Focusing on the scoreboard would have been disheartening and self-defeating, because scoring 3 goals in 45 minutes would have seemed impossible. So, whether by accident or by design, the players and coaches focused on the game: focused on what they were going to do next to score. They believed if they could score a goal, they could get a foothold in the game. They focused on a set of detailed actions and put everything else out of their minds. They reduced all of their feelings and thoughts into what they were going to do next.
Article by 24 June 2020
When it comes to benefits provision, data analytics is more vital than ever before. Against the backdrop of our new working landscape, employers urgently need visibility of the fluctuations in benefits uptake, cost and areas of risk. Tackling difficult decision ... View Article
Article by 23 June 2020
As the lockdown restrictions begin to be eased across the UK, more workers are being asked to return to the workplace and many of us are thinking beyond the immediate crisis and looking to the long term impact on our people and operations.
This is a unique time for employers to really affect change, build resilience in your work force, enhance your organisation’s competitive edge and ensure future proofing to meet the changing nature of the business world, here are my thoughts;
Article by 22 June 2020
The term “unprecedented times” has been used a lot over the last few months to describe the current pandemic. But many businesses are starting to think about the implications of these “unprecedented times” from another, more forward-looking angle.
Article by 19 June 2020
Succession planning is a vital part of future-proofing a business’ long-term viability. But while most organisations have some form of planning in place, the question remains: are they truly planning for the future or are they focusing on finding a fix for their current issues?
Article by 18 June 2020
This month things are starting to open up and some are talking about the “return to normal”. Is this what we really want though? I personally think many people have started to question whether this was all really just to return to the exact same way we were living before the pandemic. Normal, doesn’t sound great from an environmental, political, social and wellbeing perspective to me. The status quo that reigned before the virus hit globally saw 1 out 3 employees feeling disengaged, the rise of unemployment and the rise of mental health concerns. So, my question to all organisational leaders is, is this really what we want to go back to? Is this the legacy we wish to leave as organisations in the world?
Article by 17 June 2020
As the UK begins to introduce measures to ease lockdown, businesses are now considering their ‘exit strategy’ and reflecting on the way they have adapted in the crisis. Whilst they will likely need to make some difficult decisions in the ... View Article
Article by 16 June 2020
While COVID-19 has resulted in many companies reducing their overhead and/or streamlining headcount, it has also driven demand for specific technical and analytical skillsets as companies revise their strategic priorities to respond to and recover from the crisis.
Article by 12 June 2020
Abigail Hunt, Associate Director, Mindset, Deloitte Ventures, Tax & Legal interviews Brennan and asks what role does pausing play in your professional practice? What pattern of pausing and reflecting do you have as an individual? Is it a practice or a ... View Article
Article by 11 June 2020
In the last few months, employees have had to upskill rapidly in practical terms – furloughing, new legislation, virtual working, new technology, revised health and safety policies, industry changes. Not to forget home-schooling.
Article by 9 June 2020