** DEFAULT postresults.contenttypelabel - en-GB **Career Advice
** DEFAULT postresults.summarylabel - en-GB **
According to Bersin by Deloitte, ‘Organisations with senior leaders who coach effectively and frequently, improve their business results by 21% as compared to those who never coach.’ Coaching, therefore, should not just be a ‘nice to have’, more an indispensable part of a leader’s skillset. Here’s why: The role of a leader Business today is demanding and rapidly changeable and that is mirrored in the role of the leader. While managers may traditionally plan, organise and control, a true leader must establish a purpose teams can unite behind and develop a road map of how to achieve it. They must harness the talents of their team by taking the time to understand them, involve them and allow them the opportunities for long-term growth and advancement. Removing barriers and driving effective collaboration between teams (or team members) will move the organisation towards shared goals while driving the highest standards – a must in the pursuit of excellence. A leader must be an accomplished team builder – inspiring, motivating and resolving conflict – to create committed and empowered teams. They must focus on long-term results and guide others towards those desired commercial outcomes. Recognition is also fundamental to the development of high performing teams. Leaders can motivate individuals by delivering positive feedback in response to positive actions. By setting ambitious goals they can prevent complacency and mediocracy. The role of coaching in leading teams Let’s look at some of the key skills professionals gain from being coached: • The support needed for peak performance • Adapted learning styles for greater traction • Feedback they can actually apply • Room to work on problems and discover solutions • An environment that fosters independence • Skills which match the organisation’s need We can see a great correlation between the role of a leader and the benefits brought by coaching. Indeed, applying a coaching approach becomes a logical pathway for leaders looking to engender high performance. The coaching skills needed by leaders Some leaders may already naturally possess many of the skills needed for themselves and their teams to excel. However, balancing the dual roles of leadership – delivering on short term objectives while supporting and developing your team – can be a challenge for even the most experienced and successful operators. If people in your team are struggling, the ability to switch to ‘coach mode’, aiding them to problem solve, overcome challenges and ultimately get the best out of them, can be priceless. A Harvard Business Review report defined coaching as ‘a style of management primarily characterised by asking employees questions that help them fulfil their immediate responsibilities more effectively and advance their development as professionals over time’. Leaders that apply these coaching techniques challenge the coachee to think differently, shifting the employee’s thinking from problem to solution. They elicit creativity in the employee which helps progression towards objectives. Employees realise a greater awareness of the business’s needs, take greater responsibility for them and with that, collective team performance increases. Powerful outcomes Undoubtedly, as your leaders master the art of coaching, the improved effectiveness of your teams will help deliver your desired business performance. The opening quote from Bersin by Deloitte demonstrates the potential impact on the bottom line, however the benefits for those businesses investing in coaching skills are numerous. Coaching improves productivity through speed of decision making by empowering employees and managers to make decisions themselves. We see less command and control and more resourceful teams capable of taking ownership of problems and figuring out solutions. Ten to twelve years ago, many leadership experts were talking about the need to lead in VUCA times (Volatility uncertainty, complexity and ambiguity) and that constant change would become an everyday feature of business life. Fast forward ten years and this is certainly true. Looking at the UK and a business landscape dominated by Brexit, the ability to predict the next few weeks let alone the next few months is a challenge. Operating effectively when everything is in a constant state of flux is a must. A coaching driven environment creates greater leadership resilience and agility, not simply in the leaders themselves but also in their teams, helping them to manage changing challenges quickly. It allows them to react to uncertainty without paralysis and today there is a real need for this. Embedding a coaching philosophy across your organisation and ensuring your leaders develop effective coaching skills enables many facets of a business to function more effectively – including: onboarding, engagement, performance, knowledge transfer and development as well as safeguarding the wellbeing of teams. Ultimately, by empowering team members to develop their own talents and flourish, they contribute more significantly to the leader’s objectives and the overall success of the organisation. Leaders who are skilled coaches, capable of switching hats quickly, are therefore critical components that no organisation can afford to be without. INTOO UK and Ireland is a talent management business committed to helping organisations create environments where talent really thrives, true potential is realised and business results are achieved. The 10th edition of our highly regarded Market Insight Report represents the views of over 1,100 professionals, and contains insights from our specialist consultants and key business partners on market and employment trends. If you’re looking to find out more on salary benchmarking and the motivations driving the modern workforce today, download our full report which contains key contributions from Western Union Business Solutions, Women in Fund Finance, Seddons Solicitors and Breaking the Silence.
** DEFAULT postresults.summarylabel - en-GB **
Marks Sattin Reading hosted a SME Round Table event in partnership with EY at our Work.Life offices in February. The topic for the event was innovation and growth. It was a great success with a varied demographic of SME business leaders from across the Thames Valley region. Throughout the morning a number of different topics were discussed but the one that grabbed everyone’s attention was the discussion on innovation. It was interesting to see the various ways organisations interpreted innovation, both in terms of how they define it and how they attempt to tackle and implement it. What does innovation mean for SMEs? For some, innovation was more conceptual and almost unquantifiable, they believed that measuring it was a sure fire way to stifle it. They preferred to give their employees free rein to try new things and see what the results were. Other business leaders felt that innovation should be measured and controlled. They felt that without proper processes in place, organisations could run the risk of time and money being poured into dead ends. They believed having a desired outcome or something to aim towards would help keep them on track or at least help stakeholders decide when to pull the plug and pursue other ideas. In summary, organisations should have some idea of how innovation is going to create value and be commercialised to avoid falling into the trap of innovation for innovation’s sake. Innovation will always be a gamble as it means moving into the unknown with higher degrees of risk- but also a chance of higher rewards. How do we measure innovation? In an ideal world, innovation would be exempt from the usual constrains of time, money and labour – all of which are often already stretched within a SME. In organisations, innovation has to compete for the same resources that any other business unit or function requires. As a business leader, your job is to try to find the right formula, looking at risk versus reward, as well as the right allocation of time and money to keep the business commercially viable. When it comes to innovation there is no secret formula for success and what works for one business won’t necessarily work for another. That is the challenge for an SME business leader - how best to tackle innovation for their business?, how much risk are they willing or able to take?, how much time or money should be dedicated to the discovery of new ideas and the processes or technology which accompany this? They also hold the responsibility of finding the balance between innovation and business as usual. Key questions to consider Does your business have an innovation budget or do they allocate a certain number of hours per month to pursue innovation?How do you decide as a business the right amount of resource that’s required to boost innovation?Do you give your employees free rein to try new things or do you set up a targeted approach to achieve a defined solution or outcome?And is it better to aim for achievable incremental innovation or to aim for that one ‘big’ idea? One thing we all agreed on was that innovation is a journey, not a destination and events like this one are key to keep the conversations and ideas going. For more information on the Marks Sattin Business and Change team, or to view our latest opportunities, visit the Change Management page here.
** DEFAULT postresults.summarylabel - en-GB **
Change Management is a dynamic sector. Its prominence in the world of business has risen in recent years (read our top 5 predicted trends here) - and for good reason. Many companies are now realising that when it comes to implementing change within the workplace, having an expert on hand in the form of a change manager is vital if the workforce, and indeed business, is to transition smoothly to a new way of working. Whether updating business structures or altering an organisation’s culture, change management is a vital part of winning the hearts and minds of staff and diffusing tensions from top-down orders. As we enter 2018, a shifting economy, improvements in technology and a higher demand for experienced staff promises to bring an exciting year for those in change management. It’s growing Indeed, the next 12 months promise to build on the growing awareness of the importance of change management within the business sector. As a relatively new business practice, many organisations have been slow to adopt new approaches to handling change. However, an increased emphasis on staying competitive in today’s increasingly busy market, and on keeping staff engaged and productive - has resulted in a slew of demand for experts who can ensure that any necessary changes in business, whether a merger or a new business strategy, can be done with minimal fuss, and minimal employee disruption. Despite market uncertainty over the past few years, business has also picked up both in commercial and financial sectors, with many companies and banks citing cautious optimism for 2018 as the market picks back up after events like Brexit. Along with this, organisations are looking to implement long-term sustainable growth plans for which change management is uniquely suited. As a result, expect the demand for roles in change management to soar across sectors like IT, finance and consulting: roles that we at Marks Sattin are uniquely suited to place and recruit for. It’s becoming more central to businesses Today, more companies are starting to adopt formal change management methodologies that provide better structure and consistency in the way projects are managed. Indeed, the idea of Change Management Competency will likely become much more popular, allow managers to build flexible organisations that are better able to adapt to the changing market, and more likely to sustain long-term growth; furthermore, change management will likely be built into any long-term organisational plans, resulting in a greater recognition of its importance at management level. Given that only 47% of the UK’s small businesses have a formal business plan for future growth in place, expect demand for change management to soar over the coming months. It’s becoming more complex Change management will likely also develop in complexity over the coming years. Recently, 77% of staff interviewed in a survey by Prosci reported that their change management teams were integrated with their project management teams. This is indicative of a wider trend sweeping the market, whereby change management is becoming more widely used across multiple sectors, and for delivering projects and products - perhaps even playing a key role in solution design - as well as managing in-house changes. Expect the sector to branch out over 2018, with more teams applying change management methodologies to their own projects and staff, broadening its use across departments and areas of business. But the demands of the role are already changing, thanks to technology. The rapid rate of technological and digital advances are cited as a major challenge by 68% of people in business, along with keeping up with new phenomena like digital automation, block chain and digital security: this is also affecting change management. Expect more computer-based training in the future, as managers scramble to adopt and implement new tools, such as online communication, and customised online tools designed to make it ever-easier to do their job, like benchmarking and metrics tools. It’s gaining recognition The future is bright for change management. Along with a projected increase in demand for experienced candidates - since 2011, there’s been a 10% increase in jobs for people in the sector - we’re anticipating training to come to the forefront, with more of a focus on developing a training programme that will teach the next generation of change managers. With that will also likely come a set of standardised industry qualifications that employees can use to prove their credentials within a rapidly-developing industry. One thing is for certain: with an increased recognition of the importance that change management plays within business, we can be sure that the industry is going to grow and develop even further in 2018, taking the sector in new and exciting directions over the next twelve months. At Marks Sattin, we pride ourselves on keeping our finger on the pulse of the changing market, so we can connect talented candidates with the best roles in Change Management around the country. Find out more about what we do here, or have a look at our vacancies here.
** DEFAULT postresults.summarylabel - en-GB **
We’re delighted to welcome Dale Cawley who will be heading up our change management and transformation team in Yorkshire. With five years’ experience in a financial recruitment role, Dale will oversee the permanent and contract change management and transformation recruitment. We’re looking forward to Dale developing and growing out our change division in Yorkshire. Dale’s update on the change management & transformation market in Yorkshire Demand for change management professionals and consultants is continuing to rise. There’s been a notable increase in the number of permanent positions available as larger organisations attempt to reduce spend on contract employees and external consultancies. The consultancy space has been buoyant, with firms looking to develop niche areas and skill sets to give them a competitive edge. This trend is being driven by the need to develop new service lines and bolster existing offerings against a backdrop of economic uncertainty and a changing regulatory landscape. The requirement for change management professionals remains steady across industry. Struggling industries have been looking for change professionals to help them improve processes, control costs and make efficiencies, while industries on the up have been looking to recruit internal or interim expertise to help them develop their back office infrastructure and gear up for growth. Business transformation consultants are in demand, as well as finance systems analysts and managers. Consultants with five to ten years’ consultancy or business change and transformation experience are particularly sought after. How we can help The change management and transformation desk at Marks Sattin is equipped to help you with competitor hiring trends, salary market updates, CV and interview techniques and advice. The candidates within our network vary from programme directors to business analysts from financial services to commerce and industry. We cover financial change, regulatory change, technology change, business change and operational change. Typical roles include: • Programme Director/Manager • Project Manager • PMO • Business / Data Analysis • Test Analyst If you are passively and proactively looking to recruit for your team, looking for a change of roles or require further information on what the market is like then please get in touch on 0113 204 2036 or Dale.Cawley@markssattin.com