On 7 and 8 November Chris Budd, author of The Financial Wellbeing Book, spoke at the Personal Finance Society Festival of Financial Planning in Birmingham. The festival brings together over 3000 professionals from the world of personal finance for networking, workshops, and talks in Birminghamâ€™s National Exhibition Centre.
Chris hosted a panel on how to help people make better decisions and also gave a talk on how a financial planner can use coaching skills to help clients clarify objectives. His talk was full of helpful advice for financial advisers on how to help their clients understand finance, by helping them create clear paths to their financial objectives.
Chris also drew from his book, The Financial Wellbeing Book, a practical and helpful guide to achieve financial peace of mind by understanding your objectives and motivations. It offers the readers respite from the anxiety and stress caused by money problems.
Chris helps train financial advisers to develop their coaching skills when working with clients.Â He is also the founder of Ovation Finance Ltd, a financial planning practice.
To hear more from Chris Budd, click here for his Financial Wellbeing podcast.
Matt Stephens, author ofÂ Revolution in a Heartbeat,Â and creator of the Heartbeat app, shares his business insights into the best way to build culture into your organisation and team:
Over 500 HR and Internal Communication practitioners have taken part in the trial of Heartbeat, a revolutionary online surveying tool. This has provided us with fantastic insight into what these leading practitioners view as important elements when building an organisationâ€™s culture.
1 Good leadership
Looking at the comments, the most important thing for respondents is that their leader shows that they care about them and values their input. Employees need to feel that their leader has their best interests at heart and recognise the value that they bring to the team, the organization, and the customer.
Information overload is a challenge many in business face today. How do you ensure all relevant signals from your companyâ€™s market environment are picked up, whilst the efforts for doing so are minimised and the decision-makers only receive need-to-know information and analysis when they need it?
Erik Elgersma simplifies it…
Leadership Matters welcomes RenĂ© Carayol, LID author of SPIKE, in becoming an ambassador for their movement.
Leadership MattersÂ is designed to give all schools access to the high quality leadership development that ultimately improves pupil educational outcomes. By giving school leaders the opportunity to actively develop their abilities around busy work schedules,Â they help to support executive heads as powerfully as aspiring middle leaders thinking about the next step.
Nicole SoamesÂ shares some of her top tips for launching your own business, with insights into her greatest strengths, fears and inspirations in business.
Tell us what you do
I am a highly qualified coach and EQ practitioner with extensive commercial experience gained from twelve years leveraging large sales teams for Unilever and United Biscuits, followed by thirteen years developing and delivering training programmes across the globe. In 2009, I founded Diadem Performance – a leading commercial skills training and coaching company. We help people become commercial athletes in negotiation, selling, marketing, presenting, leadership and management.
Books on the Underground began in 2012 and has now spread all over the world. Their Book Fairies are out and about every day leaving books on tube seats, in ticket areas, and at stations to get people back into reading.
The Strengths Book is a practical and succinct guide that aims to revolutionise your life by helping you to identify what exactly makes you happy so that you will make the right choices; decide whether a job, activity or course is right for you; and understand why things seem to flow with some activities and some people, and not others. Knowing these things about yourself, and spending more time on what really energizes and fulfills you â€“ your strengths â€“ will ultimately lead to a happier and more successful life.
Author Sally Bibb is a leading figure in the Strengths Movement and is the author of seven books. Sally works with a wide variety of people in strengths-based consultancy – from students to professionals.
If you see The Strengths Book on the London Underground this Friday, please have a read and then put back on the tube for another lucky reader, so they too can find their Strengths!
The Strengths Book is out now!
Seeing Around Corners author Graham Hogg shares his insights on the 3 gaps that teams need to close in order to build a data-driven culture.
‘The Bamiyan highway dissecting through the city of Kandahar in Afghanistan is mostly straight. Small bazars on either side of the road buzz with activity, with locals going about their business, mostly ignoring the presence of the British military convoys charging through on their daily routines. I recall the city having a distinct smell: wet dirt mixed with diesel from old truck engines that had seen better days, billowing smoke as they attempted to push and grind through the trafficâ€¦
Kandahar was dominated by a low din of activity: honking car horns, tired engines crawling through traffic like old men, workers banging away at pieces of metal, people wrestling through their daily challenges. On that day, though, the roar of British Land Rovers added to the cacophony of noise, as they accelerated up and down the roads of the city. As the leader that day, I was fixed to the sound coming from my radio headset, doing my best to keep a gentle hand on the flow of the convoy and let my team do their job of getting us through safely. I recall having light conversations with my driver about everything from what was going on at the time, to friends and family back home, and getting to the end of the tour. It was a brief respite from the mayhem surrounding usâ€¦’
During my military career on Operations in Afghanistan, Sierra Leone and the Arabian Gulf, it became very clear to me that the ability of leaders and teams to See Around Corners was of critical importance. Â In the midst of the volatility that we faced, foresight was the fuel of innovation and adaptability.
Post 9/11 and the global war on terror, we were faced with a new challenge, that of heightened complexity. Â In previous conflicts going back into history, the delineation between the â€śgood guys, bad guys and civiliansâ€ť was much easier. Â We knew who the enemy was, what uniforms they wore, the tanks and weapons they used and even the type of communications equipment and tactics. Â In this era, we were able to gather deep levels of data on them that would inform a strategic decision-making process. Â Here, deep planning cycles and flawless execution was the theme of the day.
But in Afghanistan in 2006 this wasnâ€™t the case where we faced an environment of such complexity that this traditional paradigm fell short. Â In a world where a local businessman, tribal leader, insurgent and Military Officer were all closely connected, it was that of foresight and adaptability that enabled us to achieve our mission. Â Not running an operation at that time, in that area was often the best course of action.
Pulling triggers is hard, not pulling them is sometimes harder.
When I left the Royal Marines, went to business school and embarked upon a Â business career I saw teams experiencing the same challenges that we did. In the business world I found myself in, the focus was on efficiency and planning – align to a goal and then march towards it in a perfectly aligned way.
This I argue is born from a manufacturing mindset – a world of stability not complexity.
The ability for organisations to See Around Corners has never been more important. Â Today, billion dollar companies are losing market share to smaller start-ups – where a 17 year old girl can invent her own makeup brand from her bedroom, get 10,000+ followers on instagram and suddenly, the traditional power house of brands we know are being disrupted and losing market share. Â The same can be said for the craft beer movement and wider industry disruption.
The response to this has been often to create an innovation team or growth team where their mission is to â€śgo and find the new ideaâ€ť. I have seen this first hand and itâ€™s too slow, expensive and frankly doesn’t work. Â Or, employ a management consultancy to come in and redesign the organization and all the new process that follow, sometimes ironically causing more confusion.
This is all too slow for the fast moving business world leaders face today.
Instead, leaders need to commit to building an understanding of what is going on in their markets, how their products are being used and what their future customer groups are going to want.
This is where data is so important and the way that teams use it.
There are 3 gaps that teams need to close in order to achieve this and build a data-driven culture.
Cultural gaps – â€śfrom gut to gigabytesâ€ť
Leaders need to move away from making decisions based on their gut and experience and start to pivot towards a data driven decision. Â The HiPPO (Highest Paid Person’s Opinion) in the room no longer holds true and leaders of teams now need to act more as a facilitator for the discussion where they can stage messy conversations to challenge each other and hypothesis. In this data-driven team, assumptions are challenged and team members (irrespective of rank or tenure) feel comfortable to challenge hypothesis and play devil’s advocate.
Cognitive gaps – â€śslow down to speed upâ€ť
If teams are not clear on the business value they are trying to create and their specific mission then they have little chance of asking a good question to data. Â Clarity on whatâ€™s important is where teams need to start and this is all about slowing down to think through what they need to understand to inform better decisions and drive value for their customers. Â Only then do you go to data. Â Outside-in-thinking or What if? analysis are simple and effective techniques to close these gaps on the important bits.
Semantic gaps – â€śwhat did you sayâ€¦?!â€ť
Teams need to industrialize a simple and common language as we start to see domain and analytics experts working together. Â Not mutually exclusive from the points above, to maximise the return on investing in data skills and technologies, if simple ways of working in day to day projects then that resource will not get maximum use. Â A simple language to close semantic gaps is where teams can start. We refer to our ADAPT Cycle here where decisions are leader led and data fed.
I get asked all the time by teams where to start and my answer is always the same. Â Put your team through a fun and engaging experience where they can see first-hand these behavioral and cultural challenges and equip them with simple tools and resources that they can then take back to the business and start using immediately in their meetings.
Do so, and you and your teams will be able to See Around Corners…
Seeing Around Corners is out on 30 November
â€śWhat are you doing here? The birthday party is next Saturday. That is not to say you are not welcome, butâ€¦â€ť This is how one of our eldest friends welcomed my wife and I last Saturday. We appeared at the right doorstep, but at the wrong time. Embarrassed and amused I looked at my wife, who had assured me of the timing. We had both received the invitation email, but I had ignored it after I had seen my wife putting the appointment in our family calendar. When my wife does so, who am I to doubt the accuracy?
Trying to reconstruct the logic of failure1, I later wondered why we gave our old friends a surprise party last Saturday. Obviously, my wife and I both made mistakes. My wife mixed up the timings – these things happen. My mistake, however, was more interesting. I believe I suffered from â€śauthority bias,â€ť which I will discuss in a little more detail below.
Finding your Strengths with Sally Bibb
Last night LID celebrated the launch of Sally Bibb’sÂ The Strengths Book,Â the latest title in the best-selling Concise Advice Series.
The launch took place at the iconic Foyles Bookstore on Charing Cross Road with an audience of family, friends, colleagues, and clients.
After an introduction from Martin Liu of LID Publishing, Stefan Stern, ex-FT columnist and speaker, moderated a panel with Sally Bibb, teacher and Strengths Movement advocate Millie Townsend, and Iain Wilkie, Senior Partner at EY and Founder of Employers Stammering Network. The talks concluded with a speech from Sally.
The panel shared their views on the Strengths Movement in business, education and at home. Questions from the audience were predominantly on how young people can find and use theirÂ strengths to achieve happiness and fulfillment in higher education and when entering the working world.
After the talk, Sally joined guests for a book signing and photos in the photo booth!
Sally Bibb, Founder & Director of Engaging Minds is a leading figure in the Strengths Movement and is the author of seven books, including The Strengths Book.
The Strengths Book is out today! Order your copy here.
On the eve of Sally Bibb’s launch event forÂ The Strengths BookÂ this evening, the author shares some of her top tips for women in business, with insights intoÂ launching your own business and the challenges people may face.
- Tell us what you do
I run a business that discovers what makes people great at what they do and teaches organisations how to know whether someone will be a great fit for a role. Weâ€™ve studied great nurses, baristas, carers, prison officers and sales people. Itâ€™s absolutely fascinating, and the dream job for someone who is endlessly interested in people and what makes them tick.