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

The last few months have been very stressful and draining for business owners.  In these circumstances it can be hard to maintain the passion that brought you into the business in the first place.  However, the good news is that despite the difficult times you can reconnect with that passion, and use the opportunity to create a new balance in your life.

Let me share one story with you and then some ideas to put into practice.

About 12 months ago, I worked with a CEO whose company was extremely successful. The focus for the session was ‘communication’, a very challenging problem in most organisations and in life generally. I particularly wanted this client to ‘feel’ leadership rather than ‘think’ strategically.

We met at my farm where we are lucky enough to have space to play with ideas outside in nature. I wanted to engage him with ‘out of the box’ thinking, thus I obtained his permission to work without the sense of sight or language. In other words, to blindfold my client and work without speech; purely by touch. I proceeded to lead him outside using different techniques. Firstly, I was collaborative and supportive, giving him my arm and guiding him with care. Secondly, I gave him the end of a rope to hold and quickened my pace and distance, taking him out of his comfort zone. Thirdly, I went behind him and pushed him gently into the unknown. This carried on until I had exhausted all the different leadership styles that I knew. What he didn’t know was that he was moving towards a horse. Finally, I took him into the outdoor arena and placed his hands on the withers of one of my horses.

What happen next was extraordinary and will stay with him, and with me, forever.

As he felt the strong warm coat of a living thing he spontaneously buried his head in the horse’s side, and he wept. His sense of relief was palpable. The strength and sheer presence of the horse standing strong and patient by his side was immensely poignant. Another living creature had his back and somehow the horse understood that the man simply needed to be in contact with him and needed support. My thoroughbred horse kept completely still. The client was able to let go of his own power for a minute and simply be. To take a breath, feel the moment and gain the insight that it gave him without words, without sight, simply feeling the animal connection and shared understanding.

I asked him whether he was happy to share this powerful moment. Without hesitation he agreed.

“I was born in the high mountains of Pakistan where nature in all its glory is on your doorstep. Connection with all living things had been part of the culture. How far away all that seems now. I had forgotten that deep connection and how much I long for that in my life again”.

He had voiced the core issue that brought him to the farm. Loss of connection with nature.

“I knew something was unfulfilled in my life I now know that the way I am living has to change dramatically. I had all the trappings of success, but no idea why I felt this emptiness inside.”

Later he told me the most liberating aspect of this experience.

“I re-evaluated the way I conducted my business and brought in a senior manager who now runs the day-to-day operation. This has freed me up to connect with nature and I have found this to be a wonderful bedrock of ideas. I am now positioned to utilise my natural creativity and have someone else handle the daily process for me. Our company has gone from strength to strength.”

Why is this story significant? It’s time to look at different approaches.

Here are some suggestions for allowing nature to ground us right now and going forward:

Connect with natural phenomena – Watch a sunrise or sunset, either on your own, or with the other members of your household. The ‘dawn of the day’ and the ‘end of the day’ are perfect times to reflect on the beauty of nature.

Connect digitally – Add a beautifully scenic screensaver to your computer. Change your ‘Zoom’ background to something aesthetically natural. Sometimes these small changes to our regular working lives can reignite our enjoyment of the outside world.

Connect in your kitchen – Simply add some potted plants to the windowsill. There’s something very rewarding about planting seeds and seeing new life grow, taking responsibility for cultivating something organic and beautiful. Science tells us that plants ‘bring happiness’ to a room. Choose some pretty pots and get growing.

Connect in your local area – Walk in the park and count the different types of animals you see, trot up the highest hill in your neighbourhood and take in the vastness of the sky, stroll through the woods and smell the under-forest. There’s an incredibly emotive experience to the feeling that you’re a small part of something bigger.

Connect with adventure – Swim in your local ‘open water lake’. Embrace the brisk water, and the rewarding feeling of being physically connected to nature. The cold water soon feels warmer, enjoyable, invigorating.

Connect with your reading – Find an engaging book that describes and visualises nature. “Rewilding Yourself” by Simon Barnes is particularly good.

Connect with a documentary – Who doesn’t enjoy a David Attenborough documentary? These documentaries are a fantastic way to remind ourselves that there is a world of beauty out there.

Connect with philanthropy – Subscribe to an intuitive, reputable and beautiful wildlife magazine. I find the David Shepherd Wildlife Foundation to be exceptionally good.

Connect with fun – Support your sanctuary or wildlife reserve. When COVID restrictions are lifted, go spend the day with your family, surrounded by the world’s most beloved creatures. For an extra sense of connectivity, ‘Adopt an Animal’ to harness support of the natural world.

Why is it so important to stay connected to nature?

The human spirit can be restored by nature. If we ignore it and continue to believe that manmade solutions can replace our connection to wildlife, we are seriously mistaken.

When I am working with clients I remind them that: We are not in nature, we are nature. One of the wonderful things about nature is that it connects us to the here and now, and also connects us to something bigger than ourselves.  There are huge benefits to savouring the present moment instead of always focusing on the goals of tomorrow. Using the suggestions for connecting to nature will help you reconnect with your passion for your business and in turn help you to establish a new balance in your life.

ABOUT THE AUTHOR

Rosie Tomkins is founder of the Natural Capital Consultancy and author of ‘N-stinctive’, an inspirational book that introduces an alternative to traditional leadership training by unlocking the power of the natural world to provide strength and confidence to people who are shouldering huge responsibility.

Rosie’s clients include the GB Olympic hockey and England rugby teams, the NHS and multi-national companies in the airline, engineering and pharmaceutical industries.

Website – www.n-stinctive.com

Instagram –  https://www.instagram.com/nstinctiveintelligence/

Twitter –  https://twitter.com/n_stinctive

YouTube – https://www.youtube.com/channel/UCgCuRgTFuoWKk4BaHSlQirg

Facebook – www.facebook.com/nstinctiveintelligence/

Are you taking to the saddle to commute to work? But what to wear? There are some great independent brands creating functional and stylish clothing and kit for cycling to work. And there’s not a fleck of lycra in sight.

Cycling is definitely becoming a popular option for getting to work as the pandemic continues – crowd free, gridlock free, and free. And there hasn’t been a better time to cycle. Since the pandemic started, air pollution in some UK cities has reduced by a huge 40%, road traffic has dropped significantly and £2 billion pounds is going to be invested into cycling infrastructure to increase and improve bike lanes and cycle routes.

And, thank goodness, cycling to work no longer means inappropriately-fitted lycra! Young brands are designing for life with a saddle. Here are some great independent brands, designing stylish kit that works for life on – and off – the bike.

The Bike Bag

The trick of getting to work without a sweaty back is a pannier bag. And it also saves your back.  

Panniers have historically been pretty ugly – made out of plain black PVC with hooks that dig into your back as soon as you carry the bag off the bike. But since 2013 Hill & Ellis has been on a mission to design bike bags that look good on and off the bike and work perfectly in both situations – making them the ideal cycling to work accessory.

Their most recent collection is made in cotton canvas with a range of striking patterns all designed by award winning London print designers. They also have a striking collection of British made satchel bike bags in bold colours. These pannier bags use German manufactured, adjustable pannier hooks to attach securely, fit a laptop, and all come with features for the cyclists such as a waterproof bag cover and reflective detailing.

www.hillandellis.com/shop

The Helmet

The roads might be quieter but safety is still key – and luckily wearing a helmet no longer means compromising on style.

British brand Dashel design chic bike helmets, all with a retro style that are worthy of wearing inside the office as well as on the bike. All their helmets are made in the UK, they have a stunning carbon fibre helmet and their latest range of Re-cycle helmets can be recycled …into another helmet.

All their styles are extremely slim fitting and light, designed without compromising on safety. Both ranges are tailored to fit, via special coolmax pads inside which keep you cool and prevent any helmet hair.

SHOP ALL

The Jacket

As June has already reminded us, the British summer can never be relied upon, and bright sunshine can turn to a summer shower quicker than the proverbial duck to water.

So, a light, water-repellent jacket is the perfect answer and British designer Oliver Spencer has just teamed up with Brompton to create a stylish jacket that works perfectly for cycling to work. Made in Portugal in light-weight, water-repellent fabric, it is also anti-crease so it can be folded into your bag, but a cunning feature is that the jacket also has straps so it can quickly be transitioned to wear across the back when you’ve pedalled hard up the hill and need to cool off. A pricey £385 but think of all the money you are saving on travel!

https://oliverspencer.co.uk/brompton-blazer-obree-navy

For an alternative for ladies, Georgia in Dublin make elegant jackets that are also lightweight, stylish and water-proof.   

https://www.georgiaindublin.com/product/the-hustle-bustle-elegant-rain-jacket/

The Shoes

Tracey Neuls has been a London shoe designer for 20 years and she is already a shoe icon. Her shoes are beautifully crafted – designed in the UK and made in Portugal. Tracey herself has a penchant for cycling and designed a range of reflective shoes for men and women over 10 years ago and they remain one of her best sellers. They are crafted in reflective fabric that is a matt grey during the day and glows under lights at night, they also have a rubber sole for comfort and better wear on the bike pedals. They are stylish and perfect for cycling… and clubbing (when that time comes).

Female Range:

https://traceyneuls.com/collections/women-1/products/geek_black-reflective-flat-shoe

Male range:

https://traceyneuls.com/collections/sale/products/karl-lace-up-black-all-reflective

The Rain option

The best option for cycling in the rain is a Poncho. One’s thighs are at the mercy of the rain and always get drenched in a downpour but as the poncho covers your upper body and your legs (like a mini tent), it saves your legs from a complete soaking and you don’t need to worry about faffing with waterproof trousers.

Otto London is an independent brand that makes cycle friendly unisex ponchos in a beautiful collection of bold colours. Designed by Otto Lauterbach and Eleonora Perez, both artists and avid cyclists, these ponchos have lots of neat detailing for the cyclist… and they can double up for the 2021 festival season.  

https://www.ottolondon.com/poncho.aspx?master=poncho

The Accessory

Glow and See is a not-for-profit global enterprise led by London fashion designer Comet. They work with women from low socio-economic backgrounds across the world who knit a range of hats and neck warmers from sustainable wool and reflective yarn for comfort and visibility. 

https://www.glowandsee.com/

There has never been a better time to dust off your bike and get in the saddle. And with such cool, fashionable cycle gear now available, you can look fabulous whatever the weather and wherever you’re going.

ABOUT THE AUTHOR

Catherine Ellis is founder of Hill & Ellis, which produces a range of high quality, stylish cycle bags. Each bag, designed in the UK, is created to transition perfectly from home to bike to boardroom to bar. They are functional, fashionable and hard wearing.  There’s plenty of space inside for a laptop and other essentials, and each bag comes with patented pannier clips that fit almost any bike, allowing you to clip the bag on and off quickly and easily.

Web: www.hillandellis.com

Twitter: @hillandellis

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

Instagram: @hillandellis

As the lockdown eases and businesses start to reopen and bring their employees back to the workplace there is a lot to get done. One way to cut through the work is to ask three questions:

1. Are your people feeling fearful about a return to work?
2. Have you implemented the lessons learnt and developed a clear transition plan?
3. Are your people motivated and ready for change?

Let’s look at each question and how the information and ideas can help your business reopen smoothly:

1) Are your people feeling fearful about a return to work?

As we transition out of the pandemic, people have the dilemma of balancing safety with security of employment.

Engage with your team and help allay people’s anxiety by talking to them and listening carefully.  In advance of returning to work consider arranging a Back to Work conference call, with clear and concise messages about what happens next and when. Zoom or other platforms allow for anonymous Q&A chat during the call, helping you address immediate concerns.

People will need time to reflect on what you’ve said.  So, set up one-to-one follow up calls, ideally two days later.

In client conversations we’ve noticed that people have been working longer hours through fear, uncertainty or boredom. Restore work-life balance on their return to work.

A ‘lessons learnt’ workshop is a great way to help restore this balance. Help people feel they can share their experiences and opinions, listen to what worked well during lockdown, and identify changes that were efficient and allowed simplicity to flourish.

Can your team leaders use their emotional intelligence to manage a potentially emotional time for staff? Maybe you can support team leaders with access to eLearning to enhance their skills in this area.   

2) Have you implemented the lessons learnt and developed a clear transition plan?

Your people will be very proficient at their ‘normal’ role. However, the return to work and necessary changes may mean a drop in productivity, the need for additional training, and the ability to deal with frustrations that changes inevitably bring. 

Managing the back to work transition requires a plan which includes the lessons learnt and then covers the 5 W’s:

• Why are the changes needed? As teams come back together, they’ll discover that everyone’s experience of Covid-19 was different. This may affect their behaviours and how they adjust to the new norm.  Help teams reconnect by creating an environment where people are respectful of other’s positions. Set the ground rules clearly and explain why these are needed. This will help the team reconnect.
• Who is doing the work?  Ever heard of the analogy of “you’re playing in my sand pit”? People can get precious about their job role or the part they play in a team, and when someone else gets involved it can create child-like emotions of not wanting to share. During Covid-19, with people furloughed and teams stretched, it is inevitable that people will have been asked to pitch in and do things that were not usually part of their normal day to day role. Effective delegation is needed to reallocate or reassign the workload, whilst being mindful of individual’s emotional responses. Setting clear roles and responsibilities, briefed well, will help your team settle into the new norm.

• Where will work be carried out? I’ve been asked to visit construction sites to carry out Covid-19 assessments. When this can’t be done remotely, I visualise where I am going, how am I going to get there and who will be there. This helps me plan what’s needed and ensure that everyone can adhere to the current social distancing rules. As an employer, you can give clear information about where people will be working and how they can get there. This will help to alleviate anxiety. 
• When will this happen? Whilst the situation remains fluid it is important to give your teams ample notice of when these return to work measures will be in place. This will allow them to make arrangements in their home life and mentally adjust to the change.
• What is the new work or role? Prior to Covid-19 everyone knew their job role and the tasks that they needed to complete. If you have conducted a ‘lessons learnt’ review, you may find that you have updated some of your processes. These changes will affect the people returning to work, and the people who took on additional tasks during the lockdown. Make sure that your Back to Work plan clearly communicates these changes and embraces them.

As an employer or manager, it makes sense to treat the return to work as a project in its own right. You need a well-defined and concise plan, that is clearly communicated to your team, and managed with an understanding that in these unusual times we don’t have all the answers. When your team know that you have a plan in place and you are working with them, taking their challenges into account, you can ensure a smooth transition and a united team.

3) Are your people motivated and ready for change?

Ensuring your staff embody the behaviours you want to see and focus their efforts on achieving the team’s goals, is a key part of team development.

When your team has taken part in the lessons learnt exercise, demonstrate through your actions, not just your words. that their concerns and ideas have been heard. They’ll embrace the necessary changes much quicker.

With teams fragmented, team spirit will have been tested during lockdown. As everyone comes together, consider a team building exercise. This can be as simple as a fun ice breaker or a quiz.

In an unusual situation such as the easing of lockdown there is a lot to do and to think about. Reopening your business will require preparation and plentiful communication. Involving your team, communicating with them in advance and as you all come back to work, plus investing in training where needed will all contribute to keeping motivation high.

ABOUT THE AUTHOR

Joanna Strahan is founder of C2C Training Group, which offers high quality assessment/competency-based courses in Health and Safety, leadership, business skills and personal development. Joanna brings 18 years industry experience to her training courses to ensure that learners are engaged and change is generated. C2C Training’s aim is to break industry norms and influence positive change to the way training is delivered.

Web: https://c2ctraining.co.uk/

LinkedIn: https://www.linkedin.com/company/c2c-training/

As more people begin to return to the workplace for at least for some of the week businesses and staff now have new issues to contend with.

While those working from home may now be finding the novelty of working in their pyjamas and being able to put a load of washing on between calls and emails is rubbing off, those in the first group of the returning workforce will be faced with fresh anxieties; such as whether their journey is safe and how it will feel being in the office without many of their colleagues.

Now is not the time to get complacent about your team’s mental wellbeing. Indeed, you should be revisiting the concerns you had initially about keeping your team in touch and connected and, most importantly, retaining the sense of camaraderie that can be lost when people are working apart.

According to hrdive.com, “Relationships with co-workers are a leading contributor to employees’ well-being, a new report concluded. Well-being in the Workplace, a three-year international study by Martin Boult, senior director of professional services and international training at The Myers-Briggs Company, found that relationships with co-workers were what matters most to employees’ happiness in the workplace. The report included data from 10,000 people in 131 countries.”

What can businesses do increase and maintain camaraderie in our current circumstances? Here are ideas for businesses to consider:

1. Regular video meetings

Zoom, Skype, Facetime. All have been well-utilised over recent weeks. It’s not only important to speak regularly, it’s important to see your teams and colleagues, read their facial expressions and body language and smile at one another! Ideally, these communications should be regular and scheduled. These give everyone points in the week to look forward to and to keep them motivated.

Really make sure that everyone is given a voice during these meetings. If there are too many faces on the screen, some might melt into the background. Make time for everyone to speak and be listened to. This is crucial for mental wellbeing and to enhance feelings of togetherness and team building.

• Set working hours

While this may not be possible for all business models, if you can, give everyone a set working day. Give them a start time and set times for tea and lunch breaks and a finishing time. You can then encourage them to ‘have lunch’ with the colleague they would previously have sat with in the kitchen or met for a Costa and also ensure that they are able to separate work and home life. If they are staying at their workstation to finish a project and not leaving until 7pm, they are not likely to be motivated to start at 9am the next day and a lack of routine can be very demotivating.

Of course, there are some workers who will need extra flexibility. Perhaps they need time to shop for elderly relatives or will need to take shorter, more frequent breaks to allow them to help children with schoolwork. Bear that in mind, too.

•  Motivate your team to achieve together

There are few feelings as good as when you achieve something as part of a team! In the office, you can high-five when you hit a target or finish that project. That’s not so easy when you are all in different places. However, there are ways to help your team feel together when they are apart.

Remind your team of your core values and discuss in a group how they can be applied and tweaked to fit with the current situation. Ensuring everyone engages with these values is critical for a successful business and even more so when working remotely.

You could encourage your team to have – and share – morning motivations, where they each write down “What I accomplished yesterday… What I am planning today… What the challenges are for today”. This is a moveable feast and one that colleagues can talk to each other about; “I had a similar challenge last week, this is how I approached it, and this is what worked”. “I have the same plan today, shall we speak later to see how we’re both getting on”.

Having regular brainstorming sessions is a good idea and team leaders and managers should leave phones open for staff to call with new ideas. Again, voice or video calls are preferable to email, keeping communication verbal and more fluid and interactive.

• Socialise “at work”

The culture of business has changed so much over recent years; it is far more sociable in its nature. So, keep this going. You will have to trust your team to spend an appropriate amount of time socialising within the framework of the working day but it is likely to be highly motivating and encourage that camaraderie if they can still have a virtual chat by the water cooler, using an app such as Tandem.chat or set up a group chat on WhatsApp. Alternatively, why not suggest they play an online game in their tea break? For example, they could play scrabble on Facebook or a site such as Lexulous or fans of Uno can play online either one-on-one or in groups.

• Fitness fun

Perhaps your team is more likely to hook up at the gym or gather for a casual five-a-side game. A team fitness challenge could be a great way for your team to socialise, while boosting their physical and mental wellbeing through exercise. Of course, they can’t go to the park and have a run together, but they could all go to their own local park and have a run at the same time. Then they could share photos on the chat group of your choice. Or make it a walk that they all do in different locations and chat throughout about what they are seeing. Perhaps one is in the countryside, one at the beach and another simply walking round their garden.

WORK AND PLAY

• Creative (non) away days

Of course, a great thing to build team spirit is an away day together. As impossible as this sounds, you may be able to replicate it and give your team some fun to take their minds off everything. It will take some creative thinking but perhaps they could all go fishing at their own local catch-and-return lake and have a competition to see who can catch the biggest. Or, instead of go-karting, they could play online karting games together. What about a day at the races? Your team could dress up, get the prosecco on ice, and bet on races being run abroad. You know your team.

• Team training

Some businesses may still be working at full steam, but others will have slowed down. Perhaps now is the time to get some training booked in – the things that so often get bumped by other priorities. Again, to boost camaraderie, try to include team training that will benefit everyone, even if it’s not specific to everyone’s role. If you usually train in-house, this can also be done via video calling. If you generally employ outside trainers get in touch and see what they are offering.

If your team roles are diverse, you could make the training about something non-work related or have a slot each week where each team member spends some time giving more detail about his/her role. This will let your team better appreciate different aspects of your business and the pressures on their colleagues.

If you feel this isn’t something you’ve paid enough attention in the past – it’s never too late start, and trying some fun, virtual activities is a great way to get the wellbeing ball rolling.  Supporting the development of camaraderie is good for people’s mental wellbeing as you will quickly discover, and it will increase a team’s ability to work together effectively in difficult times as well as better times.

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/