an international contract, and bounce back.

My point is that being a Director can be a lonely experience. You have to be a risk-taker and live with the consequences of those risks. When things look impossible, you have to somehow have a vision of how to make it better, think of a solution and mobilise your team to achieve your goal.

So any opportunity to champion business success, recognise and congratulate Directors for demonstrating strength in leadership to drive their organisations forward is extremely positive.

A great source of pride for me was the number of female Directors recognised on the night: Chartered Director of the Year Jo Rizema of WCF LTD, International Director of the Year Emma Sheldon of Vernacare Ltd, Public Sector/Third Sector Director of the Year Yvonne Harrison  of GreaterSport, and Diane Modahl who is CEO of the Diane Modahl sports Foundation she received her award for Director of the Year Leadership in Corporate Responsibility. It was an excellent event and I left feeling extremely positive! 

Recently, I was proud to host another Olive Branch event alongside my good friend and colleague Anne Clews. We incorporated the TetraMap® into the session, which was held at the fab venue of TLT LLP in Spinningfields, Manchester.

Over 30 delegates attended the session to find out about the elements that make up the TetraMap® Tetrahedron. This is the minimum structural system in the Universe (Buckminster Fuller, 1895-1983), a four sided pyramid structure.

TetraMap® is a behavioural model that originated in New Zealand, and I am proud to say that both and I are trained facilitators. This powerful tool helps individuals to better understand themselves and how they can build stronger relationships with others. It is designed to develop an inspirational learning experience. The TetraMap® instrument measures our elemental preferences rather than our strengths and weaknesses.

The event heped delegates to focus on how to build resilience and effectiveness through developing their natural brands. Once everyone had their personal TetraMap® profile, they were given the opportunity to create a clear plan to enhance their natural learning abilities. TetraMap® is the globally-proven learning model that assists in discovering 'who you are naturally and what is your natural fit'. It is based on the elements of nature: Earth (like a mountain is firm), Fire (like the sun is bright), Water (like a lake is calm), and finally Air (like the wind is clear). It is an inspiring model that starts with building upon self-esteem and awareness, and gives a shared framework and approach for the way people think.

Ladies were evenly split into the various elements when it came to the presentations, and the sessions proved to be effective and fun for all. After the Olive Branch event, everyone left with the knowledge that will help them to:

  • Build better relationships
  • Create a vision
  • Be results-focused
  • Have a personal strategy for effectiveness

The feedback was fantastic and many of the ladies have already enrolled on our our TetraMap® Facilitators workshop, taking place 20-22 April in Manchester. If you'd like to find out which elements you are and how TetraMap® can accelerate positive change within your organisation, please contact olive@olivestrachan.com to enrol.

We are pleased to announce that our CEO Olive Strachan has been selected as an Export Champion 2016 to represent the UKTI NW (this initiative is unique to the North West). The first Export Champions were recruited for 2013, and have done a great job spreading the word about the benefits of international trade.

As a region, we in the North West need to sell more products and services overseas, and Olive is determined to encourage and support as many companies as possible to take up the export challenge. Here at OSR, we want to ensure that people know about the opportunities of exporting and the important UKTI North West does. The team alongside Olive are really looking forward to the challenges of 2016 and advocating the excellent work of the UKTI.

We at OSR will be offering courses to support the exporting initiative, including Cultural Sensitivity - A Guide to the Business Culture of the Gulf. This programme will assist UK companies wishing to trade in Gulf markets. It will provide each business with a good knowledge of cultural values and beliefs, as well as essential business etiquette. This course has been developed by experts who have worked and completed business negotiations and traded in the Gulf region. It will arm any professional with the key knowledge required to do business in the Gulf. The programme fits right in with the following OSR Values:

  • Inspiration - Inspiring others to reach their potential
  • Quality - Striving for excellence
  • Passion - Being committed to giving the best we can
  • Integrity - Being authentic at all times
  • Community - Giving something back
  • Collaboration - Providing specialist knowledge

2016 looks like it will be a busy year for OSR, and Olive's dedication and passion shine through at all times. As she steps up to tackle her new responsibilities, she is determined to make exporting great!

World of Opportunity Awaits

Earlier this month I was privileged to be part of the line-up of speakers for the UKTI North West ‘spotlight on the Middle East’ event in Runcorn. This event was specifically to help businesses to understand and take advantage of the opportunities available in the Middle East. This is a topic in the first issue of People Management Middle East. Peter Cheese Chief Executive; CIPD mentions that he believes that HR can make a huge difference in the Middle East. Bearing this in mind the CIPD now have offices in Dubai. They have increased their presence on the ground over the past year hosting several networking events including Peter Cheese speaking at the Annual HR Summit in Bahrain.

Having had the pleasure of working with UKTI North West for a number of years being part of their Passport to Export programme and having availed myself of their excellent services on numerous occasions I find them invaluable and would recommend UKTI to any organisations that operates globally. At the Runcorn event Clive Drinkwater, Julian Birchett, Sandra Thornber and the team organised an interesting and informative experience for all the attendees.

It was an event that I thoroughly enjoyed and found extremely beneficial. Emma Parsons from the Bahrain Embassy gave an informative presentation on living and working in Bahrain offering some excellent hints and tips together with pertinent contacts. Glenn Cooper of ATG Access took us through his journey of building an international business focusing on Saudi Arabia and Iraq, the highs and lows but also sharing the benefit of his experience. Diana from The English Manner shared her experience of working in the United Arab Emirates. As one of the speakers I shared Olive Strachan Resources and my experience of working in Qatar and Bahrain since 2004.

As a speaker on the day but also having the opportunity to listen to other speaker’s one of the key messages that was reinforced time and time again was regarding ‘Cultural Sensitivity’. It is vital to:

Complete your research:
  • Explore and immerse yourself in the culture
  • Learn the laws and the social etiquette
  • Try to learn some of the language – I always learn how to say good morning in the country I am working in.
  • Understand economic drivers and future plans e.g. there is a drive from an almost total reliance on oil and gas to a sustainable future as knowledge and innovation led markets.
Build a personal brand:
  • Have a key differentiator
  • Present yourself well
  • Dress/speak appropriately
  • Have an area of expertise
‘Your brand is what people say about you when you are not in the room.’ Jeff Bezos, Founder Amazon

Know your social media channels:

Know Your  Social Media Channels

So it is vital that your organisation has a social media presence or you will be missing out on a large and lucrative market.

Build your network:

In the Middle East there is a big emphasis on recommendations and being well thought of is more important than being widely known.

Having a previous client refer you to a future one is the most effective manner of creating a presence.

If you are part of a trade or professional body this is a great way of making contact.

I am a member of the Chartered Institute of Personnel and Development and the UKTI are both excellent methods of making contact with international clients. If you attend the annual CIPD conference in Manchester there were many international organisations who were also in attendance and the UKTI have many trade missions that facilitate introductions to business contacts.

Opportunities:

Statistics from CIPD People Management magazine for the Middle East state that 37% of Middle East organisations plan to increase spending on employee training.

Women entrepreneurs are forging ahead in the Middle East and I have first-hand experience of this. A few years ago when I worked in Oman delivering a Springboard session to women entrepreneurs I was impressed by the variety of businesses and the amount of savvy professional women running their own businesses.

In addition, the penetration of smartphones in the Middle East is amongst the highest in the world!

As I previously mentioned having worked in the Middle East for 10 years I would recommend that we grasp the opportunity to work there. I have made some lovely friends who I am in contact with on a regular basis either in person or by using social media. The generosity and kindness I have received has been wonderful.

If you would like any further details about working in the Middle East or to attend our Cultural Sensitivity programme. Call me on: Office : 0161 209 3950, Mobile: 07739 763 750

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