Search Results for: relationships

Network Rail agrees £1.46bn commercial real estate sale to Telereal Trillium and Blackstone Property

Network Rail agrees £1.46bn commercial real estate sale to Telereal Trillium and Blackstone Property

by • News, Property

Network Rail has agreed terms with Telereal Trillium and Blackstone Property Partners for the sale of its commercial real estate portfolio. Proceeds from the £1.46 billion transaction will help fund the railway upgrade plan, bringing improvements for passengers and reducing the need for taxpayers to fund the railway, according to a statement from Network Rail. Telereal and Blackstone will hold equal ownership stakes and intend to be long-term owners of the estate. Both parties have adopted a ‘tenants first’ approach, cemented in a tenants’ charter, which offers a commitment to engage with all tenants and communities in an open and honest manner. Telereal will oversee the day-to-day property management of the portfolio.

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Flexible hours and opportunities for growth help reduce graduate job-hopping

Flexible hours and opportunities for growth help reduce graduate job-hopping

by • Flexible working, News, Workplace

Flexible hours and opportunities for growth help reduce graduate job-hoppingThe latest generation of workplace recruits, the so-called Gen Z graduates, are more likely to stay in their first role if flexible working and mentoring is on offer, new research claims. According to graduate jobs board Milkround, while over half (55 percent) of new graduates’ plan to stay in their first role for less than two years, 76 percent can be encouraged to stay longer with training/mentorship and 63 percent with flexible hours. They are also ambitious and have high expectations, with 65 percent believing they will work in their dream industry. This impacts what is expected of employers and could hold the key to encouraging this new generation to stay in roles longer. This change in expectations begins before they start their new role – 68 percent of graduates are calling for more detailed job descriptions and 57 percent would like to have an open line of communication with their line manager from the moment they accept a job.

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How do you make your company culture work for everyone?

How do you make your company culture work for everyone?

by • Comment, Workplace

Company culture is the bedrock of any business. And it has been thrown into sharp focus in recent months with many high-profile scandals hitting the headlines such as the discrimination case at Uber. In light of this, many businesses are now investing in – even living and breathing – their company culture. This is of course, great news for employees. Shouting about how your company culture is like being part of a family and how everyone mucks in together may have swayed a new recruits’ decision during their interview. However, have you stopped to think how accessible your culture will be to new team members? Close-knit can often translate to the ‘in-crowd’ and office politics can get in the way of a pleasant working environment if the culture is too close.

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The office will always live on because nothing propinks like propinquity

The office will always live on because nothing propinks like propinquity

by • Comment, Property, Workplace design

Perhaps the most pervasive and enduring myth about the office is that it is somehow dying off. It’s a blast of guff originally farted out at the dawn of the technological revolution in the early 1990s, which has somehow lingered and been stinking the place out ever since. The essential premise behind the idea of the death of the office is that mobile technology makes it possible for us to work from ‘anywhere’ and so that must mean ‘somewhere’ is no longer needed. (more…)

Facilities managers are smarter and more data driven than ever

Facilities managers are smarter and more data driven than ever

by • Facilities management, Flexible working, News, Technology, Workplace design

Facilities managers are responding to a range of macro influences such as changing demographics, the uptake of flexible working, new technology and social change by adopting a new way of looking at the workplace, claims a new report from CBRE.  The report claims to identify the major trends in facilities management, most important that people increasingly want to choose where and when they work and the effect this has on the physical workplace and its features, services and technology.

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Financial centres in UK cities outside London are set to suffer most from Brexit

by • Cities, News

Although news reports about the impact of Brexit on the UK’s financial services sector have focused almost exclusively on London, a new report from the Centre for Cities claims that the decision to leave the EU will have a disproportionately larger impact on the centres in the UK’s other major cities, which employ two thirds of all people in the sector. The report explores the financial and professional services sectors in cities across the UK, and looks at what the relationships are with London-based firms in these industries. The report by the think tank supported by the City of London Corporation London: The geography of financial services in the capital and beyond looks at how much individual cities across the UK export in services, and what proportion of these services exports came from the financial sector.

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Financial stress can impair employee performance and attendance

Financial stress can impair employee performance and attendance

by • News, Wellbeing, Workplace

Financial stress can impair employee performance and attendance

Businesses that fail to tackle their employees’ financial stress are more likely to encounter poor work performance, lack of engagement, mental health issues and staff absenteeism, a new report from Neyber has claimed. Since last year, there has been a significant increase in the number of employees affected by financial worries; up from 58 percent to 63 percent, as well as those with less than one month’s savings; up from 24 percent to 32 percent. This stress on individuals is having a severe business impact. One in four employees said they had lost sleep over money troubles in the last year, one in ten said that they couldn’t focus on work and 6 percent said they had had to take time off work. All this adds up to a substantial cost for employers to bear. Neyber has calculated that the lost productivity and increased absence and employee turnover associated with financial stress costs UK companies in the region of £120.7 billion every year.

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The satisfaction of self-employed people depends on skills development rather than business growth

The satisfaction of self-employed people depends on skills development rather than business growth

by • News, Wellbeing

Developing skills and knowledge is more important for self-employed people’s sense of career progression than increasing their rate of pay, a new report by IPSE (the Association of Independent Professionals and the Self-Employed) and the IPA (the Involvement and Participation Association) claims. The report, Working well for yourself: What makes for good self-employment?, surveyed 800 people across the country about what constituted ‘good work’ for them. First of all, it found that work satisfaction levels are remarkably high among the self-employed. This reinforces the findings of a 2015 CIPD Employee Outlook survey, which showed that general work satisfaction is higher among the self-employed (81 percent) than employees (61 percent).

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WeWork launches new brokering service aimed at small and medium sized businesses

WeWork launches new brokering service aimed at small and medium sized businesses

by • News, Property, Workplace design

WeWork’s announcement of a meat ban last week has attracted a great deal of attention in the media but a quiet announcement put out on the firm’s website on Friday will have more profound implications for the facilities management, workplace and commercial property worlds. In September the firm will launch WeWork Space Services which is targeted at small and medium sized businesses including those that are not current members. It claims that the service will be a ‘holistic, one-stop’ that will meet the real estate needs of its target audience, including finding them the most appropriate office space and resources as well as free membership of WeWork spaces around the world.

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New code of practice for employers to improve health and wellbeing for staff

New code of practice for employers to improve health and wellbeing for staff

by • News, Wellbeing

BSI, the business standards company, has launched a new code of practice for organisations to help tackle a crisis in the mental health and wellbeing of Britain’s workforce. 137 million working days were lost to sick leave in the UK in 2016, with organisations spending £9 billion each year on sick pay and associated costs. The cost of ‘presenteeism’ – where employees attend work whilst ill and do not work efficiently – has also risen sharply in recent years. The code of practice, PAS 3002, provides recommendations to establish, promote, maintain and review the health and wellbeing of workers within an organisation. It considers how health and wellbeing should be incorporated into the working environment and how leadership can ensure health and wellbeing related services are available to employees.

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Employers welcome multi-generational workforce but worry about increased risk of conflict

Employers welcome multi-generational workforce but worry about increased risk of conflict

by • Legal news, News, Workplace

Employers welcome multi-generational workforce but worry about increased risk of conflictImproved living standards, deflating pension pots and legal protection against age discrimination have all helped to nudge up the retirement age. The result is that for the first time since the Industrial Revolution five generations of employees are now working side by side. According to a new survey, two thirds of organisations (66 per cent) say that an age diverse workforce helped the company to have a more comprehensive skillset and knowledge base and more than seven in ten (71 per cent) felt that a multi-generational workforce brought contrasting views to their organisation. However, in the YouGov survey of middle market businesses commissioned by RSM, four in ten companies (41 per cent) said that a multi-generational workforce also increased the risk of conflict in the workplace. (more…)

Leading with purpose is the signature strength of a great leader

Leading with purpose is the signature strength of a great leader

by • Comment, Workplace

David was a reluctant leader. We were introduced through his HR Director; however, he was not happy to see me. He didn’t believe in personal development and he didn’t want to spend time with a coach. He also didn’t have a lot of choice as he’d recently attended an assessment centre to inform his future and there were some consistent themes about his leadership style that needed to be addressed. Key comments included his hypercritical style that would cut people down, unrealistic pace that gave people no time to deliver quality and a tendency to be overly directive which would crush people’s freedom.

 

Know your past to understand your future

Early in our relationship I asked him about his philosophy about leadership to learn why he did what he did and what he thought about the value of his role. It was a short conversation. David’s response was that he wasn’t a leader, he was a technocrat (although he was already accountable for over 3,000 people), and his role was to deliver the numbers. I realized that going head on into leadership was not the answer. I suggested that we step back and explore what had shaped his career so far and to explore implications for his future. He agreed and quickly told me that his life had been uneventful and therefore it would be a short conversation. Two hours later we were still in the middle of running through David’s life experience and we had to reschedule for the next day. Three more hours and David had painted a rich picture of his lifeline and the impact on his career and leadership.

There were three key values that stood out from his story – doing the right thing, setting high standards and getting the job done. These were paramount for David, strongly influenced by his father who had been a significant role model. When we looked at his purpose David was less clear. He knew that he thrived on change and challenging the status quo. He was at his best when required to achieve stretching targets. He was passionate about showing loyalty to others, including friends and family. We explored his purpose until he arrived at an end point, ”Being a creator of opportunity”. This resonated wholeheartedly and ignited his fire.

 

Leading leaders

I asked David what it would be like if rather than thinking traditionally about adopting a leadership role he committed to being purpose-led? He was unsure at first because it didn’t seem tangible enough. I followed up by challenging him to define what being purpose-led would look like if he was to follow being a creator of opportunity on a daily basis? He described the following:

• seek new horizons for the company to grow;
• encourage people to develop and succeed;
• embrace problems as a way to learn and continuously improve;
• build relationships to develop better outcomes;
• stay energized to be at the top of his game;
• leave a legacy for the company, products and people to be in a better place than when he arrived.

By connecting with the evidence of being purpose-led, David tapped into his own internal drive to be the best he could be. I then asked him to consider what would happen if these six factors became the backbone of his own leadership framework. He got it. For the first time David was able to make an authentic linkage between what was most important to him and leadership, rather than it appearing like a dry theoretical concept.

Next, we evolved his framework into a living and breathing way of leading. We created a map which gave him the clarity about what his leadership could look like:

 

 

 

 

 

 

 

 

 

David found that by putting his purpose at the heart of his leadership he was able to integrate what was most important for him and remove previous conflict about how to lead.

 

What is your purpose?

Purpose is the catalyst for personal meaning and reason for being. Your purpose is the glue that binds teams together and the inspiration that enables organizations to outperform. It is the meeting point between your passion and your talent. When you are on purpose you unlock the necessary skillset to thrive in today’s complex world.

So, what is your purpose? To discover your purpose requires an open mind and a genuine willingness focused on peak experiences in your life. Here are three steps to help you find your purpose:

1. Identify peak moments. Ask yourself, when have you been at your best? Most fulfilled? Happiest? For instance, playing sports, travelling the world, hitting goals.
2. Make meaning. What was it about these events that made them so significant? For example, unleashing passion, learning new things and achieving success.
3. Define your why. Reflect upon why your big themes inspire you and how you would describe your ultimate reason for existence.

Once you have found your purpose you are in a position to define what success would look like to be purpose-led. Translating your success measures into actions enables you to lead with purpose every-day. This will become what you are known for, what you are appreciated for and what will bring you ultimate fulfilment.

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Ben Renshaw is a leadership thinker, speaker, coach and author of eight books, including  LEAD! and SuperCoaching. https://www.benrenshaw.com  His new book, Purpose, is now available. 

 

 

 

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