Teams

What 'skar' is Covid-19 leaving on your business?

Every person and every business has been changed by the impact of public health measures to control the spread of the Covid-19 virus. One big change in the UK has been the furloughing of staff. With several months of the scheme left more than 8 million people who are normally in work are being asked to stay at home.

In talking to clients and networks we’ve heard the benefits of this scheme and the limitations. One thing our team can see is the potential scar the furlough experience could leave on millions of people and businesses. The loss of productive purpose for several weeks or months and the impact of knowing you are ‘not needed’ will change workforces across the country. If businesses think that all their people will be able to switch from furlough to being immediately productive and highly flexible they need to think again.

Cathey Broderick, Greater Manchester Business Growth Hub noted that when lock down eases companies, “will need staff that are more productive, more flexible, than ever.” The nature of work in many businesses will have drastically altered and the patterns of commuting, behaviours and teams will be changed permanently.

So. it stands to reason that for forward thinking companies the question is not, ‘Should we invest in supporting our furloughed staff?’ but rather, ‘How are we investing to support our people?’

Know+Do’s way of enabling companies to ensure the productivity and performance is not scarred by furlough but rather that they are SKAR-red by it! The acronym SKAR stands for:

  • Skills

  • Knowledge

  • Attitude

  • Routine

We’ve pulled our expertise and resources to make a bespoke, 4-week furlough support programme for staff. This is available live online to groups of up to 8 at a time. The training supports their well-being and provides a structure where individuals can be encouraged to keep their edge and be ready to return to work when needed.

The programme is priced at cost to ensure all businesses can make the investment - at just £99+VATpp or £499+VAT for a group of up to 8 people. A video and detailed information leaflet have been produced to explain more.

Whatever your business scale or context, if you have furloughed staff we encourage you to invest in them, ensuring that they and your business are in peak shape after lock down.

If you would like ideas about staff support please contact Andrew or Bernard on info@knowanddo.com or call 0161 2804567; and please stay safe!

Managing Remotely

Over the past few months organisations across the world have had to adjust to working remotely. It does not matter about the size of company, industry or sector; everyone has been impacted. However, one particular role will feel this pressure more acutely - managers.

If you lead a team that until mid-March worked together, maybe sat together in the same room, your team dynamic and culture has radically changed. Not only do you now all know more about each other’s taste in home decor but all ‘normal’ modes of communication have been altered.

From our interactions with business during the coronavirus crisis we’ve compiled 5 pieces of advice for managers to help with the adjustment:

 

1.Understand the different Pressures

Pressure still exists, such as the demands to get things done faster or take on more work. After the initial shock, usual service in organisational needs have begun to resume. This time you are feeling pressure whilst working remotely which means your colleagues are feeling work pressure inside their home space. Home is now not the sanctuary from work it once was for your team. So, ask your team individually how they are managing the pressures of work and what is working well or not for them. Concern is a powerful communication tool, and even when you cannot change the forces pressuring your team they will understand more about the respect you have for them.

2. Screen fatigue is rising

Screens are tiring to look at for hours on end. In our rush to embrace remote working people are starting to get video call fatigue. So ask yourself, does every contact need to be by video? Could some online calls be planned as audio only so you can still share screens or documents but give each other privacy? Maybe even plan ‘old fashioned’ phone calls; as the participants can move on the phone (pace about, make a drink) rather than sit still staring at a screen. So, ask your team what type of contact works for them and when; this gives them control and a stake in supporting good communication.

3. Work is invading homes

There is a home all around your colleagues webcam. What you see on the screen may look calm and nice but behind the camera childcare, schooling, pet feeding, family squabbling, washing up chaos and much more may be happening. A colleague working from home with 3 children will have a very different experience than a person living in a flat alone. Both have positives and negatives, both are managing lock down restrictions, but one of those colleagues may find it much easier to get a calm and quiet place to work than another. So, make sure you understand the home-life your business is entering; practical ways about timing contact or adjusting working hours could drastically increase your colleagues performance and improve their well-being.

4. Leading online meetings is a new skill

Online meetings are not the same as being in the same room. You may have been great at engaging people when they are sat 4 feet from you but now you are reduced to the size of a small toy on their computer screen your presence has changed! Online meetings should involve communication not just information sharing, otherwise you could send an email. Remember, your team can also now mute you if they want to, a magic power many an employee has dreamed about when actually in a meeting room! Therefore, what strategies are you planning to get feedback from your colleagues throughout a meeting, or to ensure they are participating and that they are comfortable? You need to re-learn the art of leading meetings for the online world, so read about other people’s approaches, watch the online ‘how to’ videos and ask your team what they need. This is a new skill you will need to learn it quickly.

5. Explain the impact of change

Uncertainty is now a constant. When your team is allowed to come back to the workplace (which may still be many months away) the working world will not be the same. How we get to work, where we work, when we work and who we have contact with will alter radically. However, one thing as managers we do know is how resistant to change colleagues can be, yet change will be thrust upon us all as we adjust. What do you know about how someone processes change (indeed how you deal with it) and what tools can you give them to understand how to embrace and move with change? We’ve written several articles on this (as have many others) and you could share this understanding with your colleagues so they are better skilled to manage their own response to change. When we notice how people respond to change we can then anticipate as managers practical actions that mitigate the disruption and ease the process.

 

This is a subject that deserves more than 5 tips but the list above is a start to helping you as a manager lead your team in a new way, in new patterns and with new skills.

and if you want to share feedback on this topic or ask more questions, the Know+Do team would welcome a call (online or by phone!) to share ideas.

Teaching Sales to a Sales business

Teaching Sales to a Sales business

I recently ran a sales workshop for a Know and Do client who runs a sales business providing outsourced sales for other businesses. I was sharing this with a friend who asked “Why does a sales business need sales training - surely they should know this stuff?”. The answer is that we all need to be life-long learners.

This short post explores how businesses engage with sales and sales training.

Two Ways to Plan for Success

Project planning is not the most headline-grabbing business function; that is until the project in question goes wrong! But every business must plan projects, whatever the sector or its scale of operation. And projects involve doing something new or different and therefore create a change. This highlights for me the two critical success factors that ALL projects must consider, the human participation in a project, and the purpose of the project.

Planning A Great Team

Team leaders are responsible for creating the conditions that allow great teams to flourish. Such a responsibility is not fulfilled by just learning a formula. It is a dynamic environment with constant movement, requiring re-assessment of expectations and adjustment if actions. So, to help leaders we share the ‘T.E.A.M.’ model as it enables a plan to form as to how to support a group to work at a higher level together