How I Learned to Balance Strategic Objectives with Leading People

When I first stepped into a marketing leadership role at an international management consultancy, I thought my job was to have all the answers. Every day, I’d roll up my sleeves, jumping from problem to problem, managing events, overseeing campaigns, and troubleshooting for my team. I believed that being in the thick of it made me a better leader—a “hands-on” approach I thought my team needed.

But something wasn’t working. My days were consumed by firefighting, leaving little time to plan for the future. My team became dependent on me for every decision, and I could see their creativity and confidence starting to fade. Meanwhile, the business wasn’t moving forward as fast as it could. We were busy, but we weren’t effective.

It wasn’t until I paused to reflect that I realised the problem: I was too focused on managing the day-to-day and not enough on leading. I needed to step back, empower my team, and focus on the bigger picture. Over time, I learned to think strategically, set clear KPIs, and ensure our team objectives were aligned with the business goals. It wasn’t an overnight change, but the results were worth it—our business grew, and my team flourished as they took greater ownership of their roles.

Leadership isn’t about doing everything

This experience taught me a powerful lesson: leadership isn’t about doing everything—it’s about creating an environment where everyone can succeed and at the heart of this is alignment: ensuring leaders and teams are focused on the right objectives and metrics.

The Case for KPI Alignment in Leadership

In any organisation, aligning leadership with strategic objectives and KPIs isn’t just a “nice-to-have”—it’s a business imperative. According to research by Harvard Business Review, organisations with clearly aligned goals are 2.8 times more likely to perform in the top quartile of their industry and Gallup reports that only 22% of employees strongly agree their leaders have a clear direction for the organisation.

When leaders fail to align their efforts with KPIs:

• Strategic goals are derailed: Teams work hard but may focus on the wrong priorities.

• Performance stagnates: Without clarity on what success looks like, teams become disengaged and ineffective.

• Growth is stifled: Companies risk missing opportunities because leaders are too immersed in operational details to see the big picture.

Conversely, leaders who align their strategy with KPIs and performance measures create clarity, accountability, and momentum—key drivers of business success.

From the Weeds to the Gallery

One of the most significant shifts a leader can make is to get out of the weeds of everyday management and step “up into the gallery,” a metaphor borrowed from performance arts. In the gallery, leaders can observe the full stage, understand the interplay of various parts, and direct their teams with greater purpose and clarity.

Here’s how leaders can bridge the gap between operational overwhelm and strategic alignment:

1. Strategic Thinking

Leaders must develop the ability to think critically about long-term objectives and anticipate challenges. Strategic thinking isn’t innate for everyone, but it can be cultivated through reflective practices, scenario planning, and learning from other industries.

The impact: Leaders who think strategically can set a clear vision and prioritize initiatives that drive growth and scale.

2. Goal Alignment

Research by McKinsey highlights that when employees understand how their work connects to organizational goals, productivity increases by 20-25%. Leaders must ensure that team objectives align with business strategy, creating a sense of shared purpose.

The impact: Teams working toward aligned goals are more cohesive, motivated, and efficient.

3. Data-Driven Decisions

In scaling organisations, KPIs are critical for measuring progress and maintaining accountability. But, these metrics must be meaningful and actionable—leaders must understand which indicators truly drive performance.

The impact: Clarity around KPIs enables teams to focus on high-impact activities, accelerating growth and improving results.

4. Influence and Engagement

A leader’s ability to inspire and motivate is directly linked to their team’s performance. Studies by Gallup show that highly engaged teams are 23% more profitable than disengaged ones. Leaders who can effectively influence and persuade others ensure that teams stay committed and enthusiastic about achieving their goals.

The impact: Higher engagement leads to better retention, innovation, and productivity.

5. Emotional Intelligence and Feedback

A business’s success hinges on its people. Leaders with strong emotional intelligence foster a culture of trust and collaboration, while those who create a feedback-rich environment drive continuous improvement.

The impact: Teams that feel supported and valued are more resilient and adaptive, essential qualities for navigating growth and change.

Why Investing in Leadership Development Directly Impacts KPIs, Not Just “Soft Skills”

Recently I’ve been speaking to the CEO of a global business that had never invested in leadership development, I was met with skepticism. He considered leadership training as a focus on "soft skills" and questioned its value, especially in a high-pressure environment where revenue growth was the priority. His focus was on hitting ambitious KPIs, and he didn’t instantly see how improving communication, emotional intelligence, or strategic thinking would translate into measurable business results. But we delved deeper into the challenges leaders face—teams working in silos, managers overwhelmed by day-to-day operations, and missed opportunities for innovation, it became clear that leadership isn't just about managing people; it's about aligning teams with strategic objectives and equipping them to drive results. The ROI, as I explained, lies in better performance, engaged teams, and a business poised for sustainable growth.

Leading the Path Forward

As businesses scale and revenue KPIs loom large, it’s tempting for leaders to double down on operational management. But true success lies in stepping back, focusing on strategic alignment, and leading with purpose.

The journey isn’t always easy. It requires intentional effort, a willingness to learn, and a commitment to growth—not just for the business but for the leaders themselves. When leaders rise above the daily grind and align their efforts with the organization’s strategic goals, the results can be transformational: empowered teams, accelerated growth, and a stronger, more sustainable business.

Are you ready to align your leadership with your business goals?

Let’s work together to get you out of the weeds and into the gallery. Get in touch >

Why Leaders are the Key to a Positive Culture and Engaged Teams

Years ago, I found myself in a business where the culture was slowly deteriorating. We were delivering results and clients were satisfied, but the energy and motivation were low and getting lower.

We were starting to forget WHY we were there.... and lose connection with our PURPOSE. It wasn’t just the lack of team energy that worried me—it was the sense that the leadership team had lost sight of our purpose and the values and behaviours shared in the handbook. This became a red flag for me because I’ve always believed that people are the heart of any business. Without a motivated and engaged team, no matter how much we push for results, we’ll eventually hit a wall.

The turning point came when I had an open conversation with one of the team members. She told me that although she enjoyed the work, she didn’t feel like her contributions were truly valued. That’s when it hit me: employee engagement isn’t just about hitting KPIs—it’s about creating a workplace where people feel valued and understood.

Over the years, I’ve learned that creating a positive workplace culture requires constant effort, but it’s the key to ensuring long-term success for any business.

If you don’t intentionally shape your culture, it will form by accident—and often not in the way you want.

Gallup’s 2023 State of the Global Workplace Report found that only 1 in 5 employees in the UK are actively engaged at work, and this disengagement is costing businesses up to £340 billion annually. So, what’s the solution? It's about building a culture where employees feel connected, empowered, and motivated. A positive workplace culture leads to higher engagement, greater innovation, and ultimately, improved results.

Creating a thriving culture and nurturing engagement isn’t just a "nice-to-have"—it’s essential to your business’s success. Research consistently shows that companies that invest in building a positive work culture see increased productivity, lower turnover, and stronger financial performance.

Research from CIPD highlights that organizations with a well-defined culture have 27% lower turnover rates and engaged employees are 21% more productive than their disengaged counterparts.

So how do we create and sustain that culture? It starts with clear values and shared goals.

It doesn’t happen by accident—it requires intentional effort from leadership to align the company’s values, practices, and feedback systems. According to McKinsey & Company, companies that focus on organizational culture outperform their peers by competing on values and fostering an inclusive environment.

What’s at Stake?

• Employee Retention: High engagement drives loyalty. Employees who feel connected to their company’s culture and mission are 87% less likely to leave (Gallup).

• Customer Satisfaction: Happy, engaged employees are more likely to deliver exceptional customer service, resulting in higher customer satisfaction and increased revenue.

• Innovation & Growth: A culture of trust and openness encourages employees to share ideas, contributing to better problem-solving and innovation. Companies with high levels of engagement experience 14% higher productivity and 30% greater profitability (Gallup)

4 Key Actions to Build a Thriving Culture

1. Define Your Culture and Values Clearly

A positive workplace culture doesn’t happen by accident—it requires clarity and direction from leadership. Set clear, actionable values that guide your team. These values should be embedded into everything from recruitment to decision-making. Google famously encourages employees to "be radically transparent," which has led to a culture of openness and trust. Define what works for your organization and commit to living these values every day.

Action Tip: Host a team workshop to collaboratively define your company’s core values and make sure everyone understands and aligns with them.

2. Foster a Feedback Culture

Feedback is essential for development, but it has to be constructive and consistent. Radical Candor, as described by Kim Scott, is one approach that encourages leaders to “care personally and challenge directly.” It’s about fostering a space where feedback can be given and received without fear of judgment, making team members feel empowered to share their ideas and improve their performance.

Action Tip: Set regular feedback sessions and encourage a two-way dialogue where team members feel comfortable sharing feedback about their work and the environment.

3. Encourage Open Communication

Creating an open and transparent communication channel within your team is crucial for trust and engagement. Leaders who share information and listen to their employees create a culture of inclusivity. Gallup reports that organizations with open communication practices experience 47% higher total returns to shareholders. Encourage regular one-on-ones and town hall meetings where employees can ask questions and discuss ideas.

Action Tip: Implement a monthly “Ask Me Anything” session where employees can raise any topic, allowing leadership to listen and respond openly.

4. Address Conflict with Care

Workplace conflict is inevitable, but how you handle it will shape your culture. Unresolved conflict can fester and affect morale, while well-managed conflict can lead to improved understanding and stronger collaboration. Use mediation techniques, encourage a win-win approach, and create a safe space where differing opinions are viewed as opportunities for growth.

Action Tip: Offer conflict resolution training for managers to help them identify the root causes of conflict and address issues proactively.

The Role of Leadership in Building Culture

As a leader, you play a critical role in shaping the culture of your team. Your actions set the tone for how values are lived out and how employees engage with one another. But creating and sustaining a thriving culture is not a one-time effort. It requires consistent commitment and continuous improvement. CIPD research highlights that organizations with strong cultures are 27% more likely to retain employees and are better positioned to adapt in times of change.

It’s not just about offering perks or creating a fun work environment—it’s about nurturing the environment where your team can flourish. Remember, culture isn’t something that’s automatically positive or negative—it’s what you make of it.

Final Thoughts

It’s easy to overlook the power of culture and engagement in the whirlwind of day-to-day operations. But taking time to focus on these areas isn’t a luxury—it’s an investment. By defining your culture, fostering feedback, and addressing conflict thoughtfully, you’re setting up your team—and your business—for success. You’ll find that when your team is truly engaged, the results speak for themselves.

If people enjoy work, the rest will fall into place - Lessons in Culture

Your brand isn’t just your logo and a two-dimensional design. Your brand is your people - their personalities, their behaviours and actions. 
From the first greeting with a customer or client to the final farewell, it’s people who breathe life into your brand and create a meaningful human experience.

When you reflect on meals out you’ve had - which do you remember? Do you remember exactly what you ate and drank? Or do you remember the experience and how you felt? I’m pretty sure that even if you’d had some of the most delicious food in your life if the service was bad and if the staff weren’t warm and friendly you’d think twice about going back and if they were grumpy and rude you wouldn’t go back at all - even for the food.

It’s people make the experience - the emotional connection your customers have with a brand.

For all businesses, not just customer-facing ones, your people build your brand. When people enjoy their work, feel genuinely connected with the brand’s purpose and values, and when they feel valued, your brand and your business will thrive. When people love where they work, that energy radiates outward, creating memorable experiences that resonate with customer.

What is culture?

Culture is the invisible thread that binds an organisation’s values, practices, and people, creating a unique experience for both customers and employees. Culture builds a sense of belonging and guides what we do and how we do it.



• It’s how your people feel on a Sunday night.

• It’s what people say about your when you’re not in the room.

• It’s the thing that connects us.

• It’s what makes us feel alive

At the Propel Talent & Training conference this week, hospitality businesses large and small came together to explore the concept of culture and how to nurture it. 

Ceri Gott is Chief People Officer at award-winning restaurant group Hawksmoor - which has held a place in Best Companies for over 10 years. Gott said

“If your people enjoy work the rest will fall into place.

For her “Culture is a group of talented people creating something special.” 

At Hawksmoor, building and nurturing this culture goes beyond policies; it’s about creating a place where kindness, innovation, and individuality thrive. Founders Huw Gott and Will Beckett say:

Everything stands or falls with people. People are at the heart of every business, nowhere more so than in hospitality. At Hawksmoor, every employee understands they’re not just part of a restaurant—they’re part of a bigger story.

Their ambition according to the Hawksmoor 2023 Impact report is to create:

 “SOMEWHERE YOU CAN FEEL PROUD TO WORK We want people who work at Hawksmoor, and their families, to feel proud of where they work – of the restaurants themselves, of their co-workers, of the company and of the industry. We work hard to build environments where people feel that way, and encourage them to bring families in (with a discount) to help engender that feeling, especially as this is an industry that parents don’t always wish for for their children; mistakenly in our view'.”

They have embraced this by defining values:


Liberating Kindness

Kindness is at the core of Hawksmoor’s ethos. As much as grand gestures this encompasses small things that make a difference - simple acts of appreciation like a thank you or a friendly hello can transform someone’s day. 

Gott said “We recognise that companies that foster kindness not only create a positive workplace but are also more profitable.” Kindness releases oxytocin, the “happy hormone,” which can enhance our immune systems and reduce stress. While negative interactions, such as rudeness or microaggressions, even being a witness to negativity, impacts how much a person can get done in a day and reduces their ability to problem solve.

Be the Change

Hawksmoor recognises that its people are central to innovation. Regular listening and open communication channels help keep ideas fresh and encourage employees to shape the future of the brand. By valuing feedback, they not only improve our services but also empower our staff to take ownership of their roles. The team is what makes Hawksmoor’s culture come alive, with each site’s unique dynamics creating “sub-genres” of the overall brand culture. This practice nurtures a workplace where everyone can contribute to shaping the future.

Every Day’s a School Day

Creating a learning culture where everyone has the opportunity to develop and grow which keeps people in the business, and develop new skills even if they don’t stay. This commitment to learning ensures that every team member feels supported and equipped for success.

You Be You

Diversity and inclusion are more than just buzzwords at Hawksmoor; they are integral to its identity. Co-founder Huw Gott, who was diagnosed with ADHD, openly shares his experiences, encouraging everyone to be their authentic selves. It’s recent staff survey revealed that 97% of employees feel welcomed at Hawksmoor.

The vital role of managers

In recognition of the fact that the number one predictor of how happy someone feels at work is their manager, Hawksmoor is committed to developing leaders who model these standards daily. Managers are recruited for their people skills, and they invest as much time and effort to training managers as much as anything else

Hawksmoor created a new role called ‘Culture GM’. This person looked after the liaison between support teams, operations, and the restaurant teams, ensuring clarity of the organisation’s operational strategy was being delivered in person and across all channels to everyone in the company.

People are your brand

People aren’t just part of your brand; they are your brand. Every interaction with customers and colleagues, every story shared—they’re the lifeblood of your business.

Top Tips for Building a People-Centric Brand

1. Prioritise Empathy and Kindness
   Small gestures and genuine gratitude make a big impact. A culture rooted in understanding, human relationships and kindness is not only supportive but also productive.

2. Encourage Authenticity
   Embrace diversity by allowing your team to bring their full selves to work, promoting a culture of openness and acceptance.

3. Invest in Growth and Development
   Provide continuous learning opportunities that empower employees to grow, ensuring they feel valued and equipped to succeed.

4. Share stories and celebrate success
   Highlight achievements and share stories to foster pride, build camaraderie, and reinforce a culture of recognition and appreciation.

5. Coach leaders to be role models and call them out when they aren’t

6. Don’t tell people how to behave
   Behaviour isn’t black and white - instead suggest boundaries what’s too much what’s not enough.

The Crucial Role of Effective Management: Insights from CMI Research

The Crucial Role of Effective Management: Insights from CMI Research

People don’t leave companies, they leave managers. New research from the Chartered Management Institute (CMI) has highlighted the impact that managers have on employee’s motivation, job satisfaction, and their desire to stay with an organisation. A good leader brings people together to drive toward a common goal.

The CMI report Taking Responsibility - Why the UK Needs Better Managers conducted in partnership with YouGov reveals:


• One in four of the UK workforce holds a management role

• Only just over a quarter (27%) of employees describe their manager as highly effective.

• Half (50%) of those who don’t rate their manager say they plan to leave their company in the next Only 34% feel motivated to do a good job.

The significance of effective managers becomes evident when considering the impact on employee loyalty.

• 72% of workers who rated their managers as effective felt valued and appreciated.

• Conversely, only 15% of those with ineffective managers felt similarly valued.

Accidental Managers

Managing a team of people is something that we often fall into. We get promoted because of our skill or ability, because we are technically competent and suddenly we are responsible for other people with no support or guidance about how to be a manager.

Good management and leadership practices are linked to improved performance, higher retention rates, the creation of positive work environments (culture), and the achievement of business objectives

The report confirms that many people are ‘Accidental Managers’ promoted just because they are “popular, good at their job, or happen to be available to take charge.”

• 82% of people who enter management positions have not had any proper management and leadership training.

• Nearly half, 46% of managers believe colleagues won promotions based on internal relationships and profile, rather than their ability and performance.

The research found a consistent link between managers who had received management training and more effective organisations. Many people surveyed emphasised that without adequate management and leadership development, they lack the confidence to perform their roles and deliver results effectively.

Meanwhile, managers who had received training, said that they ask their team members for feedback, are more comfortable with managing big changes, and are also able to leverage technology to improve efficiency.

In conclusion, the CMI's research shines a spotlight on the pivotal role of effective management in fostering a positive work environment, employee satisfaction, and strategic success. It also highlights the pressing need for comprehensive management and leadership development programmes to equip future leaders with the skills and knowledge required to excel in their roles. It's time to invest in better management practices to shape the future of work.

Why is Management and Leadership Important?

This report demonstrates a clear need for more training not only for new and emerging managers but also for experienced ones. Management is not just a title or a position; it's a set of skills and qualities that can be honed and developed over time. Leadership training plays a pivotal role in shaping individuals into successful leaders. Let's explore what leadership training can achieve.

What is the impact and benefit of management training?

1. Goal Setting and Vision

   Improves strategic focus by ensuring that everyone is pulling in the same direction. Teaches goal-setting techniques and strategic planning, enabling leaders to inspire their teams with a compelling vision for the future.


2. Decision-Making and Problem-Solving
   Instills effective decision-making frameworks and problem-solving methodologies, ensuring that leaders can navigate challenges with confidence.


3. Enhanced Self-awareness
   Leadership training often begins with self-assessment. It encourages individuals to reflect on their strengths, weaknesses, and personal values. When leaders understand themselves better, they can relate to their teams more authentically and make informed decisions.


4. Reduce Turnover and Boost Retention
   Build a positive community where people feel heard, valued and appreciated. In turn they will be more loyal and committed.

5. Build a Strong Culture and High-Performing Teams

   Discover insights into team dynamics, motivation techniques, and strategies for building a positive and collaborative work culture.


6. Increase Productivity and Efficiency 

   Improves time management and prioritisation by equipping managers with techniques to maximise productivity, delegate tasks, and focus on what matters most.


7. Cultivate Emotional Intelligence

   Support managers to be more emotionally intelligent and improve self-awareness, confidence and relationships with others.


8. Improve Communication Skills
   Equip individuals with the tools and techniques to communicate expectations, give feedback and resolve conflicts. Better communication fosters trust and transparency within the team.

9. Build Resilience and Adaptability 

   Helps leaders to embrace change, stay resilient in the face of setbacks, and lead their teams through uncertainty.


10. Continuous Improvement
    Fosters a growth mindset, where leaders are open to learning, feedback, and self-improvement.

Polly Robinson is an Executive Coach and Leadership Development Trainer.
She designs and develops bespoke management and leadership training programmes as well as offering some online leadership workshops for anyone to join.

"Hospitality is the "Power of Human Connection" - Dame Karen Jones

Inspiring words from Dame Karen Jones, chair of both the Hawksmoor and Mowgli restaurant chains, senior independent director at Deliveroo and who founded casual dining chain Café Rouge in 1989. During the Pandemic, she worked closely with ministers and was the only hospitality representative on the government's Build Back Better business council. She was made a dame in the Queen's Birthday Honours List 2022 for her services to business and the hospitality industry.

People are at the heart of every hospitality business.

Karen Jones spoke at the Propel Hospitality Talent & Training Conference on Tuesday she said:

Hospitality is the lynch pin of society. We realised how much we missed it during lock down.

She reminded us that the holy grail of hospitality is:

The power of the moment of human connection that keeps your customers coming back again and again.

When asked about what attracted her to working in hospitality she said it was the

• Excitement hospitality can give

• The pleasure of looking after people

• Lovely colleagues who are fun, high energy, innovative and entrepreneurial

She went on to talk about that elusive "hospitality gene" found in people who just get the excitement and buzz of hospitality and love the pleasure of looking after people. The million dollar question is: is the hospitality gene innate or can you teach it? Karen Jones believes that you can. An employer needs to explain what hospitality is all about - the hard technical skills and soft communication skills can be learned later.

The Importance of Culture

Culture is hard to define she said, it’s more complex than “your people just doing the right things when people are looking.”

Culture is that feeling it gives you.

She defined CULTURE as the 'feeling it gives you' built on 4 pillars:

1. Being clear about the culture you want to create and knowing and communicating your values.

2. Genuinely caring about your people. Remember everyone is different: different backgrounds, different outlooks and with different ambitions. Culture is about trying to weld them into a whole through daily decisions that strengthen not weaken the culture.

3. Not expecting people to do things in their work life that they wouldn’t do in their personal life

4. Always delivering on what you say you will.

How to define your Values to build Culture

Karen Jones emphasised that your values have to be what you genuinely believe in. Values should be driven by the business founders or leaders, not outsourced to a consultant. Create a Mission and Vision statement that communicates your purpose and values. This is the time for leaders to be quite direct - your team need something to hang their hat on.

Keep your values simple and easy to articulate. If you can't remember them or say them clearly, they're too long and complicated. Use the one-sentence test! Can you say what you stand for in one simple sentence?

You know your values have caught fire when people start using them and talking about them. Then they start to drive behaviours.

4 Crucial Factors to Retaining Employees

Building on Maslow’s Hierarchy of Needs, Karen Jones identified four blocks to retention, without these things you will never get people to stay in your business.

1. PAY - You can’t do a good job if you are worrying about how you are going to pay the rent.

2. SAFETY & SECURITY - If I do well will I be secure?

3. WORK LIFE BALANCE - long hours and low pay are the worst things. Our cognitive ability is affected by stress and the main causes of stress are fair pay and scheduling.

4. CAREER ADVANCEMENT - how do I get my foot on the next rung of the ladder?

Lead with Resilience

Happy staff create happy customers and that starts with a happy you.

Today we’re all under so much pressure at work and at home. Many teams I work with are short-staffed and those who are there are having to work harder and longer. But there’s only so long we can keep this up and eventually we start to run on empty, like a car running out of petrol - it doesn’t do us any good in the short or long term.

As a leader, it’s down to you to create an environment that fosters a positive attitude towards managing stress, prioritising our wellbeing and encourages a healthy work-life balance (or LIFE-WORK in that order).
Start by focussing on your own wellbeing, and then support your team.

It’s vital to start with yourself

Just as on an airplane we’re instructed to put our own oxygen mask on first. If you are starting to feel resentful, find yourself starting to complain to friends or family and keep coming back to the same issues, and if it’s starting to affect you out of work, it’s time to pause, shift your perspective and set some boundaries.

1. Firstly pause, recognise and accept how you are feeling. You can’t choose your emotions but you can choose how to respond to them. Try shifting your perspective, in moments of stress our perceptions can be warped and it’s easy to feel like the world is turning against you. Our brains are hard-wired to overreact in stressful situations.

2. Ask yourself in a month from now how much will this matter - and what about in a year?

3. Imagine you are a fly on the wall or a bird in the sky, what do you see from up there? Is anything clearer?

4. Focus on what you can control and influence and try not to get stuck on things that are out of your control, this reduces your feeling of overwhelm and frustration and enables you to be more proactive and effective. These steps will help you to build resilience and the ability to cope with and bounce back from adversity.

Your team’s wellbeing

When it comes to your staff, invest time in their wellbeing and create a supportive environment that considers the whole person and treats them as individuals. What are the things that make them want to come to work, or what might be the obstacles to them wanting to come in, is there anything you can do to make work more of fun and fulfilling for people?

1. On a day-to-day basis encourage positive relationships between colleagues and foster a supportive atmosphere where people are kind to each other. Doing nice things for other people releases oxytocin which makes you feel good about yourself. Encourage people to take their breaks and to get outside if they can, and to leave on time.

2. Proactively monitor people’s workload. Make sure that work is clearly defined, is well-matched to their abilities and that deadlines are acceptable. There’s a sweet spot where we are experiencing a moderate or higher level of pressure (this will be different for different people) and we are alert, stimulated, energetic, focused, and decisive. Not enough pressure we feel bored, apathetic, and frustrated and this can lead to low morale and underperforming. Too much pressure causes stress, and anxiety, can make us irritable and exhausted and eventually lead to burnout.

3. Strive for flexibility and forward planning - providing rotas as far ahead as possible, allowing people to swap shifts within reason, and make it acceptable to take sick leave for mental health challenges.

4. Finally, foster a culture where people can come and talk to you and share their problems inside or outside work. Listen and be respectful and ask them what they need from you, whether that’s more support or training, time-off (for mental or physical health) or sign-posting to professional advice.

How to Build a Happy and Engaged Team

How to build a happy and engaged team?

There’s an oft-cited phrase that people don’t quit a bad job, they quit a bad manager. So how can you be the best leader you can be, so that people will stick with you through thick and thin?

Every sector I speak to at the moment from hospitality to tech, from plumbing to law, is finding it harder to recruit than ever before. It’s a job-seekers market with plenty of opportunities for people looking for something new. So the challenge for business leaders is to create an environment where your staff want to stay with you, who will go over and above to achieve the business objectives and don’t disappear when the going gets tough.

When your team feel engaged, inspired and valued, they will be much more willing to go above and beyond to create the best possible experience for your customers.

So as a manager, how do you build a happy, committed and successful team?

The short answer is, it’s not just about paying them more!

Building an engaged team begins with creating a connection and a community and a culture around a common purpose and values. This creates a sense of belonging and commitment.  

Culture

Culture is that mysterious thing, that is hard to put into words and you can only really understand by experiencing it. You can break it down into the things you can see or have written down, in retail this includes things such as the uniform you might wear, the shop design (formal, informal, contemporary, traditional) and any written policies and manuals - but that’s just the tip of the iceberg.

The juicy bit is beneath the surface - the way you behave with each other, how you talk to customers, any rituals and routines you have - how you greet each other at the start of the day, how you communicate (formal meetings or casual chats) and any ceremonies you have - going out for a drink to celebrate or publicly rewarding staff for a significant achievement.

Facets of employee engagement

Beyond culture and community, there are several key facets of employee engagement. I suggest reviewing each of these - what do you do well, where are the gaps, is there anything that could be tweaked?

1. Do you have a positive culture? Are the purpose, values and aspirations of the business clearly communicated to everyone? How good is communication between management and staff

2. Do people feel that staff are making a valuable contribution, do they have a manageable workload?

3. Do your staff get recognition for what they do?

4. Do they have the right balance of support, autonomy and challenge?

5. Do people have the right resources and training to do their job? 

6. Do people have the right work-life balance for them and how do you support people’s wellbeing? Of course, people have different needs and expectations and flexibility isn’t always possible in a retail environment, but be mindful of what else people have going on in their lives - whether it’s school runs, relatives to care for or exams to revise for.

7. What rewards do you offer? Of course, competitive pay and benefits come into it and security of income is important, especially in the current economic climate. Do you also offer incentives for higher performance although this doesn’t have to be a financial bonus, it could be a small gift for making a difference to a customer, or a voucher to spend with you (a bonus as it encourages them to get familiar with your products too).

8. What opportunities do you offer for personal growth and development? How do you support your staff to be the best they can be? This might be skills training for the job or mentoring from a colleague to develop soft skills, it might be just giving informal feedback to encourage them to push themselves forward or it could be knowing that there are opportunities for promotion.

Running through these questions will help you to identify any potential improvements you can make, but if you really want to know how engaged your team are, and what more they need - ask them. This could be through informal chats or perhaps a short questionnaire which can be completed anonymously. This gives people the opportunity to show what they appreciate and voice any concerns. If you can respond to these and you’ll show you care about your people and they’ll reciprocate with their commitment.

When to lead and when to manage

Think back to the most inspiring managers you’ve had in your life, or even the most inspirational teachers. How did it make you feel and how did it impact your commitment on the job or the subject?

I imagine the leaders you remember inspired and motivated you, you will have felt they listened to and valued and as a result, you felt more committed and focussed.

Now reflect on what kind of a leader you are. Are you an inspiring leader or hands-on manager?

Let’s explore the difference between leadership and management.

What’s the share purpose?

Imagine your vision is to create a wild flower meadow and you have a team of people to do the hard work. A manager would give a specific list of instructions and tasks to each person - ask them to drill the soil, to plant the seeds in a specific way and to water it precisely. While a leader will share his vision of a beautiful colourful meadow, rich in biodiversity and ask the team how you can work together collectively to make that dream a reality. Which do you think will get the best results?

A manager’s job is to set operational objectives and standards, but as a leader it’s your role to communicate the vision, the big picture, and share a purpose and values in a way that will appeal to your team and that will motivate them to get out of bed in the morning.

If your ambition is to offer the best most memorable customer experience or to create the most delicious quality cakes, what difference is that going to make to people, how are you going to do it and why should anyone believe you? In the corporate world this usually means creating and communicating mission, vision and purpose statements - what we do, why we do it and what we want to be known for; and communicating your values - then how do we do it?

Your Mission & Vision

You don’t need the carefully crafted statements you might see from big brands like Wholefoods or Waitrose, but do take time to answer those questions and share the results with your employees.

Another important quality of a good leader is to empower and enable staff, consulting with them, seeking and valuing their input and encouraging them to stretch and grow. 

There is no right or wrong here, there’s a time and a place for both management and leadership. A good leader will be able to adapt depending on the person, the task, the context and the urgency. If you have a new starter with little experience or none of the technical skills required for the job, then you will need to be more manager, giving clear instructions and checking in on progress. In an urgent situation, for example dealing with a difficult customer, again you many need to step in and manage the situation more closely. But when you are dealing with someone who is highly committed, whether or not they have the experience of skill, you can step back to a more supportive, coaching role, ask for their ideas and help them develop their skills. 

Many of the managers I work with find themselves more at the directive managerial end of the spectrum, telling, showing, instructing, and often admit to micromanaging because it’s easier and quicker, but this is the fast track to creating low morale and unengaged teams.

So to develop more committed staff who will help you build a successful business, start to build a partnership with them, share your vision, encourage shared ownership of the big picture, be transparent in communication, trust, listen and value their views, foster collaboration and together you will see great results.

Hospitality Mavericks Podcast interview

I’ve long been a fan of the podcast Hospitality Mavericks, so I was really excited to be asked by its host Michael Tingsager, to join him to chat about my work as an executive coach and running leadership development programmes.

We talk about the difference between leadership and management, how to build a strong, happy and engaged team, changing expectations of work life and just some of the challenges facing business leaders today.

I also share my own story of how I moved from hospitality and food & drink branding and communications to become a business coach, and how I build healthy routines and lots of exercise to look after myself.

You can listen to the podcast on all the usual podcast channels from Spotify, Apple, Google, Amazon and below on YouTube.

I highly recommend all the podcasts on Hospitality Mavericks!

Find them all here: Hospitality Mavericks >

Shift Your Perspective

Shift your perspective

Moments of high stress can warp your perception of reality, making you feel like the world is out to get you.

Our brains are hard-wired to sense threat and tend to overreact in stressful situations.

Changing perspective allows us to release thinking patterns that no longer serve us and to see the world through fresh eyes. 

What can you gain from looking at things another way?

Imagine you are a fly on the wall, or a bird in the sky - how would things look from up there?

HOW TO SHIFT YOUR PERSPECTIVE

• Stop and notice how you feel.

•  Accept that feeling, don't push it away.

• Create distance by naming it out loud or writing it down.

• Change your surroundings.

• Breathe

• Ask yourself how much this will matter in a month, what about a year?

• What are you grateful for?

• What would your wisest most supportive friend say about this?

• What's a different way to see it?

• Now move forward.