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What can we learn from Barcelona and Iniesta? by Catriona Cookson

Staying with the football theme, I was interested to read an article by Gianpiero Petriglieri, Associate Professor of Organisational Behaviour,at INSEAD about Andres Iniesta’s Farewell match at Barcelona . Iniesta joined Barcelona when he was 12 and was leaving 22 years later having won more trophies than any other player in Spanish history. He’s gone on to play in this World Cup and is off to Japan for the next chapter in his career.

Gianpiero considers that in the modern workplace we are all potentially always on the move, in a state of liminality (yes, a new word for me too), where we are always betwixt and between. And, if we are to be more flexible in the workplace, with multiple moves in our careers, then we and the organisations we work for need to become much better at endings. I’d guess most people would want to be a “good leaver” from one role to the next, and how organisations as well as individuals manage this is key. Today’s leaver could be tomorrow’s client – many consulting firms have wisened up to the power of their alumni network and the opportunities this brings.

And once again the beautiful game comes up with a beautiful story of Barcelona keeping the stadium open for Iniesta until he decided to leave at 1am, when it would earn no money, sell no shirts or win any points ….to allow a great player a moment of solitude and reflection…..and that beautiful picture!

 

Iniesta


Psychometric Tests – even the England football team are doing them!! by Catriona Cookson

Psychometric tests – love them or hate them – they form a part in many hiring decisions. Even if they’re not called “tests”, and are labelled something more user friendly for example, Personality Profiling, it still feels like a test!

Recruiting in the management consultancy sector, it can be frustrating for us to see good candidates ruled out at the first stage as their profile doesn’t match the one the client is looking to hire. This begs the question – Is it really a good idea, business or otherwise, to recruit everyone with the same profile? However, if you don’t match the profile which has been shown to thrive in this firm, maybe it is better to know sooner rather than later when you may have invested a lot of time, effort and preparation into a recruitment process for a role and firm which isn’t ultimately going to be the right fit. I’ve always thought the most useful profiling tests are the ones which are very much part of the hiring decision, taken into consideration with a host of other factors. Perhaps they may be useful in highlighting training and development possibilities or as a guide in how an individual may complement an existing team’s strengths.

On the subject of teams….it seems even the England football team have been doing psychometric profiling to assess who is most suited to taking penalties. It would seem a far more sensible approach – and so far, so good – than just deciding on the day depending on who fancied having a go!!! So, love them or loathe them the profiling tests are here to stay, and as with the football, be true to yourself, answer honestly and don’t try to second guess the goalie!!

Psychometric Test


Networking Groups for Women – Curious to Find Out More? by Liz Watt

One of the joys of developing a Coaching practice has been the opportunity to work on broader personal development projects, and one such has been establishing women’s networking groups.

A networking group can be a powerful thing. But why a women’s networking group? Research shows that one of the ‘unwritten rules’ of advancement in business is to have a strong network, both inside ones workplace, as well as within the wider business community. And yet it is a fact that most women do not have as strong a business network as their male counterparts. A dedicated group therefore provides an opportunity to develop a network amongst your industry peer group and a platform to discuss relevant issues in a safe, supportive and collaborative environment. It is an opportunity to take time away from the office to plan, reflect and learn, gaining confidence through sharing ideas and experiences.

Studies show that membership of a networking group helps increase women’s self-esteem, thus aiding them to reach their full potential.

My first venture has been a networking group for women in Indirect Tax. Established last year, it has really taken off. The founding group is approximately 14 strong, and meets once a quarter for an afternoon. We have a great guest presenter on a topical issue, there is time to discuss any topics that are relevant to the guests, and there’s plenty of opportunity for networking during the afternoon and afterwards. It’s non-technical – the prevailing view was that everyone gets more than enough technical input back at the office!

Indirect Tax Women’s Network Logo - email

So successful has the first group been that group 2 launches this June.

So as an example, our first speaker was Jayne Constantinis who gave a fabulous presentation on communication skills and how we can enhance them.   It was a really interactive session and stimulated lively debate!  Sally Smy of Queen Bee Styling was our pre-Christmas speaker and she gave us loads of practical guidance on personal presentation and how to build a great professional wardrobe that really works.  And then in March,  Jacqueline Heronfar-reaching insights into resilience and stress management and a raft of excellent coping strategies. We have an exciting programme planned for the rest of 2018 too.

I am delighted with how this initiative has taken off and the feedback has been great. For example: ‘a really informative and entertaining session’; ‘took away a lot of interesting points that I will certainly be implementing’ ‘a very friendly and supportive atmosphere for the group’ ‘really interesting and practical tips that can be put into practice easily’.

There seems to be real appetite for the network and the membership is drawn from the profession – Big 4, mid-tier and independent consultancies – and those in industry and commerce. The first group is based in London, for those at Senior Manager or equivalent and above. As well as a second London group, the plan is to establish a regional group and one for newly promoted managers and equivalent, who perhaps have different issues to tackle at this earlier point in their careers.

And of course, there is no reason why this networking initiative can’t be rolled out to other areas too so I will be exploring interest from other niche disciplines.

I’m keen that the networking groups should be inclusive and have been gratified at the support and sponsorship we’ve received from male clients and contacts. If there are any men who would like to find out more about the group, or come along as guest speakers, please let me know!

If you would like to find out some more about the Indirect Tax Women’s Network, or if you are interested in how I might be able to set up a network for your technical discipline, please get in touch for a chat.

Follow me on Twitter  or linked in

 

Networking Group

 


Future Life Plan – Do You Have One? by Liz Watt

We meticulously plan so many aspects of our lives. It starts at an early age – one of the first questions you’ll hear an adult asking any child who can speak is what they want to be when they grow up, the first inkling that most of us will have that there is a bigger picture beyond the confines of our narrow childhood world. Then there is the endless planning that marks the transition from school to University or further education ; the thought and effort that goes into career planning; the intricate detail that is involved in organising the ‘big ticket’ events in life – significant birthdays and celebrations, holidays; and even the more mundane ‘what’s for dinner tonight?’ type of planning.

And yet one area of our lives that is often significantly under planned, or suffers from a lack of deep thought and attention, is what the plan is for life post retirement. Or should I say pre-retirement? As the concept of traditional retirement rapidly evolves, the consideration should be what life might look like post 55 – 60.

An increasing numbers of us are finding ourselves in the position of considering our options at a far earlier stage than previous generations, especially as there is quite likely to be a gap between when we finish conventional employment and when pensions (state or otherwise) kick in. This may be an enforced situation – eg redundancy, or driven by health or family issues; it may be that one experiences a growing realisation that life in the corporate world is no longer as fulfilling and ambitions wane; or one may be in the fortunate position that financially suddenly it is possible to change tack.

Whatever the reason, the reality is that having made the decision to change direction, or retire, many are blind-sided by the question ‘Now What? ‘ Lack of planning can leave a huge gap between the world that was, and the reality that is now. The consequent issues can include boredom, loneliness, ill health, loss of purpose and direction and often financial hardship.

If at all possible I think it makes good sense to start thinking about what your future life might look like a couple of years before the change takes place. That way, you have the time to mentally acclimatize and put the practical steps in place – for example to undertake a good financial health check. You can also consider whether you still want to work and if so, in what capacity? Part time? Consultancy? Do you want to change tack completely and re-train? Or would you like to find some form of employment that simply provides company and a supplementary form of income?

If you aren’t working how will you fill your time? It is worth thinking about what your interests and passions are and how you might develop these. Or maybe there is an unfulfilled ambition or interest that you would like to focus on. It may be that charity work or volunteering are on your agenda. Then there is travel, time with family and friends, and some well-deserved down time to weave into the mix. For most people it will be a combination of all of the above!

In my experience, though, it is those with a sense of purpose that make the most successful transition. Everyone is different and the same plan won’t work for everybody. And undoubtedly there will be some trial and error involved. I have seen some people convinced that they will just want to potter at home find that they are bored senseless and have to return to work; others who had grand plans and find that actually they were far too ambitious. But undoubtedly the happiest and most fulfilled pre-retirees are those that have thought about the change, embrace the opportunities and challenges and go into it with a sense or curiosity about what might be possible.

If you are at the stage of considering your future life, but aren’t quite sure how to go about planning for this next stage and would like some help, you might like to consider my Future Life retirement planning programme. If you would like further information, please contact me Liz Watt – at bltcoaching1@gmailcom.

And if you are an employer looking to help your team with pre-retirement planning, I run Future Life learning lunches. If you would like to find out more, please contact me : bltcoaching1@gmailcom.

 

plant


The Gender Pay Gap – Lies, Damned Lies and Statistics? by Liz Watt

So goes the famous quote attributed to Benjamin Disraeli in the 1800’s, but the same quote could equally be applied to the present day and the gender pay gap statistics published recently.

There has been a tidal wave of comment on the statistics that all employers with over 250 employees have been compelled to disclose on their gender pay gap figures, and the data produced has veered between enlightening to quite frankly shocking.  The Sunday Times published a very good summary of the data and comment on the 8th April and of course there have been myriad articles and discussions in all the broadcast media.

I highlight the Times article though, as part of their wide ranging piece focuses on whether Footsie 100 firms ‘Talk the Talk’ – ie , does their declared gender pay gap reflect what they say about their female staff?  I think a comparison of the statistics and published comments on company websites provides a fascinating insight into the quite often yawning gap between what businesses say about their Diversity and Inclusion policies and what they actually do. Hence the slightly tongue in cheek question in the title of this piece.

I have recently witnessed the discrepancy between words and actions first hand when preparing to establish a women’s networking group. The group is for senior women working in the Indirect Tax profession and members are drawn from the accountancy profession and businesses of all size.   In the focus groups held in advance, I showed all the potential members what their company websites said about women in the workplace and asked them to talk about their own personal experiences of the reality they experienced on a day to day basis.

Needless to say, in a high proportion of cases, the reality was very different from the actual day to day experience and provided real food for thought for the delegates. It gave them the opportunity to reflect on what their businesses say they do in regard to promoting gender balance issues and how they themselves could influence the behaviours of their colleagues and the business as a whole.

Of course, the very fact that these businesses are prepared to support and sponsor their female talent through membership of a networking group says much about their ambition to bridge the gap. These businesses are actively demonstrating their willingness to promote women’s interests in the workplace and are showing their commitment to use whatever means available to them to bridge the gap.

In the same way, the gender pay gap data shines a light on what companies say they do and what they actually do. The light having been shone, the challenge now is for businesses to respond in a positive way and close the gap that these various positive initiatives highlight. The aim should surely be to dispense with the ‘damned lies and statistics’ and embrace a more honest and open culture.

If you would like to find out more about what is involved in setting up a Women’s Networking Group for your sector or business, please contact Liz Watt : bltcoaching1@gmail.com.

And if you are interested in finding out more about the Indirect Tax Women’s Network, either for yourself or for one of your team members, please contact Liz on the above email address, or on 020 7419 6416

 

Indirect Tax Women’s Network Logo 1


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