Q: Can you share about your journey in the capital markets and how it shaped your career? 

DAVID BIRKENSHAW: Over 35 years ago, my journey started in the financial services sector with a focus on portfolio management and planning strategies. I quickly saw the need to understand market changes and find chances in undervalued areas. This view led me to the mining industry, where I noticed great potential for growth. I have led organizations like Meryllion Resources Corporation, focusing on exploration in South America and Oceania. Experience taught me that success in capital markets relies on flexibility and foresight. These qualities still drive my work at Birkenshaw & Company.

Q: What inspired you to create Bluesky Digital Assets and how does it fit with your expertise in mining and capital markets? 

DAVID BIRKENSHAW: My curiosity about disruptive technologies like AI and blockchain stirred the creation of Bluesky Digital Assets. These technologies could change traditional industries. Mining and technology feel distinct, yet both require innovation and efficiency. For example, AI improves resource exploration and operations in mining. There is a need  to connect these sectors, fostering investments that provide returns and expand boundaries in both industries. AI and innovation are vital.

Q: What trends do you see shaping the mining industry’s future and how should companies prepare? 

DAVID BIRKENSHAW: The mining industry now sees a major shift due to sustainability and technology. Investors and stakeholders prioritize ESG (Environmental, Social and Governance) principles. Thus, mining companies need cleaner, more efficient practices. Technological advancements are becoming crucial. AI-driven exploration and automation help stay competitive. Companies should accept these changes by funding research, forming strategic partnerships and focusing on long-term sustainability. Preparation involves research and partnerships.

Q: How do you lead in a complex, changing industry? 

DAVID BIRKENSHAW: Leadership means fostering teamwork and empowering innovation. Challenges arise in mining and capital markets. Solutions-oriented thinking is key. Encourage a culture of constant learning. Transparency and integrity matter; they build trust with stakeholders and allow bold ideas. A leader inspires confidence and guides an organization toward sustainable success. Confidence and guidance lead to success.

Q: What advice would you give to new entrepreneurs and investors?

DAVID BIRKENSHAW: Remain curious and adaptable. The business world changes constantly. Success depends on anticipating and responding to these changes. Entrepreneurs should solve real-world problems and develop sturdy, scalable business models. Investors need diversification and thorough research. Also, never overlook strong networking and mentorship; supportive, knowledgeable people can truly make a difference. Adaptability and curiosity are crucial.

The post An Interview with David Birkenshaw, Managing Director of Birkenshaw & Company Ltd. appeared first on CEO Medium.

You have the potential to become a strong leader, even as an introvert. By recognizing your natural strengths and focusing on developing key leadership skills, you can excel in guiding teams and making an impact in today’s work environment. Leadership isn’t about changing who you are but about tapping into your abilities and using them to lead with confidence and clarity.

Cultivate Self-Awareness

Delve into your past interactions and the feedback from colleagues to gain a deeper understanding of your unique strengths and areas that need development. Evaluate how you react under stress and strive to pinpoint emotional triggers that may affect your decision-making process. This heightened self-awareness allows you to harness your introverted qualities, ensuring your choices are both thoughtful and finely attuned to the dynamics of your team.

Advance Your Leadership Expertise

Pursuing advanced education can significantly elevate your professional abilities, and a doctorate can help you reach new heights in leadership. Opting for a terminal degree in business administration equips you with the knowledge and expertise to step confidently into a leadership role. The flexibility of online DBA programs allows you to continue working while completing your studies, making it a practical choice for those balancing multiple responsibilities. 

Master Communication

Effective communication is essential, especially for introverts. It’s about clarity, brevity, and impact. Work on articulating your thoughts clearly and concisely. Practice active listening to understand your team’s needs and perspectives fully. This not only helps in conveying your vision but also in building trust among your team members. Remember, great leaders communicate to inspire and engage their teams, not just to instruct or inform.

Delegation and Empowerment

Delegation is not just about assigning tasks; it’s about empowering your team. Identify the strengths of your team members and delegate tasks that align with their skills and interests. This not only enhances productivity but also boosts morale and job satisfaction. Trust your team with responsibilities and offer them the autonomy to make decisions. This will help you manage your workload better and allow you to focus on strategic planning and other big-picture responsibilities.

Lean Into Networking

Networking can seem daunting, but it doesn’t have to be. As an introvert, you can thrive by networking in smaller, more intimate groups. This setting allows for deeper and more meaningful conversations, which can lead to strong professional relationships. Choose networking events that match your interests and offer a comfortable atmosphere to connect with others. Remember, quality often trumps quantity in networking, especially when your connections can lead to opportunities and collaborations.

Stay Ahead in Your Leadership Journey

Engage in continuous learning to keep up with the ever-changing business landscape. This could be through formal education, workshops, reading, or online courses. Staying updated with the latest industry trends and management techniques not only enhances your leadership skills but also demonstrates your commitment to your role and your team. Continuous learning is a sign of a proactive leader who is prepared to adapt and evolve.

Lead with Empathy

Show genuine empathy and understanding in every interaction with your team, making a conscious effort to see things from their perspective. Acknowledge and appreciate the unique challenges and motivations each team member faces, tailoring your support to meet their individual needs. By creating an environment where everyone feels valued and heard, you foster a culture of open communication and collaboration, driving your team toward greater performance and commitment.

As an introverted leader, you possess unique qualities that can lead to successful leadership. By embracing continuous learning, employing empathy, and practicing effective communication, you can not only enhance your leadership skills but also drive your team toward success. Your journey as a leader is not just about reaching the top; it’s about the growth and connections you foster along the way. Embrace these strategies and watch as your leadership path unfolds, marked by depth, efficiency, and genuine connections.

The post Introverted Leadership: Strategies for Building Influence and Success appeared first on CEO Medium.

Can you share more about your educational and professional background, and how have these experiences contributed to your success in the real estate development sector?

I grew up in an architectural and design-oriented family in Stuttgart, Germany. I began working at the age of 13 in a German architecture office for residential housing and new developments. In 2011, I was recruited as a 400m and 400m Hurdle Track athlete to a D1 school in the Nashville area. I studied finance and international management in college and have won financial awards. I quickly began to focus on real estate investments upon graduation. I have prior work experience in the European M&A group at Deloitte and in Equity Research of a $1.3bn fund at an Asset Management firm in Franklin, TN. Coming out of college and taking a real estate development and investment firm from essentially scratch to multi-millions has been a big personal accomplishment. I live for improving the lives of others and increasing safety in our neighborhoods.

How does Sapphire Development Group’s vertically integrated business model operate, and what strategies have propelled your rapid growth within the real estate industry?

I built Sapphire Development Group to be a vertically integrated real estate development and investment firm because I believe that the investor and client experience is much better when the same trusted team can assist all around with their real estate investment needs. My team delivers a one-stop-shop experience, from offering off-market deals and developing ground-up residential to helping others build and sell real estate portfolios. This means we provide our investors with a hands-on deal experience that includes access to off-market deals that can yield better returns, and also protect development investments as our Realtor Team, Your Sapphire Team, handles the sales aspect. Sapphire & Co. handles much of the real estate cycle in-house, which has helped the company grow quickly.

Based on your experiences, what key lessons would you share with aspiring entrepreneurs, especially in navigating challenges and building character?

Don’t ever quit. No matter how difficult something may seem, it’s worth the undertaking. Character is built during persevering tough times, and character is what will make all the difference in the world. I believe the saying, “When the going gets tough, the tough get going,” is what makes for successful entrepreneurship.

In what ways do you believe your vision for architecture and design, combined with an understanding of urban planning and human trends, has made Sapphire Development Group successful?

I believe it’s my vision for architecture and design that meets a deep understanding of urban planning and understanding human trends that have been inspired by having lived abroad in various cultures from Germany to China, as well as in metropolitan areas such as NYC.

What have you learned about the importance of communication and authenticity in business, and how has this understanding shaped your entrepreneurial journey?

I’ve learned that communication in business is everything. It’s vital as an entrepreneur to be able to communicate during great as well as during difficult times, whether that’s with investors, clients, or employees. I also have come to the realization that most people don’t know what they’re doing and that we all are just trying to figure things out as we go. We’re all in this human experience together looking for opportunities to grow, unfold, and be. The more authentic we are, and the more we feel connected within our community, the more successful our journey will feel as an entrepreneur.

What personal skills and attributes do you consider critical for your success, and how have they helped you adapt and thrive in various circumstances?

As a person, I’m very adaptable, open-minded, and durable. I’ve had to pivot and restart several times which has built character and perseverance. I love learning and get bored easily so I try to stay super active in whatever I do. I’m just a generally curious person; curious to learn about others and curious to figure out how to unfold my full potential in building businesses.

Why do you believe mastering online marketing and diversifying business models is crucial for entrepreneurs today and in the future?

I believe that attention is the new currency and that we, as entrepreneurs whether digital or more traditional entrepreneurs, need to learn how to market online well in order to stay relevant over the next 10+ years. I also love the diversification of business models within a business umbrella.

Can you tell us more about the Sapphire Developer Academy and how it aims to empower real estate professionals with the knowledge to succeed in development?

I recently launched “Sapphire Developer Academy” in which I coach Realtors, Wholesalers, and Investors on how to break into real estate development. In this program, I share the exact strategies that I’ve used to build a multi-million dollar company and how they can too.

To discover more about Joséphine Saffert’s journey and Sapphire Development Group’s projects, explore these links:

Company Website: https://sapphiredevelop.com

LinkedIn & Instagram Handles:

– LinkedIn: @josephinesaffert https://www.linkedin.com/in/josephinesaffert

– Instagram: @josephinesaffert https://www.instagram.com/josephinesaffert/

 & @sapphirdevelop https://www.instagram.com/sapphirdevelop/

More on Sapphire Developer Academy: 

Sapphire Developer Academy

https://academy.sapphiredevelop.com/developer-academy

Podcasts Joséphine has been featured on:

-Spotify Episode

https://open.spotify.com/episode/5vU2QrsBYqVsTlXmo0nhGW?si=BDwXOiSbQMSh6GE0YduZTA

– Spotify Show

https://open.spotify.com/show/3p1JTW0mx9auFQxns4vL7Z?si=lKEeBfBqQO6BbqPkvn1jew

The post Sapphire Development Group: Joséphine Saffert’s Blueprint for Success appeared first on CEO Medium.

Shared Value Model

Vitality’s Dr. Katie Tryon emphasized the significance of incentivizing behavior change to cultivate healthier habits. Vitality believes in delivering shared value—benefits for the individual, the insurance company, and society. Sophia Weber from Allianz Partners supported this, discussing their rewards model that encourages health and wellbeing. This approach enables them to support employees to take small steps towards building a whole person and whole life attitudinal and behavioural plan that embraces overall health.

Meeting Employees’ Needs

Geetika Arora Bhojak from Accenture underscored the importance of proactive health initiatives tailored to individual needs. “We have pivoted from health to wellbeing,” she said, emphasizing a focus on overall well-being rather than just tackling health issues as they arise. Recognizing potential barriers, Bosch has transitioned from using the term ‘mental health’ to ’emotional health’, hoping this shift will make employees feel more comfortable addressing issues. Dr. Rahul Kalia from Bosch noted that a proactive approach to emotional health is crucial, much like how chest pain, an early symptom, is addressed before it escalates to a heart attack.

Holistic Approach to Health

All panelists felt passionately about linking physical and mental health. Accenture’s model covers six dimensions of human potential, including mind, body, heart, and soul. Sophia mentioned that viewing individuals holistically—considering both their mental and physical well-being—is crucial. It’s essential to consider the overall wellbeing of employees rather than segregating physical and mental health. This approach facilitates a broader spectrum of interventions, that tackle specific needs in a way that works for the individual, when and how suits them. It is possible to measure the magnitude of an issue and provide general and targetted programmes, and by using technology ensures access to care even in countries where not always available.

Shared Responsibility

Wellness isn’t only the employee’s responsibility. Leadership plays an essential role. Dr. Rahul highlighted Bosch’s leadership commitment to health. At Accenture, mapping on-ground support and offering resources like Wysa’s AI-based solutions has been crucial. Allianz’s CEO producing a podcast discussing his mental health journey exemplified the leadership’s commitment to transparency, aiming to reduce stigma and foster a supportive environment.

Early Detection and Intervention

The panel agreed on the importance of early intervention to prevent minor mental health concerns from becoming severe issues. Rahul detailed Bosch’s comprehensive approach, which encompasses mental health awareness, advocacy, and resources such as counseling sessions. Having a multi-faceted approach, including both human therapists and AI chatbots, ensures that employees have access to the support they need when they need it.

Personalized Tools

Bosch emphasizes the importance of tools tailored to individual needs, covering both general well-being and condition-specific wellness. Offering a variety of tools acknowledges the diverse needs of their workforce. Katie from Vitality highlighted the importance of immediate support, noting that sometimes an instant chatbot response might be more beneficial than a long-term program.

Evaluating Effectiveness

All panelists agreed on the importance of assessing the effectiveness of wellness programs. Given the increasing mental health issues despite significant investments in employee well-being, there’s a clear need for outcome-focused evaluations. Rahul introduced the concept of Value on Investment (VOI) instead of traditional ROI. This measure, he said, better reflects the objectives of wellness programmes and echoes the holistic nature of their approac. Vitality measures healthspan (mortality and morbidity combined) to prioritize interventions, while Accenture focuses more on understanding the needs and challenges of its workforce. Embedding analytics in wellness pathways, as mentioned by Ramakant from Wysa, ensures real-time, actionable insights.

The Role of AI in Future Wellness Initiatives

Ramakant elaborated on the evolution of AI in wellness, emphasising the role that must be  its role in ensuring clinical safety and efficiency. However, the challenges of data privacy laws and ensuring data accuracy loom large. The power of AI lies in its predictability, with Wysa logging over 550 million conversations to refine their AI chatbot’s responses. However, maintaining clinical safety standards, like those of the NHS, remains paramount.

Putting Employees First:

Katie underscored the primary goal of all these initiatives: the well-being of the individual employee. It’s easy to get entangled in data and technology, but the focus should always remain on the tangible benefits to the individual. Only by prioritising the holistic well-being of employees—emotionally, physically, socially, and mentally—can companies effectively address the looming mental health crisis.

A proactive approach to employee wellness is imperative in today’s work environment. By integrating personalised interventions, holistic health models, and effective evaluation tools, businesses can foster a healthier, more productive workforce, ultimately benefiting individuals, companies, and society at large.

About Wysa

www.wysa.com

Wysa is a global leader in AI-driven mental health support, available both to individuals, through employer benefits programmes and healthcare services. We believe access to support should be available whenever people need it. Stigma prevails, so we take away the need for people to ask for help and eliminate the need for people to make a judgement call on when they should seek professional support. Proven to improve depression and anxiety scores by an average of 31%, Wysa’s AI-first approach enables employees to improve their mental health before symptoms become severe, by understanding an individual’s needs and guiding them through interactive cognitive behavioural therapy (CBT) exercises. Wysa’s clinically safe AI encourages users to take additional support, whenever it’s needed, by guiding them towards Wysa’s human coaching, employer benefits programmes (EAP) or national crisis lines. Wysa has helped over 6 million people through 550 million AI conversations across 95 countries. 

The post Proactive Employee Wellness Programs: Key Insights and Approaches appeared first on CEO Medium.

The British economy is still struggling to recover from the pandemic, according to the latest data. The economy is 0.5% smaller than it was before the pandemic, and experts say that the main reasons for this are the lingering effects of the pandemic and the tighter post-Brexit immigration rules.

The ongoing skills shortage is a major challenge for businesses, but it is also an opportunity for those who are proactive. Here are our top tips for businesses facing labor challenges in 2023.

UK industries with skills shortages

To begin, it is important to identify the industries in the UK that are most affected by the skills shortage. A recent study found that the country’s biggest shortfalls are in a variety of sectors, including:

• Transport and logistics: This sector is facing a shortage of skilled drivers, warehouse workers, and customs agents.
• Hospitality: This sector is facing a shortage of skilled chefs, waiters, and hotel staff.
• Manufacturing and construction: These sectors are facing a shortage of skilled engineers, carpenters, and electricians.

Invest in your workforce for long-term success

Recruiting top talent is a time-sensitive process, as there is only a limited pool of qualified candidates available. A recruitment agency can help you find the right people quickly and efficiently.

Recruitment agencies have wider referral networks as a third party, allowing them to identify candidates with the necessary work experience. They also focus on different industries, so you can locate an agency that meets your specific requirements.

Recruitment agencies can help you find new talent with the core skills to help your company reach its goals.

Invest in your workforce to boost your business
Often, the skills you need are already present in your workforce, but they may not be fully utilized. By upskilling your employees, you can give them the skills they need to take on new challenges and responsibilities.

Upskilling your workforce can be a great way to improve your business and the skills of your employees. By following these tips, you can make the upskilling process a success.

Organizations with more resources may even pay for their employees to enroll in external training programs offered by universities or colleges. This personalized investment in your workforce can build loyalty and even provide a valuable public relations opportunity.

Utilise Apprenticeship to train and upskill your workforce
Apprenticeships can be a long-term solution to skills shortages. They can help employers reach a wider talent pool and offer prospective employees a strong, high-quality alternative to the traditional university degree.

A multi-pronged approach to recruitment that includes building relationships with educational institutions can help businesses find top talent at the source.

Boost your marketing reach and visibility
A strong marketing strategy can make your company more attractive to prospective employees. This is because it can help to increase brand awareness and generate interest in your company. You can partner with local educational institutions, promote your job openings on social media and in the local press, and track your results to improve your marketing strategy and attract future employees.

Sources 

GDP – data tables – Office for National Statistics (ons.gov.uk)  

Immigration – Winckworth Sherwood LLP (wslaw.co.uk) 

UK employers struggle with worst labour shortage since 1997 | Business | The Guardian 

The post Overcoming Skills Gaps: A Guide for Businesses appeared first on CEO Medium.

Fauteux firmly believes in the responsibility of leaders to contribute to the preservation of our world. In his words, “I believe that everyone in a leadership position has the responsibility to ensure we are protecting nature and acting sustainably. Without it, little of what we do or achieve holds significance or meaning. After all, we have to ensure that we have a place where others following in our footsteps have the opportunity to achieve their own goals.”

Fauteux’s educational background includes a bachelor’s degree earned in 1995 from Wilfrid Laurier University in Ontario, Canada. He also pursued further education, completing a Management Certificate from the American Management Association of International in 1999 as well as an Indigenous Studies Certificate from the University of Alberta in 2017. 

In this capacity as Senior Director of P3 at EQUANS Services, he’s responsible for managing the strategic delivery operations of multiple P3 contracts in both Canada and the United States. His areas of oversight encompass transit, healthcare, transportation, and cultural infrastructure. 

What does your day-to-day generally look like given your position?

Contract, Vendor, and Client Management are the activities that take up most of my day.  Making sure we are delivering on our commitments and serving our clients in the best, most sustainable way we can.

What initially inspired you to get into the field you’re in?

Leadership has always been the thing that I’ve gravitated to normally and environmentalism and sustainability are things that mean a lot to me personally. So being able to lead and contribute in those important areas has been great.

What do you think makes a great leader?

I generally subscribe to servant leadership so listening is where everything starts.  As a generalist, I believe strongly in putting the right people in the right places and then making sure you can support success, help them grow, and clear barriers for them. I also believe strongly that what gets measured, gets done so I am a big proponent of having accountability systems in place to track success.

What is the biggest misconception about your industry?

The biggest misconception is that environmentalism and sustainability are only for environmentalists and that simply is not true. Everything we build, operate, occupy, use, etc. can be better more sustainable, and less harmful to the environment around us.  Keeping this in mind, ALL of us are responsible for this, not just the environmentalists.

What do you believe your future career is going to look like five years from now?

I imagine that I will be leading sustainably in whatever industry needs me. 

The post Our Interview With Brad Fauteux, senior director of P3 Management at EQUANS appeared first on CEO Medium.

Moreover, the frequency of performance conversations reported by managers stands at 72%, while employees report a much lower rate of 25%. The survey also reveals that 2 in 5 (39%) employees hold a negative view of performance management within their organizations.

There’s a clear mismatch between how confident managers feel about supporting their teams and how their employees actually perceive it. It’s a well-known fact that ineffective management leads to low engagement, productivity, and high employee turnover. So, why does this disconnect exist?

Nick Gallimore, Managing Director of Advanced People Management, says: “Whilst the science of performance is clear, many of us are still choosing to do something else. We’re choosing to set our people goals that they forget to engage with. We’re choosing to save up feedback for end-of-year conversations that everyone hates, and we’re choosing the ritualistic and pointless behavior of performance ratings over good quality coaching.”

The Role of Clear Communication

Clear communication plays a pivotal role in bridging the gap between managers and employees. However, the survey highlights a disconnect in perception. While 90% of HR directors believe their organization communicates effectively, only 30% of employees share the same perception regarding their company’s communication efforts. Addressing this disparity is crucial for fostering mutual understanding and creating a more cohesive work environment.

Addressing Job Security and Financial Concerns

Research by Neyber found that on average, money worries lose the UK economy, a staggering 17.5 million hours of lost work. Nick Gallimore states, “The impact that long term financial strain and other stresses can have on the wellbeing of your people is significant and businesses can’t afford to ignore the pivotal role their HR function can play in helping to engage with their employees and do what they can to mitigate the impact on their people.”

The survey highlights that job security is a pressing concern, with 25% of employees expressing a lack of security in their current roles. Redundancy, pay cuts or freezes, and general anxiety surrounding job security are specific worries among employees. Notably, 18-24 year olds experience higher anxiety levels, emphasising the need for support and guidance in this age group.

Alex Arundale, Chief People Officer at Advanced, says: “For younger recruits, whose education has been disrupted, employers should expect and prepare for some gaps in skills and offer additional support where necessary. Mentoring, or ‘buddying up’, is also incredibly useful so that new recruits working remotely have a dedicated person to coach, guide and support them beyond the induction period.”

Organisations may also benefit from rethinking their hiring processes to focus on potential and abilities rather than solely relying on past accomplishments. Younger candidates may feel that their abilities are not accurately reflected by grades achieved during and after the pandemic.

Burnout and Well-being

Burnout is prevalent, acknowledged by 91% of HR directors. However, the problem is not going away, with 42% of the workforce being more stressed than last year, and only 21% feeling less stressed.

In a survey by Advanced of over 5,000 workers, 85% of respondents said they were working extra hours. This highlights the need for managers need to be able to spot the early signs of burnout before they become a big issue and provide timely and appropriate support.

However, while 92% of managers feel capable of providing support to employees who are experiencing burnout, only 52% of employees say their manager helps them avoid burnout at work. It is clear that the divide between managers and employees is again leaving staff vulnerable.

Prioritizing well-being initiatives within organizations is crucial, as the consequences of not taking action can be detrimental. Nick Gallimore notes, “Wellbeing is intrinsically linked with performance, productivity, and engagement. If businesses don’t act now, the problem is just going to get worse, and they will only have themselves to blame.”

As for advice to businesses on how to make mental health a business priority he goes on to say, “Policies based around supporting the mental wellbeing of employees forms a core pillar of the people experience within an organization and businesses who are able to demonstrate a clear and committed focus on promoting positive mental health will set themselves above their competitors as desirable places to work.”

As ever, it is important that C-suite leaders model the workplace culture. Gallimore notes, “It is important that from an executive level leaders make a statement of intent regarding work schedules and to define in absolute terms, what they constitute as urgent, in order to ensure employees don’t feel pressured into replying to every email outside of office hours.”

The Great Resignation and Employee Retention

Amid the challenges of employee engagement, the cost-of-living crisis, and work-life balance, organizations face the phenomenon known as the Great Resignation. While it looks like employee retention will seem like less of an issue for many, as the market has started to cool as vacancy volumes start to level off and job-seeker volumes start to rise, Nick Gallimore predicts that it won’t last, “In reality, the fundamentals of the great resignation are still there. Employee engagement levels remain at rock-bottom levels, the cost-of-living crisis has left us all feeling the pressure in our pockets, and we’re all still seeking a better work-life balance. When confidence comes back to the market, those same issues will rear their heads again.”

Organisations that tackle these core issues will ultimately prove successful. Tactics could include re-evaluating the Employee Value Proposition (EVP), benefits and reward schemes, as well as demonstrating a commitment to safeguarding wellbeing.

Closing the Divide: Empowering Employees to Thrive

While middle managers may present positive reports, it is equally crucial to directly seek feedback from employees themselves. By actively seeking employee input and engaging in meaningful conversations, leaders can gain a better understanding of the actual employee experience and identify areas for improvement.

To bridge the divide between managers and employees, leadership teams must take proactive steps. This includes providing ample opportunities for growth, and recognition, and creating a supportive work environment. Investing in employees’ well-being and career progression yields significant benefits, fostering engagement, productivity, and loyalty. As Nick Gallimore suggests, “By nurturing their future workforce through continuous performance management, businesses are better equipped to facilitate a working culture valued by this age group, creating a skilled and appreciated workforce as they continue to learn and develop.” By prioritizing these initiatives, organizations can empower employees to thrive and cultivate a positive work environment.

The post The Performance Management Divide: Bridging the Gap Between Managers and Employees appeared first on CEO Medium.

Burger Barn wasn’t Hill’s first crack at entrepreneurship. After tiring of the daily grind working as an industrial painter, he set out to open a string of businesses, from retail and energy to construction. But it was Burger Barn that truly put his hometown of Ohsweken on the map.

Recently we talked with Jason Hill about his perspectives on leadership and entrepreneurship.

Q: Is there something especially rewarding about achieving business success in the place you grew up?

Jason Hill: There is, but I never really thought about that. I mean, it wasn’t my motivation to prove myself in the community or anything like that. I live here, I’ve always lived here and I love the people, so it was just natural that this would be the place I would want to achieve my dreams. My first shop was a simple confectionery store, and then later I branched into wholesale. The stores needed distribution, so that led to expansion and the addition of a fueling station. As the businesses grew further, I saw the need for a new construction resource for the community, and that became Ace1 Construction. The motto for that venture is “Together We Build,” and that really explains my approach to business, and what in fact makes a successful business. We succeed together. We draw upon each other’s strengths; we share the adventure and the rewards. And that attitude is a perfect fit for this region, Six Nations of the Grand River.

Q: Is Burger Barn your most satisfying creation?

Jason Hill: In many ways I suppose it is. It’s certainly satisfying when I’m dreaming of a Classic Stacker with a side of fries! That’s our most popular menu item, our special take on an all-the-fixings double cheeseburger. But it’s also been satisfying in so many other ways, as well. We’ve drawn attention from across Canada, and even across North America. A lot of that happened when we were featured on The Food Channel’s “You Gotta Eat Here” show. People liked what they saw, and listened to the advice in the title of the program — they decided they really did need to try it. Folks in Ohsweken are used to giving direction to wandering tourists looking for Burger Barn. But the other satisfying part is that it’s not just a place to eat, it’s a gathering spot for the community. People come here to have fun, share each other’s company and create family memories. If you live here, you can always find a familiar face at the restaurant. People feel at home, and they are at home.

Q: Is there something unique about your community?

Jason Hill: I can tell you’ve done your research! Yes, Six Nations is a special place. First of all, it’s Canada’s most populous First Nations territory, and is founded upon the cultural traditions of the Iroquois people. Sharing a history and sharing traditions creates a unique bond, and it also tends to remind us of the timeless principles that came from this tradition. We reflect those principles in the statement of values that we post in the restaurant, and they include a deep respect for our customers and the community. Community is a central part of the life of every person and every family who lives here. That’s the secret sauce of my success. And that is also a very important lesson for any entrepreneur: Never forget where you have come from, and never leave anyone behind as you dream big and reach for the stars.

The post Exclusive interview: Ohsweken’s Jason Hill and his recipe for hometown entrepreneurship appeared first on CEO Medium.

Here are four key areas to focus on, which can help anyone to develop their own effective leadership style and to inspire bold leadership culture in their organisations.

SELF: Developing Conscious Identity

Bold leadership culture starts with being kind to yourself, recognising your true self in your work, and engaging your entire purpose in what you bring as a leader. But there is no leadership without learning.

To truly understand our strengths and limitations as leaders, we need to develop our conscious identity, and this requires constant learning. If we can commit to this evolutionary framework, we can learn to expand our ability to take risks, and perform at the top of our game.

When faced with challenges or in critical transition moments, we need to ask ourselves important questions: What are the beliefs that drive our behaviours? What can I live without and what are the habits that are getting in the way of being my best self?  Who am I being whilst I’m on that path? When we reflect and find different perspectives and question how we can be better, we can develop more self-awareness, understand the impact we have in our communities and un-tap our potential to create bold leadership culture. This self-awareness will allow us to lead by example to delegate, motivate, inspire, and confront the challenges we face head-on.

But we cannot do it alone!

OTHER: Creating Relationship Agility  

Building a culture of bold leadership depends heavily on flexing our trust muscles and empowering others to be their best, reflective, learning selves as well. Creating relationship agility means co-creating with other people, learning how to show our humanness, being approachable and practising authenticity in our relationships.

This does not happen in isolation. We work with other people every day and these people are all different and bring different things to the equation. They have different ideas, approaches, weaknesses and strengths, and bold leadership culture means navigating these and using them to optimise results. We must be ready to find different ways of doing things together, as a team, and should avoid imposing our way exclusively.

We can’t know everything, be everywhere or do everything on our own, so bold leadership culture also means trusting that other people’s greatness is part of the equation and having the ability to let go of some of the control to work together.

This letting go requires trust, vulnerability, and intimacy. If we surround ourselves with trusted people who can call each other fourth, we can grow through our relationships, and success becomes unequivocally tied to other people, our interactions and collaborations.

UNIVERSE: Unlocking Collective Intelligence

Bold leadership culture involves learning how to listen to basic patterns of thought and behaviour within the workplace and noticing what the organisation needs and how to contribute to those needs.

If we listen to work culture, the environment, what’s happening in the organisation, and the patterns that are informing us we can better understand what’s needed in the hive. Unlocking this collective intelligence is also about speaking up, noticing what is needed and delivering, to honour shared consciousness and the role it has in informing decision-making.

We also need to be aware of our impact in a wider, global sense. How are we a part of the world around us? What is our contribution? How are we shaping culture? How are we building the future? What is the bigger picture?

Bold leadership culture means recognising everything that concerns us and everything that shapes the world. If we can think more universally and be actively part of a whole, our engagement will become less about self-preservation and so less self-defensive. Instead, we can become empowered and proactive with a greater sense of shared purpose, accountability, and positivity for the world.

LEGACY: Demonstrating Purposeful Achievement

A bold leadership culture requires us to think about our legacy and the impact we want to create.

If we create a platform for meaningful, value-based work and entrepreneurial passion rather than just simply executing tasks, a culture of bold leadership can be established. Values of intimacy, compassion, and getting to know our teams enough to understand individuals’ values and potentials, are essential foundations in the building of a bold leadership culture.

Leadership models that appreciate these individual values and strengths in the workplace will allow for more meaningful work and enable teams to be engaged and motivated to contribute.

If we are to leave the legacy we wish for, we have to act in the present and be aware that everything matters. How are we honouring our purpose right now? Am I fulfilling my purpose in life? Am I in the right place to do that? What difference can I make in the world? What is the best impact I can make? What will my legacy be? Am I working from a place of self-preservation or a place of growth, togetherness and optimism?

If we can stand up, and take risks based on our values and purpose, we can dare to swim upstream and create cultures of bold leadership, which will make the world and our organisations better places.

Zana Goic Petricevic is an internationally certified leadership coach and consultant. She is the founder of Bold Leadership Culture, and the author of Bold Reinvented: Next level leading with Courage, Consciousness and Conviction.

The post Four Steps To Creating A Bold Leadership Culture appeared first on CEO Medium.

On the one hand, hybrid working has offered people the opportunity to have more ownership over their professional lives. On the other, however, it has come with its array of challenges, including increased uncertainty, pressure, pace, and stress. In fact, many people are finding it increasingly difficult to erect boundaries between their work and private routines. After all, virtual working follows us wherever you go, making it tricky to unplug completely at the end of a shift. How can this be stopped? Human-centred management, in this respect, can play a crucial role.

The need for managerial figures remains intact, but the toolbox for leadership development has changed. Now, looking after employees entails important aspects such as empathy, dialogue, and enquiry. A ‘modern’ manager needs to know their team on a personal level too, as they can help people identify their boundaries and their definition of work-life balance.

How can this be achieved? Here, we explore some of the ways in which a manager can actively empower their employees in the current hybrid-work era.

Help make wise decisions

As mentioned, hybrid working allows people to deal with their occupational duties wherever and whenever they prefer. Sitting at an office desk to carry out tasks is no longer a prerogative. Nowadays, you can take care of work assignments from the kitchen table, the beach, the park, or even from a ski resort in the Alps. However, this means that the distinction between professional and personal life is gradually fading, tempting employees to often handle more things at once.

This is where human-centred management comes in, as it can help people pinpoint their limits and make more purposeful decisions about their working lives. Of course, they can still choose where and when to work. But do they really want to think about work matters whilst at the beach? And are they able to focus properly in the evenings? 

Human-centred managers should encourage employees to reflect on what places and what timeframes help them concentrate and perform better. 

Safeguard people’s energy

Connecting with your team members on a personal level helps you get the best out of them. Moreover, this means that you are able to negotiate an individual contract tailored to their needs, which will allow them to function in an efficient and successful manner. 

The reality is that we are not clones, and we all tick and work in different ways. By knowing someone well, you can set out specific targets and objectives for them to work towards. Also, at the back of one-to-one meetings, ask yourself a few questions about your employee. What do they enjoy doing? What are their passions and hidden talents? How much work is too much for them? How productive can they be in the space of a few hours?

 As a human-centred manager, you should always strive to protect your people’s drive and energy. If you preserve it adequately, the results will be extremely beneficial.

Set happiness as a priority

Human-centred managers have at heart the overall well-being of their team members. Not only should they encourage employees to be honest about their feelings, but they should also set happiness as a priority. 

Has work become less joyful in recent times? Make sure to take action and help your employees find ways to lift their spirits, whether through family time, hobbies, sport, or volunteer work. If these activities collide with your colleague’s working hours, you should consider drafting up a new individual contract that makes space for both professional duties and unwinding pastimes.

Human-centred managers want their employees to be happy and energised, as a good mood can also work wonders on their productivity.

Give permission

How do you let your people understand how much work is enough? Give them permission to delegate tasks, turn down an assignment, and speak transparently. Creating an environment in which employees can share their thoughts and raise their concerns is essential. This way, as a manager, you will be able to learn when your team members have reached their limits. 

Also, it is fundamental to recognise that the isolation of virtual working – despite its many benefits – can be hard to cope with. After all, humans are social creatures, and they crave some face-to-face interaction from time to time. What’s more, working remotely on a regular basis can hinder people’s sense of belonging.

Managers will permit their team to be open up about their emotions. Are they feeling down and demotivated? Do they miss interacting with their colleagues? This will show them that you care about them on an individual level too.

Ultimately, as hybrid working is here to stay, managers need to assume the role of guides and gatekeepers. By adopting an approach that focuses on safeguarding people’s energy, giving permission, and setting joy as a priority, you can tackle the detrimental side effects of virtual working and protect the well-being of your employees.

The post The Important Role of Managers in a Hybrid-Working Era appeared first on CEO Medium.