This webinar discusses some myths that commonly hold people back, a framework for confidence and some practical steps to start creating the life you want.

You can access the recording on the link below!

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I would not be alone in saying that the past few days, weeks and months have been some of the most collectively intense and traumatic throughout human history. And I say that with a shameful awareness that for those who are victims of systemised racism, this shit is nothing new. The bottom is falling out of our world and to quote a personal hero of mine and motivational speaker Lisa Nichols “the best time to build a new foundation is when the current one is being disrupted”.

As a business owner I recognise that I have an opportunity to make real impact. In order to do that I need to commit to long term, meaningful action. I am setting these intentions here simply to put my personal stake in the ground of saying I commit to taking practical steps for the indefinte future. To ensure that I am held accountable. I commit to consciously taking action. I commit to actively seek out opportunities to lift marganalised groups. I commit to dig deeper into myself, my biases and my blind spots. I commit to educating myself and others around me. I commit to being an active ally, now and forever, beyond what I have done before.

This is a moving feast and as we learn and lean into this work more, this will evolve, though as of today I will:

• Use the Roar! Together community as a place to openly and supportively discuss ideas and educate ourselves. Practically, this looks like a monthly book club where we read and discuss literate from the Black community.
• I commit to dedicating my time to mentoring 2 young Black people and will continue to do this ongoing.
• I commit to educating myself on how to become an inclusive coach and create safe, supportive spaces. (I am starting here).
• I have dedicated my career, money, energy and resources to getting more women speaking on stages, though I have never taken committed and conscious action to make sure that is representative of all women and not just my predominaterly white network. I am really noting how I missed that, how I didn’t see it, how I was blind to that. Going forwards I will take additional steps to combat this. Practically this looks like contacting Black communities and actively inviting participation and ensuring free places are given to those communities.
• In my ongoing personal and professional development, I commit to buying from Black coaches, trainers and mentors to both financially support these communities but also continue to learn from others with different perspectives and experiences.
• I commit to trying, putting my ego aside and humility first and to never let this awareness fade away again and to begin a life long journey of becoming an anti-racism advocate.

I am open to any and all thoughts, comments and suggestions.

Thank you

Kirsty x

Over the past few weeks I have ran 2 webinars on how to stay as motivated and enaged as possible during difficult, turulent and frankly demotivating times. Off the back of this I had messaged from business owners and team leaders asking for support on practical ways in which leaders and managers can motivate their teams and those around them. This webinar will support you on how to best support your and engage your team in a healthy, sustainable and positive way.

So many of us (myself included) are struggling with motivation at the moment. We are tired, exhausted and overhwhelmed. This in turn can make us feel incredibly guilty, like we’re not doing enough, not good enough or letting ourselves and others down. This then makes us more overwhelmed and less motivated and so the cycle continues. Yay human experience!

I ran this webinar with three intentions:

1. Create a sense of community, to help us understand that these are not isolated experiences

2. Inspire, uplift and motivate those watching to reconnect with their most fulfilled selves

3. Share a couple of practical frameworks you can lean on and apply on those days where you’re struggling to engage

You can access the recording below, enjoy! <3

WATCH THE REPLAY

A lack of motivation, fatigue and not feeling engaged are common, expected, rational, justified and understanable responses to having our worlds turned upside down.

For many of us this lack of motivation is making us feel guilty, worried that we are losing our “mojo”, losing our skills and forgetting how to do our jobs. Whilst feeling low energy and low mood is completely justified, so many of us want to feel motivated and inspired again. With a big bucket of compassion, this webinar is here to serve you and teach practical ways we can put a bit of pep back in our step.

There are tools and techniques we can use to lift ourselves, and each other up, ways in which you can structure your day to go with your energy and conversations you can have with yourself to reconnect with your goals, dreams and professional ambitions.

This webinar will leave you feeling uplifted, excited and with some skills to carry that through.

According to the World Economic Forum, we are currently in the throws of a fourth industrial revolution that is set to fundamentally change how, where and why we work. Specialist, hard skills will become less valuable, replaced with previously considered ‘soft skills’ such as creativity, emotional intelligence, complex problem solving and coordination with others. In a world where automation, robotics, virtual reality and artificial intelligence will transform how businesses operate and scale, in order to stay relevant and valuable we have to embrace those skills that make us uniquely human. In other words, what were previously considered soft skills, are fast becoming the hard specialisms of the future.

Creativity, perhaps the most valuable skill of the fourth industrial revolution, is still something businesses (even creative agencies themselves) squander rather than foster.  Science is showing us so much about how genuine creativity, those elusive rare sparks of insight, happen and it is perhaps no surprise that the way we commonly structure businesses, run creative brainstorms and expect our employees to create, goes exactly against that new understanding.

Research suggests that the way we typically run creative teams and creative businesses makes our teams less creative.

As new ideas are new neural connections with the brain, and our busy brains are noisy, creativity is inherently a quiet pursuit. Many of us will know this anecdotally throughout our lives; our best ideas often come to us in the shower, when walking the dog or just about to fall asleep, as this is when our brains relax and the new, exciting connections can come to the fore. We seldom get our most exciting, motivating, ground breaking ideas when awkwardly sitting on a beanbag in a boardroom, no matter how many biscuits Dave from accounts brings along. Our best ideas come from quiet, contemplative reflection, or thinking about nothing at all.

This is a topic I was fortunate enough to speak on at the brilliant Carnegie Dartlet conference today, you can see the slides here which shares the research on what science now tells us about hoe creativity happens, neurologically.

Keep reading below to learn how you can start to genuinely develop a culture that will positively impact our teams ability to come up with those rare unique, ground breaking, exciting ideas.

Step 1: Accept that productivity isn’t always billable

If we want to facilitate our teams to have better ideas, we need to create a space for them to think, quietly, without pressure of distraction. I appreciate deadlines happen, clients have expectations and we can’t always walk around the park staring at the trees, business is often unavoidably fast and demanding. A way to counter this is to actively schedule nothing time. Everyone should have at least an hour in their diary a week blocked out for, very literally, staring out of the window. Is this time going to be productive? Hell yes. Is it quantifiably so? Less so.

We need to loosen our grip on people’s time and accept that “doing” is not always visible. Productivity doesn’t always have a specific output but I promise you (and I know this both from the research and the work I have done with many businesses to support this) that reducing the “noise” in people’s heads overall is the most effective thing we can do as leaders to improve our creative abilities.

Creativity isn’t always directly billable, we just have to take that hit.

Step 2: Create novel external stimuli

According to psychologist Dr Robert Epstein, based on his 25 years of laboratory ans field research, one of the recurring factors that consistently determines creativity is a persons ability to surround themselves with novel stimuli, both in terms of their environments, experiences and learning. When we find ourselves in new situations, learning new skills, this positively impacts our creativity as, the more disparate our experiences, the easier it is for our brains to think in different ways and develop new patterns.  It is hard to not walk down the same neural pathways when sitting in the same office day in, day out. Practically, what this looks like for leaders is allowing employees flexibility in terms of where they work, encourage employees to work from coffee shops, home or have meetings walking round a park.

In order to create teams who have brilliant ideas, we have to give them space for new environments which foster new ideas.

Step 3: Don’t default to brainstorms

Nearly all businesses that I have worked with use brainstorms (sitting together verbally discussing and sharing potential ideas) to generate ideas and whilst in some teams these can be effective, extensive research repeatedly shows that brainstorms are not the best way to encourage creativity.

According to the American Psychological Association “Research has consistently found working separately, to be superior to groups interacting verbally […] In over 50 studies, the evidence speaks loud and clear, individuals working separately generate many more, and more creative, ideas than groups. This difference is large and robust.”

The reason generating ideas separately rather than in groups is that when talking we are often doing just that, talking, waiting, responding to social cues rather than generating. A better alternative is to prepare ideas alone, write them down, then submit them for discussion.

Step 4: Make notes of all ideas, all the time

If our most innovative solutions come to us when our brains are quiet, then often our brilliant ideas come to us when we don’t necessarily need them. Dr Robert Epstein suggests making a note of new thoughts and ideas regularly. I personally group these into categories of topics, so I can go back and look through them when I potentially need a new idea. Doing this at a team level can also be incredibly powerful and allows colleagues to expand on other thoughts and ideas.

We need to reconsider what we have always presumed to be “the done thing” when it comes to creativity.

Earlier this month, we asked nearly 300 people to reflect on their biggest workplace struggles of 2019, to better create workshops and content that genuinely serve people. What came out of this exercise though, was a renewed motivation to help support the huge numbers of people that are genuinely unhappy at work, for reasons that are easily managed. 

Scenarios that require collaboration and navigating interpersonal relationships are some of our biggest struggles, alongside feeling motivated, valued and fulfilled. 

 

Relationships with bosses also scored highly, though relationships with co-workers less so. Considerations around productivity, such as managing workload and handling emails, are less challenging.

What do employees want?

We also asked people ‘If you felt completely professionally fulfilled, what would be different?’ to gauge the changes that participants wanted to see within their professional lives.

More autonomy

Professional autonomy and the ability manage one’s own workload was a common theme, with respondents stating

“I’d have total autonomy over how I worked my day/hours.”

“I’d like more autonomy and opportunity to manage my own work.”

“A manager that trusted my decisions and my ability to do the right thing, without always needing to check on me. I know what I am doing, I would like to be able to just get on.”

“I would be happier if I was able to use my initiative more and work independently.”

Less stress

The majority of what would make respondents feel professionally fulfilled were emotional, rather than financial. (Only 8% of respondents mentioned money or salary specifically) and feeling less stressed and worried was a huge part of that. 

“I’d be in a better place mentally and emotionally and it would help me in all other aspects of my life. I’d truly be working to live, not living to work which is how it feels at the moment.”

“I wouldn’t be dreading coming into work. I wouldn’t be stressed the second I open my emails.”

“I wouldn’t feel so stressed and I’d be able to focus on the parts of my job that add real value”

Focus and clarity

For many participants, a desire for professional clarity and focus was a recurring theme. Interestingly there was a correlation between this sentiment and wanting to feel valued and supported, suggesting a lack of direction or objectives, making employees feel lost and consequently uncertain of whether they were doing the right thing. 

“Sit down and create more plans, structure is key!”

Clarity on what I do and my role within the business, especially how it can develop.

“A clearer understanding of what my job is and what exactly is expected of me”

“Have the time to focus on projects that will really move the needle and make a difference without distractions.”

“I’d feel motivated and have clarity in what I actually do.”

Feeling heard

The ability to feel as though you are being heard, believed and listened to is significant in developing professional fulfilment. Interestingly, this notion featured heavily in our research on creating gender parity in the workplace. Without feeling heard, people can feel ignored, undervalued and underappreciated.

“Bosses need to believe me”

“Understanding of how to be heard when you know you’ve got a company changing idea, a good one”

“I would be able to bring forward issues and solutions”

“Have the confidence to suggest changes or discuss them without fear of being fobbed off or ignored.”

Flexible working

Unsurprisingly, a desire to work remotely or flexibly features regularly in professional fulfilment. 

“Flexible working would be key. I work full time and I have a small child. I wish my employer would recognise that sometimes doing the standard 9-5 isn’t possible, but it doesn’t mean that I can’t still achieve as much working around that.”

“I recently took on a remote role that offers flexible working in a department I love. Previous to this I worked in an office in a role I wasn’t at all passionate about. I can already feel the difference in both my professional and working life.”

“Freedom with working hours (not feeling like I have to stay until 5, even though I’ve tied my tasks up by 4.30 for example).”

For some respondents, work is somewhere they “dread going to”, with “toxic bosses”, “sexist cultures” and “political sociopaths” and what is surprising and also pretty fucking sad from this research, is how fundamentally solvable many of these problems are. Within businesses we often group people together and cross our fingers and just hope they get along, communicate effectively and respect each other. In practice, it rarely just happens that way. Clean, productive communication rarely just happens in our relationships and friendships, so why do we expect that to be the case in business environments, when the pressure can often be so much greater? Our current workplace plasters of free breakfasts, beer fridges or team nights out are not meaningful rewards, and in the long term do little to facilitate genuinely happy teams. Nobody in this research requested more work socials, for a more fulfilling work environment. For so many of us we have moved on, we want autonomy to be creative, freedom to spend time with our family and the ability to take care of our emotional health.

Fortunately we have so many techniques at our disposable to ensure better, clearer communication, positive collaboration, inclusive, respectful, empowering leadership and conflict resolution. The reality is, however, is this takes effort and work, it seldom just happens. From the research from this study that so many of you kindly participated in over the course of the coming weeks we will be publishing indepth resources to help you create those environments that do enable true professional fulfilment, you can sign up to be emailed these below!

Please share any comments, thoughts or experiences with us.

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