Our businesses and our lives have been greatly affected by Covid-19. Some people have had great struggles to contend with.  For some others this period has had some positive aspects as they have avoided the commute and enjoyed more family time. 

We are now faced with the gloomy predictions of Great Depression-like economic slumps and massive job losses.  Yet there is hope. And opportunity. The opportunity for us, as a society to change, and an opportunity for each individual to make changes to their lives and create a better balance.

Nobel Peace Prize winner and social entrepreneur Muhammad Yunus reminds us that pre-Covid wasn’t actually that great! Although it seems a lifetime ago now, at the beginning of 2020 many of us were protesting for greater climate change reform. Many more were deeply concerned that we were running out of time to reverse the damage we have inflicted on the planet. Extreme weather events had become commonplace. AI and technological disruption were already causing seismic shifts in employment. Mental health issues were on the rise. And global inequality was already obscene. Is that really the world we want to go back to?

An alternative to ‘new normal’

To me the ‘new normal’ everyone talks about smacks of compromise, limitation and lack. Muhammad Yunus suggests that we should not be planning for economic recovery post-Covid, we should redesign the economy and, therefore, business from scratch. I couldn’t agree more.

There are encouraging signs of a reset. The city of Amsterdam has embraced economist Kate Raworth’s Doughnut Economics, a blueprint for redefining priorities as they rebuild after lockdown. Raworth’s model moves away from our toxic obsession with growth and seeks to solve humanity’s 21st century challenge; how to meets the needs of all within the means of the planet.

The need to adapt

We need to adapt. And as we adapt, we need to define what we want this ‘new’ to be, and move towards creating a work/life that provides a healthy balance.

Our embrace of home working and digital solutions is unlikely to recede completely even once a vaccine is found. But, how do we maintain connection and develop strong, resilient and empathetic cultures when people no longer travel to an office or share physical space? This will be a particular challenge as we move into a lower-touch reality; adapting to social distancing regulations, more temporary lockdowns etc. Customers will be more cautious when it comes to physical contact, enclosed spaces and large gatherings. Being less connected poses a danger to our happiness and mental health. So, maintaining a connection must be part of our new lives and new business models/ethos.

Forget new normal, we need ‘New Balance’. Human beings are social animals. It’s no coincidence that the businesses and governments that have fared best during Covid have been led by kind, empathetic, open leaders such as Jacinta Arden.

What can you do to achieve a ‘New Balance’ for your business?

1. Start by focusing on the human-beings within the business and help them find a balance that works for them and for you. Happy, healthy employees with a sustainable balance between their work lives and their home lives will always be more productive, more loyal and stay in the business longer. The business that succeed are those that recognise the human element of their teams and customers.

• Develop systems that recognise we need low physical touch, but high human interaction if we are to remain safe and also connected. Human connection is key – we buy from humans, we are inspired, motivated, loyal to, and supportive of humans – not faceless companies. So, make human connection the key focus – within the parameters of safe physical distancing.  Perhaps this means more communication, or picking up the phone rather than emailing, arranging group Zoom calls, sharing personal anecdotes, and perhaps most importantly, helping both staff AND customers find a new balance in their lives. Share what you’ve learnt, share the processes that work. Maybe even encourage your customers to join you in them!

Here are some practical steps to help make this ‘new balance’ a reality in your business and in the lives of your staff, your customers – and yourself:

1. Eradicate unnecessary work. Take some time to consider what’s really important in your life. If something doesn’t add value at work or at home, eliminate it from your life. Focus on what matters professionally and personally. Focus on what makes you happy. And make these things the priority.

• Master your mornings: Start your day from a place of positivity. Focus on what you want to achieve that day and take a minute or two to remind yourself what you are already grateful for in your life. Write down six things you are grateful for, and six things you absolutely must achieve today. Then use these as your focus for the day.

• On your commute, or while you eat your breakfast (if you no longer commute) read an inspirational book. For example, ‘Meee in a Work Minute’ has 60 one-minute nuggets of wisdom including life hacks, advice, insights, science, short exercises, and thought experiments to ensure you start the day with positivity and confidence. Another great book is A. C. Grayling’s ‘The Meaning of Things’ which had a profound impact on my life. There are dozens of great books (some with audio versions) so pick those that resonate with you.

• Take time out, every day to get outside, ideally in nature or a local park. Walk, pay attention to what’s going on around you. Don’t cut yourself off from what’s around with music, audio books or podcasts. Instead, notice the trees, the bird song, the change of the seasons. Take this time, even if it’s just a few minutes, to learn how to just ‘be’.  Listen. Think. Spend time in silence.

• Connect with people you care about – at work and at home. At work seek to find ways to maintain some of the flexibility that became essential during Covid-19. Honour both the human being and the employee. Use the tips above to help maintain a connection and to find a balance that works for both your business/work and the home lives. At home, talk to each other, eat together as a family. Maintain the strengthened bonds facilitated by the pandemic.

Businesses that have adopted empathetic and human-first approaches are the ones moving forward in difficult times. The businesses that will thrive in the new economy are going to be the ones focused on building community and fostering belonging for customers and employees.

We need to get to a place where human collaboration is valued above competition. Kindness over aggression. An appreciation of the simple, human things that are most important.

ABOUT THE AUTHOR

Sid Madge is founder of Meee (My Education Employment Enterprise) which draws on the best creativity and thinking from the worlds of branding, psychology, neuroscience, education and sociology, to help people achieve extraordinary lives.

To date, Meee has transformed the lives of over 20,000 people, from leaders of PLC’s and SME’s to parents, teachers, students, carers, the unemployed and prison inmates.

Sid Madge is also author of the ‘Meee in Minute’ series of books which each offer 60 ways to change your life, work-, or family-life in 60 seconds.

Web: www.meee.global

Web: www.meeebooks.com

Twitter twitter.com/Meee_HQ
Facebook https://www.facebook.com/MeeeHQ/
Instagram www.instagram.com/meeehq
YouTube https://youtu.be/fISupZWZMQc 
TEDx https://www.youtube.com/watch?v=bR3Cyjs62c8

All customer-facing SMEs are continuing to face challenges as they adapt to Covid-19, and take essential steps to protect staff, customers and visitors.

You probably already have a good supply of PPE, plus information about how to control infection and clean areas.  But this is today.  What about the coming weeks?  How will you know when your risks increase and you need to introduce different steps? Will you be able to notice a new source of infection in good time? This is where regular and methodical testing can help.

It is important to understand that testing can only help if it is effective, and that means being part of a concerted effort with a systematic plan.

Right now, it is a confusing topic and good advice is hard to find. Until the government offers specific guidelines, you need to use your common sense and do the best you can.

You need practical steps you can take to manage testing in your SME. Let’s review what is required.

First of all, the best advice is still to ask staff to monitor symptoms and be aware of what additional risks each staff member may be exposed to.  For example, are they living in a communal environment like a house-share, are they part of a large family with most members working and using public transport, do they use public transport themselves to come to work? All of these will increase their risk. This doesn’t mean they shouldn’t come to work – it’s simply something to be aware of and bear in mind when working out your testing plan.

There are a number of issues to consider when setting up a testing programme and you need to be extremely careful about some of the hidden implications. It is not simply a medical or clinical question, the personal privacy aspects are just as important.

When designing a testing programme ensure it is:

• Planned and documented
• Systematic (even if you are doing random checks, you need to make it clear who is tested, when and how)
• Actionable: you need to know what specific action you will take if certain results are found
• Follows Public Health England (PHE) guidelines and if possible is carried out under clinical supervision. The latter may not be possible, although many occupational health physicians can provide this as a service.

The testing programme must also avoid these pitfalls:

• Improvising/introducing the latest test available without considering the implications
• Testing must not lead to discrimination or the perception of discrimination
• Once the data is no longer needed it needs to be destroyed and the process documented
• Using tests that are not approved by the Medicines and Healthcare products Regulatory Agency (MHRA)
• Interpreting results to one’s own purposes
• Using a system where security of data cannot be guaranteed (e.g. Excel)

In addition, there are number of questions you need to ask when creating a testing programme:

• What type of information will you be collecting and what action will you follow if you found it? For example: Will it lead to more testing of a specific group? How will PPE use need to change? Will shift patterns or workflow etc. need to change?
• What other information will you need to record in order to give context to the testing? For example, this could be linked to risk factors like ethnicity or sharing a household with a person who is at higher risk. 

Example questions, with possible answers, might be:

Why are you in isolation or being tested?

1. I have symptoms (go to symptoms checker)
2. I have tested positive but have no symptoms 
3. Someone else in my household has symptoms 
4. Some in my household tested positive but has no symptoms

If you have symptoms, did they start:

1. Less than 7 days ago
   1. Between 7 and 14 days ago

• What type of test needs to be carried out in relation to any symptoms? Will tests need to be repeated and, if so, at what intervals?

• How will you manage repeated testing? How long is the information valid?

The timing of these questions and answers as well as the related test result is really important; each test is only effective for a very precise period. Test at the wrong time, and the results will lose their meaning. However, the combination of the test result in relation to timing of the symptoms is really meaningful. This is why it’s important to capture these together.

All of these questions need to be asked and answered. Unfortunately, it is unlikely that your current system for recording HR data is ready for the challenge, so a new system of Covid-19 testing is needed.

For example, Thomson Covid-19 Test Manager is a new software platform that manages the testing process, irrespective of where, how and what test is carried out. By using a dedicated testing platform to manage the process, it will be much easier to track the results, know what actions to take, and ensure that everyone who needs to be tested is tested.

There is some evidence that people with a BAME background may be at higher risk. This may mean that they need to be treated differently (for example, testing more regularly, or shorter intervals between tests), however it is essential that you avoid any form of discrimination.

What is the best way to manage this? My advice is to be open and transparent about why and how you want to manage the testing, and, if necessary, get some advice/training about sensitive communication with employees at risk.

Talk to everyone on your  team about the reporting procedure if an employee is found to have Covid-19; how testing will change or increase if a customer or supplier reports they have Covid-19; and what actions will be taken if an individual tests positive.  These areas need to be considered and procedures decided in advance of the testing programme getting underway.

In the UK businesses have specific legal requirements to fulfil a duty of care as an employer.  As there are grey areas it is important to get legal advice to avoid any conflict with existing employment law.  Once you have a) specific advice, both on the clinical and legal aspects of your testing programme, b) well communicated and well understood plans, you’ll be in a good position to move to implementation.

ABOUT THE AUTHOR

Marta Kalas is co-founder of Thomson Screening, developers of the Thomson Covid-19 Test Manager software platform that enables testing providers to scale irrespective of where, how and what test is carried out. Functions include automated reporting at local and national level for bodies including Public Health, Community Health and Employers with data reporting into other systems, as required.

A separate module using questionnaire and risk assessment methodology enables local residents to self-report Covid-19 symptoms with automated reporting to local (or national) Public Health and the ability to automatically push out messaging specific to the individual with symptoms.

Thomson Covid-19 Test Manager is designed to adapt rapidly to fast changing requirements and is fully scalable. The Innovate UK grant enables Thomson Screening to utilise investments made in the core functionality of the company’s products used in the NHS, especially its SchoolScreener Imms product, to rapidly repurpose and deploy the software.

Web: https://workscreener.com/covid-19-test-manager/ 

Twitter: https://twitter.com/SchoolScreener/

Facebook: https://www.facebook.com/Schoolscreener/  

LinkedIn: https://www.linkedin.com/company/thomsonscreening/ 

Your business will have had to tackle many difficulties during Covid-19, though it is probably running relatively smoothly as certain routines have settled down.  We’re now in a phase with increasing numbers of people back at work although many are still working from home.

Your team could almost certainly do with an injection of fun, as you would have done before lockdown, to thank them for their hard work and dedication. However, although they deserve a summer party or team away day, that isn’t likely to happen any time soon. With social distancing, people who are still self-isolating or cautious about going out too much, and parents who simply cannot ask someone else to have the children – a in-person event is probably not on the cards.

So, if you want to host an event to acknowledge your team and boost wellbeing and morale, here are some fun in-person activities that can be done remotely:

1. Gaming Together

I’m sure a lot of parents will tell you that their tween- and teenagers have kept in touch playing games online. But gaming is not just for kids! In today’s world most homes will have a games console of some description, either in the back of a cupboard or in the loft, if not under the telly. Whether it’s the latest XBOX, Playstation or even more interactive Nintendo Wii, now is the perfect time to dust it off and select some competitive games or sports to offer up some healthy competition within your team. The latest models allow us to play interactively with each other. Is it F1, Tennis, Football, Minecraft, Chess, Scrabble? The list goes on and a league leader board can even be set up to motivate those joining in the fun.

• Zoom Cooking

For those who are more into food than drink, online cooking can also be tremendous fun. Much like the dancing, there are plenty of celebrities offering excellent classes, information and recipes for you to try at home. Getting the team together on Zoom or Facetime to cook a chosen dish, bake a cake or create their own whilst judging the end result on presentation – knowing that they all taste delicious – creates a Master Chef show that has never been easier to win. If you need some help or inspiration, we offer cooking classes with all the ingredients delivered to your door and a master cook from an award-winning cookery school taking you through each step on Zoom.

• Remote Workouts

While some gyms have opened for outside classes and others are putting in measures to reopen safely, this is another activity team members can get together to do remotely. Perhaps you could find an activity you think most of the group will enjoy, such as yoga, body balance or a HiiT workout and hire an appropriate instructor to take the team from the basics and progress them on, perhaps weekly, until they can all see an improvement. Alternatively, if you have fitness bunnies on your staff maybe they can share their expertise, perhaps taking it in turns to share their tips on stretches, sit-ups, planks and so on. If a plan can be designed for those looking for that extra push to do exercise, this will be much easier when collectively engaged.

• Zoom Arts

If a gym workshop is not the thing, many celebrities have made dance classes available over lockdown and they are ones that we can all get involved in. Why not set up a team dance.  Perhaps you could all learn a routine to do together when you are finally reunited. The exercise will boost endorphins and could cause lots of laughter. Perhaps it could start a new hobby for some people. If you’re stuck for dance teachers, get in touch, we have some great teachers available who can bring their own music, routines and fun.

Comedy could also be a great team activity. Perhaps you could all vote on a classic comedy sketch, a live stand up performance or an episode of a series. Share it with the group and watch together or separately and then chat online to discuss the best bits.

Music is also a great way to destress and connect with others. Perhaps start a remote choir where you can all sing the same song together. If you have musicians in your business a Zoom session to show and share their talents with others is another great way to build connections. Or just get each team member to share their all-time favourite track or the one song that always cheers them up. Whatever you choose, music is powerful.

• Wine Tasting

If all that talk of activity is making you thirsty, why not try some remote wine tasting. Get the team to buy a bottle or two of the same wine and chat online about what they think of it. When that’s over, some small talk as you might have at an in-person event, is bound to lead to some giggles, especially if they “forget to spit the wine out”! And it means partners and housemates can also join in the fun. Corporate Away Days is partnered with a well-established wine event organiser who can bring selections of wines to your door with optional extras like cheese to accompany. They even have a fun quiz to take part in alongside the tasting – and all of it can be done remotely with no need to get together in-person. 

• Golf and Cycle

Of course, not all activities have to be remote. As the lockdown restrictions continue to be eased, there are options for us to get together in twos and later in smaller groups. Now is a great time to build teams that logistically can meet with bikes or a set of clubs and enjoy timeless banter and exercise either on the golf course or checking out cycle routes close to homes. As long as social distancing is maintained, this is a great way to improve skills and fitness levels until bigger teams can enjoy an organised company away day.

Taking some time to organise events that can involve everyone can only be a good thing for you as individuals, a team and a business. Ask for feedback so you can find the perfect mix of events that can be run remotely for your team.

ABOUT THE AUTHOR

Craig Bulow is the founder of Corporate Away Days, a corporate wellbeing events company delivering engaging, inspiring and exciting events focussed on Wellbeing and Reward activities. Corporate Away Days also creates, designs and builds corporate wellbeing policies and provides leading experts for interactive workshops, seminars and talks on improving mental health and overall wellbeing.

Web: http://www.corporate-away-days.co.uk/

Instagram: corporateawaydays

LinkedIn: https://www.linkedin.com/in/craig-bulow-3b227721/ and https://www.linkedin.com/company/corporate-away-days/

As a business owner you’ll be excited at the prospect of getting your staff back into the workplace.  However, we need to play safe and get everything in place. It is all about keeping you, your team, and your customers safe. Health & Safety needs to be paramount.

In this article we’ll break down ten of the important steps to take today, providing a guideto help reopen as quickly and as safely as possible. 

A quick note on the legal requirements of reopening during a pandemic

What follows is simply our advice on getting back to business. It’s important to read these guidelines in full yourself, before reopening — particularly regarding to the status of lockdown, which could quickly change.

Please click here to check if lockdown measures are currently in place within your business sector.  

Review all government guidelines

To get your business up and running your absolute first priority is to review and follow all government guidelines, so you comply with the law, and protect the safety of yourself, your staff and clients.

For offices and contact centres, for example, the government has released official guidelines that cover eight key sections, ranging from social distancing rules to potential PPE requirements.  Click here to access the entire document when drawing up your coronavirus action plan.

Conduct a COVID-19 risk assessment

As an employer, it is your legal responsibility to protect the wellbeing of staff, suppliers and clients and now it is even more important than ever.

Health and Safety Executive has issued new guidelines that require businesses to carry out new risk assessments in regards to COVID-19.

You can read their official guide for more information on what this needs to cover specifically, and  use this recommended template. Your coronavirus risk assessment should highlight everything you’re going to do to limit the risks of COVID-19 within your space including: enforcing social distancing rules, setting up precise cleaning procedures, providing the necessary PPE, and keeping your staff updated on how you’re going to protect them.

Once you’ve ticked those boxes, display the government’s risk assessment certificate, to help reassure your staff and clients.

 Hand sanitising

Government guidelines advise that frequent handwashing is the most effective way of preventing the spread of coronavirus. But frequent bathroom trips aren’t always practical in a busy office — and that’s where hand sanitisers come in.

Hand sanitisers are a quick and easy alternative to handwashing, and provide an unbeatable solution for minimising the spread, and protecting staff and visitors from COVID-19.

When picking a hand sanitiser, it’s important to be sure that it contains a WHO approved formula and is at least 60% alcohol-based. You’ll also need to think about how the hand sanitiser is presented within your office.

Dispensing stations, for example, are a great idea, as they make it clear that hand sanitiser is available. Placing sanitiser dispensers near your front door, in kitchens, and around desk spaces, shows staff and clients how seriously you are taking the fight against coronavirus — you can even get dispenser units customised with your own corporate branding!

For more information on providing NHS standard hand sanitiser for your commercial space, click here to find out how we can help.

Cleaning & disinfecting

In any workplace, cleanliness has always been important. But now, it’s life-saving.

Keeping your surfaces COVID-secure is going to be a team effort. So, create a clear and focused rota, outlining everything that needs doing.

First, you’ll need to focus on the key surfaces that pose the most risk, computer desks, keyboards, kitchen worktops and any communal office equipment (like pens and notebooks). Ideally, these should be cleaned after every use. That’s why a rota is so important — it’ll help to organise whose responsibility that is throughout the day.

Next, you should create procedures that encourage cleanliness more generally. Really ramp up your toilet cleaning schedule. And ask your staff to wipe down their desks as much as possible — especially if they’re working a shift, picking up from someone else, or preparing to hand over to a colleague.

Government guidelines advise that your ‘usual cleaning products’ will be sufficient for this, so don’t worry about buying any specific formulas. So long as you stick to bleach or alcohol-based solutions, your efforts will be effective.

“Hot desking” or sharing of workstations should be avoided for the time being if at all possible. And if your office has a cafeteria, be extra vigilant that it follows all government guidelines for food hygiene before resuming service.

PPE

Government guidelines stipulate that PPE is only essential in medical environments (other than the new rules for face masks in shops coming in from 24^th July 2020).  However, staff (and clients) might feel more comfortable wearing a face covering. Talk to your team and make face masks available.

Depending on the size of your commercial space, you could also consider installing plexiglass screens around reception desks where social distancing might be difficult to maintain.

Flexible work arrangements

Government rules state that all businesses must provide flexible work arrangements whenever possible. This means allowing your staff to continue working from home if they can.

It’s important to retain some flexibility, especially for those at higher risk. Be understanding of people’s home-lives; if they care for a friend, or home-school children, support them in this.

Remember, it’s still mandatory for those with a fever or new, persistent cough to self-isolate.

Enforce social distancing rules

Official government guidelines state that all staff and visitors must keep a 1m (in England) or 2m (elsewhere) distance at all times.

To enforce social distancing measures:

• Provide 1m / 2m markers that remind staff, clients and any visitors
• Be mindful of the amount of staff working each day/shift
• Space out desks as much as possible
• Consider alternate ‘work from home’ days if space is tight

Break areas should be reassessed, too. If it’s difficult for staff to maintain social distancing while on break, you should consider closing small communal areas, and staggering break times as much as you can.

Clear guidelines and signage throughout your premises

While we’re surrounded by coronavirus news most of the time, it’s still wise to leave a few health and hygiene reminders around your office.

We’ve already mentioned 1m / 2m markings, but there are a number of other visual cues you can lean on during this time. Posters are a great way of reminding people to wash or sanitise their hands, always cover their mouth when they cough, and sneeze either into a tissue or their arm if necessary.

Additionally, if you choose to implement any new procedures — like staggered breaks, or closure of communal kitchen areas — do all you can to make this as clear as possible, to avoid any confusion or frustration.

Manage the risk of transmission

When, or if, 1m / 2m distancing isn’t possible, do all you can to manage the risk of transmission by providing alternative ways of working that put the safety first.

If your office gets easily crowded, encourage working from home and/or take client meetings off-site, in an outdoor area of a local cafe.

Plexiglass screens are a great way of avoiding staff-to-client contact at reception desks.

Consistently monitor employee health/general circumstances

Monitoring the health of your employees is extremely important.  Check in with staff daily. Ask about their health and general circumstances. If an employee is unwell, or if someone in their household has symptoms, immediately grant them sick leave,  as advised by the government.

Encourage your team to be open about their circumstance. Show understanding, and make it easy for individuals to request any time off they need.

I hope this 10-point guide will prove useful.  What is important is that we all do everything we can to keep our team, our customers and our visitors safe.  And remember to keep checking back on the government guidelines so you are fully up-to-date.

ABOUT THE AUTHOR

Hugo Tilmouth is founder of CleanedUp, a spin-off of ChargedUp, Europe’s largest phone charging network. CleanedUp is focused on stopping the spread of the COVID-19 virus by providing a network of hand sanitising dispensing stations in key locations across the country. https://www.cleanedup.green/

The concept of sustainability in business has been around for a long time and there is an exhaustive list of models available on “best practice” standards, means and measures. But since 2006 there is a name that has been whispered as THE pioneering framework to measure and enhance a company’s sustainability performance. That name is “B Corporation”. Over the past 10 years the B Corporation community has grown dramatically from 350 companies to over 3500 globally, and the once-unknown “B Corp Certification” is fast becoming the most sought after and recognisable label for companies that are pioneering ethical business practices.

What is B Corporation Certification?

Certifying as a ‘B Corporation’ goes far beyond recognition for a simple product or service. It is currently the only certification in the world that measures a company’s entire social and environmental performance. From your manufacturing process and governance structure to your charitable giving and employee benefits, B Corporation Certification proves that your business is exceeding the highest possible standards of verified performance.

In the words of B Lab, the certification body, “Certified B Corporations are businesses that meet the highest standards of verified social and environmental performance, public transparency, and legal accountability to balance profit and purpose. B Corporations are accelerating a global culture shift to redefine success in business and build a more inclusive and sustainable economy.” The vision behind the movement is simply that whilst non-profits and governments are integral to solving some of the world’s challenges, it is the business sector that can have the most impact. The certification therefore, rewards businesses that have active engagement to reduce inequality, lower levels of poverty, promote a healthier environment, support stronger communities, and create high quality jobs.

How can B Corporation Certification strengthen your company?

The combination of third-party validation (via B Lab), public transparency, and legal accountability helps certified B Corporations build trust and value amongst their stakeholders. This transcends through your whole company benefiting everything and everyone your business touches – your bottom line, employees, communities, suppliers, customers and the environment.

Simply by the nature of the certification, in that it assesses ALL aspects of a company’s operations (not just its products or services), becoming a B Corporation will strengthen your bottom line, benchmark and improve your social and environmental performance, build your credibility, amplify your voice in the market, enhance your company culture, promote your values, and place you at the forefront of social, ethical and environmental innovation.

Whether you’re a sole trader, a large multi-national, or any other for-profit company structure, your organisation can benefit from the impact and framework that B Corporation certification provides.

Why certify now?

In some circles executives are still reluctant to place ‘sustainability’ at the core of their company’s business strategy in the mistaken belief that the costs outweigh the benefits. On the contrary, academic research by the United Nations, the World Economic Forum, and the Harvard Business Review (amongst many others) points to quite the opposite. In the modern economy, with consumers looking to buy from ethical brands, a company’s bottom line is often a direct reflection of their social and environmental performance. A study by Unilever in 2017 showed that a third of consumers actively seek brands based on their social and environmental impact, with up to 88% of people saying they feel better when purchasing sustainably produced products.

As the global economy seeks to reinvent itself post-Covid, there is even stronger emphasis being placed on the need for companies to be “sustainable”, “green”, “ethical”, “inclusive”, “environmental”. These are all, in a nutshell, the same thing. It is simply a mechanism for companies to look inwardly at their operations, processes and structures with the vision to be “best for the people” and “best for the planet”, whilst also maintaining a strong market share and maximizing profits for shareholders. B Corporation Certification is the ultimate toolkit and the clearest roadmap towards this vision, with accreditation and third-party validation that verifies their social and environmental performance.

How to I become B Corporation Certified?

The certification process is relatively simple but can be time consuming. It typically takes six months to certify from the day of commencement. There is an online assessment to complete, the ‘B Impact Assessment’, followed by a verification and validation process conducted by B Lab. I suggest having a look at the B Corporation website to familiarise yourself with the application and certification process.

Some companies choose to undergo the application and certification process internally; however, by the advice of many executives, a reputable consultancy organisation (such as Enriched Horizons Ltd) is often used to smooth the process and make it significantly easier to complete. These consultants know the B Corporation framework in incredible detail and will guide you to certification with expert and professional hands-on support. Using a consultancy will often reduce the time it takes to become certified by 2-3 months.

ABOUT THE AUTHOR

Ben is Founder and Managing Director of Enriched Horizons Ltd, a new leader in B Corp consulting in the UK. With a diverse background that spans environmental research, wildlife conservation and business management, Ben is the “go to” for any company that wishes to explore and enhance their social and environmental performance. As a Chartered Environmentalist, published scientist, and alumnus of the World Economic Forum’s “Global Shapers Community”, with over 11 years’ professional experience, Ben is recognised as a leading expert in the industry.

www.enrichedhorizons.com/business

Facebook – @enrichedhorizons1

LinkedIn – @enriched-horizons

Instagram – @enrichedhorizons

Remote working has been proving challenging to many of us as we adapt to new ways of working. 

As business owners what can we do to help both ourselves and our team members handle the challenges of remote working?  And how can we do this in ways that help the business and also the individual people involved?

Here are three key challenges and suggestions for you to use in the your business.

First challenge: A Lack of boundaries between home-life and work-life

For people new to working from home one of the challenges can be the sudden dissolutions of role boundaries. One minute the division between work and home is clear, the next it’s all happening in the same place.

Usually the expectation when we are at work in the office is that we act ‘as if’ we have no other roles in life. In return, when we’re at home we can forget about work. This boundary has been steadily eroded since the advent of the mobile phone. But the idea of two different domains held and most people had a transition zone from one the other; the commute. In the main it was clear that different rules applied in the two different domains.

Now, for the first time for many people, the two domains of at-work and not-at-work are happening in the same physical space with not even a transition zone between them. While trying to be ‘at work’, people are surrounded by cues that nudge towards not being at work: doorbells, hungry cats, laundry waiting to be hung, tables that need clearing, grass that needs cutting or a thirsty looking garden. It’s easy to end up feeling that you are neither working as conscientiously as you would like, nor are you keeping your home as you like it. How can we manage work-life balance in this new situation?

How to deal with this

There are different ways of dealing with this. You can pretend there is still a boundary: put on the suit, enter the office with your packed lunch, and not emerge until you’ve ‘finished work’. For most people this is impossible, for a minority the structure and routine will be essential.

For true night owls this is a chance to redesign the working day to suit them. Potter about all day, get cracking after supper and power on until the wee hours.

A better strategy for most of us is to go for balance rather than boundaries. It’s a good policy to take a break from your computer every 40 minutes or so. This is both on mental effectiveness grounds, it’s hard to concentrate fully for much longer, and on physical health grounds, it’s not good to stay sitting still for long stretches. So take a break and do something active for 10 minutes, such as watering the plants, hanging up the laundry, or playing with the dog.

Whatever strategy you choose, it’s a good idea to have a clear marker between predominantly work time, and predominantly home time. So take a run, have a shower, walk the dog, or mix a cocktail to mark the transition for yourself and those around you.

Second challenge: Staying motivated

For some people the challenge becomes one of motivation. Without the regular blips of pleasure they experience joshing with colleagues or chatting inconsequentially about nothing much, the day begins to seem all work and no pleasure. In this situation mood can quickly drop and then it can be hard to motivate ourselves to get on with things, especially things we aren’t looking forward to, don’t enjoy, or find hard to do.

How to motivate yourself

There are a number of ways of managing this. Some are general techniques from regular work management advice. Break big projects down into small tasks. Set clear targets for the next hour, day, week. Make a list, prioritise it, and tick things off as you achieve them. Take breaks. Decide at the end of the previous day what the first task is for tomorrow.

Then there are more psychological tips. For example, use a task that you are looking forward to as a reward to yourself for doing the less pleasant one first. Do hard tasks in small bursts, followed by a reward of some kind such as having a sweet treat with your cup of tea, or taking five minutes exercise going to post that letter.

In addition, you can focus on how you can use your strengths to help you achieve your goals. Strengths are the things we can do naturally, easily. Using our strengths tends to be motivating and confidence building and enjoyable. Think about how you can recraft your job so that you spend more time using your strengths while you are working. If you want to know more about strengths you can take a free strengths test here, or you can purchase a pack of strengths cards to use at home, for a good selection look here.

Proactively manage your mood. Notice when you are starting to flag, becoming lethargic, or cutting corners you wouldn’t normally. Many people are astonished at how much more productive they are away from the distractions of an office, the interruptions, the endless meetings and all the social chat. This means you are likely to be working harder or concentrating for longer periods, both of which are tiring. Think not about the hours you are putting in, but about the mental energy you are expending. Pay attention to the signs that you are becoming fatigued and take a break.

You can boost your mood by doing something physical, by ringing someone for a chat, or by watching something funny, for example. Think about what gives you a little blip of pleasure and be sure to include many of them in your day.

Third challenge: The impact on relationships

Finally I want to think about the effect of working from home on relationships. For many people their main relationship network is their work colleagues. Quite often the people they work with are also the people they socialise with. Working from home, especially under C-19 conditions, can cause a real change in the pattern of the relationships. Sustained for years by daily incidental contact, fuelled by interest in the ongoing mini-sagas, or latest leisure passions, they tootle along without anyone needing to give them much thought. When those opportunities for lots of micro-moments of connection are suddenly lost, the friendship, which seemed so solid, can whither on the vine.

What to do

The most important thing is to notice what is happening. Those of an extrovert nature are most likely to quickly miss the camaraderie of work and to start picking up the phone to call colleagues or to set up a zoom meeting the moment they are bored or need a distraction. The less naturally social need to make a much more conscious effort to stay in touch and may prefer to do it through texts and emails, sending things they think will interest their colleagues. Even so, it’s a good idea to make sure you speak to someone in a social downtime way, rather than a purposeful work-oriented way at least once a day. Easy if you are living with others, much harder if you live on your own, but very important to your health and wellbeing.

The shift to remote working presents challenges, particularly in the current circumstances.  However, by following these suggestions in your business you can help yourself and your team members to overcome them. 

ABOUT THE AUTHOR

Sarah Lewis C.Psychol., is the principal psychologist at Appreciating Change, a strengths-based psychological consultancy that is committed to applying well-researched positive psychology ideas and interventions to workplace challenges and opportunities at an individual, team or whole organization level.

Sarah is an associated fellow of the British Psychological Society, a principal member of the Association of Business Psychologists, and a member of the International Positive Psychology Association.

Sarah is an acknowledged Appreciative Inquiry and Positive Psychology expert, a regular conference presenter and author of ‘Positive Psychology at Work’ (Wiley), Positive Psychology and Change (Wiley), ‘Appreciative Inquiry for Change Management’ (KoganPage) and Positive Psychology in Business (Pavilion).

She also collects great positive psychology resources to support consultants, trainers and coaches in their work which are sold through the Positive Psychology online shop. https://www.thepositivepsychologyshop.com/

Web: https://acukltd.com

Twitter: https://twitter.com/sarahlewis1

LinkedIn: https://www.linkedin.com/in/sarahlewis1

Have you ever been in that awkward situation when a presenter stops speaking but you’re not sure if it is the end of the presentation or simply a long pause? Have you ever noticed the end of a business presentation simply falling flat?

Sadly, many people do not dedicate enough time and effort to the closing of their presentations. They either end abruptly, tell the audience they are done, or whisper thank you.

Unless you are blessed with an eidetic memory, most human beings are more likely to remember the start and the ending of any speech or presentation. The recency effect is a memory default where we tend to remember the most recent events; so, it is important to ensure your speech starts with a bang but ends with an even bigger bang!

Here are some steps you can take to make sure your presentations always end strongly:

Make the closing ten to fifteen percent of your speech. This may sound like a lot because most people tend to think the closing is only the last sentence of your presentation, but it should not be. Ten percent of a thirty-minute speech is just three minutes. This gives you a reasonable time to summarise key points, give a call to action or repeat your key messages without rushing. Remember to pause after each key point you want your audience to remember.

Signpost the ending. If you end abruptly you negate the recency effect as the audience’s brains will not be prepared. Most speakers tend to incorporate terms such as ‘in summary’, ‘finally’, or ‘to conclude’ to herald the closing of their presentation. These words will trigger the recency effect and the audience will re-engage – even those who have mentally wandered off.

Craft and practise your ending. Once signposted, every word must add impact to your speech. Do not lean into the temptation to ad lib. Deliver the closing as you have practised it. Going off on a tangent is likely to decrease the potency of your words and lose some part of your audience. You’re also more likely to use filler words such as ahm, err or like. Excessive rambling will decrease your impact.

Design your presentation to build to the conclusion. Make use of effective transitions to link the body of your presentation to the ending. A story to reiterate your key points and repeat your take-away message is a great way to end. This can be a bigger wow factor if you started and ended with the same story and added an unexpected twist. You can also use transitional connectives such as ‘having heard all this, you now understand why’ or ‘I am sure at this point you are thinking…’

Keep your ending as you intended it to be. Very occasionally speakers will lose track of time. When this happens, do not rush to squeeze in every sentence. Acknowledge that you have run out of time. If necessary, cut something before the end, but still deliver your closing. Experience will help you become more adept at timings. 

Make the most of your body language. If you are presenting in-person to the room, make the most of your body language. For example, standing in a fixed position, arms at your side and slowly looking around at your audience with a smile on your face, in most cases, will quieten a room. Try and get eye contact with specific audience members at different points around the room to spread calm and silence. When the room is quiet and you have everyone’s attention, then start your ending.

You can use a similar principle on video too. Face the camera, stay still, pause, possibly look around at the attendees on your screen (although you can’t make eye-contact in the same way, the gesture is clear), and then, having signposted with this body language, start your ending.

This ‘pause’ will need to be shorter via video than it would be if you were on-stage, but the aim and the effect is the same. It’s a signpost, a form of transition, it breaks the state and wakes everyone up!

Vary your voice. Monotony kills most speeches, especially if they are over five minutes. Everyone has their own voice/tone, but a great speaker will always vary their tone and intonations during their speech. Your closing and final words should be delivered using your own voice/tone. This will come across with more authenticity and sincerity. 

Use the stage purposefully. This only applies if your speech involves you moving around on stage. If it’s just your head and shoulders that can be seen on screen, then ignore this point! However, if you are on stage, whether the audience is in the room with you, or watching via a live stream and seeing the entire stage, then this point applies.

Each story or each point should ideally take place at different points on the stage. Movement will attract the attention of your audience; you determine the level of subtlety or exaggeration depending on your audience and what you are comfortable with.

Two thirds from the back and in the middle of the stage is where you should stand to end your speech. This enables you to see your entire audience and focus all their attention on you. 

If your speech involves a podium or limited movement, use technique for body language described above.

Introduce the wrap-around technique. Expert speakers do a wrap-around and tie the closing of their speech to their opening. For example, the speaker may ask a rhetorical question at the start and ask the same question at the close using the closing minutes to give their answer.

How you structure the closing of your speech will depend on your intended outcome. Do you want to leave your audience with a takeaway message, a call to action or a feeling?

An informative speech should always end with a short summary of the main points presented. Try to stick with three main points as audiences tend to remember a list of three.

Your final sentence should remind people of why this important and what is in it for them or end on a quote that complements or strengthens your message. Remember to give the source of your quote first then say the quote and not vice versa. This will focus the audience on the message and not who said it.

A speech that involves a call to action must appeal to ‘pathos’, the emotions of the audience.

No other tool can evoke a range of emotions as well as a well told story. Choose a short, impactful story that reinforces your message. Carefully craft the final line of that story and deliver it word for word. The final line of your story should be followed with a pause then your call to action. Your call to action must not be more than three sentences long.

I hope you’ll find these suggestions useful as you craft the ending of your next business presentation.  With a bit of time and thought your presentations will always end strongly and memorably.

ABOUT THE AUTHOR

Vinette Hoffman-Jackson, DTM is a member of Toastmasters International, a not-for-profit organisation that has provided communication and leadership skills since 1924 through a worldwide network of clubs. There are more than 400 clubs and 10,000 members in the UK and Ireland. Members follow a structured educational programme to gain skills and confidence in public and impromptu speaking, chairing meetings and time management. To find your nearest club, visit www.toastmasters.org