No matter what the barriers are, invest in people

Mashpi Lodge

Photo credit: latour.com

In 2001, former mayor of the Ecuador capital city of Quito embarked on an ambitious journey to transform the Andean forests, which had suffered from deforestation for many years, into a global tourist attraction.

As a lover of nature, I recently watched a BBC TV programme with my jaw anchored to the floor. Roque Sevilla, former mayor turned businessman turned environmentalist, shared his personal multi-million dollar project with us; the incredible Mashpi Lodge and Reserve. It’s a striking structure which provides a holiday home for just 42 guests, placing them in the middle of the tropical forest just outside of Quito. It’s constructed almost entirely out of huge glass panes in an attempt to place its visitor’s, as-one, with nature in a way they’re unlikely to have ever experienced before. I was in awe.

As you’d expect, delivering such an ambitious project would never be plain sailing. Roque had several obstacles to overcome, including a machete-wielding local!

Jose was a farmer who lived in the nearby village and farmed in the Mashpi Reserve. He worked for a logging company that had moved into the area in the 1990’s for a lumber concession so spent his days hacking through the dense woodland.

So, how did Roque deal with this? How would you deal with this?!

Roque offered him a job.

Upon meeting Jose for the first time, Roque brought along an orchid expert. It was a brave move. As they talked and walked through the forest, the idea was to re-channel Jose’s thinking; to remove any negative thinking, to re-imagine his surroundings; to really open his eyes and look at the positive things which lay before him – to not only see what good the forest can do for him but what he can do for it.

Jose admitted to never noticing the colourful and fragrant blooms before. He was blinkered, channelling his anger and frustrations at the innocent trees. However, through this intervention, Jose quickly built a trusting relationship with Roque, and now, thanks to this new found knowledge, he quickly took up his offer of employment as Village Chief (that’s a resident tour guide to you and me).

Thriving in his new role, Jose not only welcomes and chaperones guests to the Lodge, he’s now a botanist; cultivating and blooming a personal collection of orchids in the newly developed tourist village.

Mashpi Lodge has firmly inked itself a place in my bucket list, but in reflection I was thinking how much Roque had achieved with Jose and Quito’s wider community.

Jose

Photo credit: mashpilodge.wordpress.com

In some ways, Bromford has its similarities. Our coaching approach allows us to get closer to our communities in ways we’ve never been able to do before. Much like in the case of Jose, if you truly want to make a difference to peoples’ lives you’ve got to get to know the person first; what are their hopes, their dreams, their hurdles and their barriers.

When we recruit we’re looking for the right person, with the right skills – not just for today, but for tomorrow too. We offer a job with a good salary that has an excellent benefits package. We offer excellent in-house training with opportunities to grow and develop. It’s a two way thing; we’ll show what we can offer them – but equally we want to know what they can do for us.

Mashpi Village didn’t just happen overnight. The money helped, of course, but it took time to develop – and by that I don’t just mean physically. The natural habitat and the local community had to be considered and respected. By simply ousting Jose, for example, could’ve had catastrophic consequences. Instead, time was invested into him as a person and because of this both parties reaped the rewards.

So, whether you’re recruiting for a vacancy, coaching someone through life, or building a luxury holiday lodge in the middle of a mountain forest – make sure you take the time to invest in people.

The Bromford DNA, Let It Be

This is my latest post that first appeared as a guest article over at All Things IC courtesy of Rachel Miller (thanks again Rachel). I hope you enjoy it.

*The Fab Four - can you name them?

*The Fab Four – can you name them?

I wonder how many of us could name The Beatles? My guess is that most would name the Fab 4 without breaking a sweat, right? Now, how many of us could reel off our company’s mission statement, vision and values without hesitation? Not so easy is it.

Anybody that follows me on twitter, reads my blog or knows me personally would have almost certainly heard me bang on about the company that I work with and how much I love it! Like The Beatles we’re celebrating our 50th anniversary here at Bromford and it’s been during this milestone that we’ve opted for a cleaner and more leaner approach of inspiring people to be their best.

We’ve ditched the tradition of a mission statement, a blurred vision and an exhaustive list of values. Instead we look for colleagues to work with us who share our newly launched DNA; Be Good, Be Brave, Be Different and Be Commercial, our very own awesome foursome!

Our very own 'Fab Four'

Our very own ‘Fab Four’

Just this week, 6 months since their launch, a number of leaders from across Bromford (including me) were presented with a challenge; to go and investigate our DNA and then feedback to a wider audience what we found. We were asked to visit other teams, see how colleagues are embracing ‘the Be’s’, look at how they are bringing them to life and to, well, Be Nosey!

The day arrived and we had our usual army of tweeters and yammerers (is that the right word, do we even have one yet? If not let’s invent one!), who were on hand to pledge their support and give real-time updates to those who couldn’t be in the room. We were treated to a great variety of presentations ranging from videos to Haiku Decks, a specially built website to a live recording of a podcast! The session was absolutely brilliant; not only did it showcase the wealth of talent we have across Bromford, it also gave us insight into our teams that may have only surfaced previously during lunch breaks and through team meetings.

So for me, someone who relishes a challenge and wanting to #BeBrave and #BeDifferent, I prepared my findings in a unique and inexpensive way. I presented back through our first ever Bromford comic book.

Our first Bromford comic has arrived.

Our first Bromford comic has arrived.

The comic’s content is taken from video screenshots of our HR team’s away day. What really stood out for me is the fun and engaging way in which colleagues were able to represent and demonstrate the respective Be’s from their team’s viewpoint. Inspirational lyrics, poems, amateur dramatics, avatars and future gazing – this team had it all, and don’t forget they were talking about something that had just replaced all that corporate jargon we used to have!

Now, how many of you reading this can honestly say that your mission statement, vision or values truly enable your colleagues to bring them alive in this way? Will they still be circulating like the Beatles are now; 50 years since they formed? We certainly hope that our new approach will stand the test of time and who knows, we could still be talking about our DNA come our 1st century!

If you’re interested in hearing more about our DNA and the #BeNosey challenge, visit our website and keep checking back for updates as they are released.

*Credit for The Beatles image goes to artist Meredith Kresge. Prints are available to buy here.

United Leadership (part 2)

Following on from my first post, I now bring you United Leadership (part 2) which concludes the learning and lessons that I took away from that fantastic trip I made up to Old Trafford earlier this month.

As in the words of dance music guru Pete Tong; “weee continue…”

United in history

United in history

Remembering history

If I’m ever lucky enough to win the lottery I’d like to think that I will remain true to myself, remain grounded and not forget where I came from. Manchester United kind of echoes that. Wherever you walk around Old Trafford, whoever you speak to – they all talk of that defining moment. Sadly it wasn’t a lottery win or a multi-million pound investment that they talk of, nor was it that kung-fu kick. It was a much darker moment in history that still resonates throughout the ground today, 55 years after the event. The Munich air disaster claimed the lives of 23 people; 2 crew members, 8 players, 3 staff, 8 journalists, a travel agent and a fan (who was a close friend of the then manager; Matt Busby). But the tragedy, and those affected during the incident, will never be allowed to be forgotten. Plaques, clocks, pictures and flags decorate the ground – even today – as a mark of respect and constant reminder that there have been dark times at the club but they will, together, overcome them to once again shine brighter days over the club that they love.

How often do we do this in our organisations? How often do we reflect on colleagues of yesteryear – those who have contributed to the successes of today and give us a hope for tomorrow?

Celebrate your successes

Next time you watch Manchester United play look carefully at the players after they score a goal; you’ll notice that almost every single one of the team (exception to the goalkeeper here) celebrate together. The club want everyone to feel the success. And what I think is brilliant is that Manchester United instil this same sentiment throughout the club. Whenever they reach a cup final, at home or abroad, all of the 700 colleagues that work for the club are taken along – they do this because they want everyone to be a part of the experience and for the whole United family to celebrate success together. It’s what teamwork is all about here and makes for a great culture.

Fitting your culture

When Manchester United are looking to buy a new player they don’t just look at his goal scoring record and price tag, they look at the whole package that the player would bring with them; Where are they based? What is their family like? Who is part of their entourage? They are looking to see if their target man will fit into the culture and the environment at the club. Players come and players go. It’s not just about performances on the field, it’s every much about their performances off it too, so if an individual is being just that – not adopting the values of the club, the team or the bigger family, the likelihood is that they’ll soon be looking for another club to move onto.

United they believe!

United, they believe!

Watch the competition, carefully

Believe is a word that vibrates throughout Manchester United. They believe so much in success that they never know when they are beaten.

Picture the scene; it’s the 1999 Champions League final between Manchester United and Bayern Munich at the Nou Camp, Barcelona. United are losing 1-0 with 1 minute of normal time left to play. Sir Bobby Charlton and Franz Beckenbauer are behind the scenes watching the game draw to a close and Beckenbauer is seen decorating the prestigious trophy with ribbons in his team’s colours. Sir Bobby walks over and congratulates him on his team’s feat. They start to make their way down to the pitch via the passenger lift unaware of the drama that is unfolding beneath them. The two club legends come out to the news that Manchester United had done the impossible and scored two late goals and have claimed the title!

Pitch-side, United’s Assistant Manager; Steve McClaren, looked happy with the score at 1-1 and was happy for the club to defend the remainder of the game to play for extra time. Sir Alex on the other hand was not, he wanted his team to push for the second goal and win the match in normal time.

In the games leading up to the final Bayern Munich seemed to always substitute defender Lothar Matthaus on or around the 75th minute of play so, just before that, Sir Alex introduced a third striker to the game in the shape of Teddy Sheringham. When the eventual Matthaus substitution happened on 80 minutes the United manager knew this was his opportunity and switched one of his on-field strikers for a fresh player; Ole Gunnar Solskjaer. Manchester United won the game thanks to two goals scored by – you guessed it – Sheringham and Solskjaer! It goes to show that this result didn’t just happen, it happened with purpose. Sir Alex knew his opposition and believed in what his side could achieve.

Great leaders go the extra mile

When people speak from the heart, others believe in them. If you see it matters to them, it will matter to you. It’s what makes Sir Alex a great leader.

A Man City fan, who was training to be a football coach, wrote a letter to Sir Alex asking him a few questions in hope he could help him with his studies. Surely he wouldn’t reply to the fan of a rival team, would he? He certainly did, in style too. He responded by sending a video to the fan which was a recording of himself answering the questions posed in the letter! Receiving that video must have been so much more powerful than just a few written words, it showed that Sir Alex cared because it was a subject close to his heart and demonstrated that we’re all leaders – inside and outside of our immediate teams – great leadership is about going the extra mile for others.

Surround yourself with great people and invest in them

Great leaders facilitate rather than do, you can’t do everything yourself. It’s about building trust with your people. Winning trophies didn’t just happen for Sir Alex, the manager learnt to be competent in the roles he wasn’t because he surrounded himself with good people who excelled in those areas. As a result he became a better leader and a better person, and the stories of success followed shortly after.

But to build that trust element you have to let your people know that you know them. Great leaders make people feel important. They invest in them, not just financially but emotionally too – it shows that they care.

David Gill (CEO of Manchester United) was leaving Old Trafford one Friday evening and was saying goodnight to each colleague as he passed them. The last person he saw was one of the ladies at the reception desk; he addressed her by name, exchanged pleasantries and then made his way to his car. It then dawned on him that he’d made a terrible mistake. That lady he’d just spoken to in reception was not the person he thought she was – he’d gotten her name wrong!

He quickly made his way back into the foyer and with the upmost sincerity apologised for his wrong-doing and stood chatting for a couple of minutes asking how she was and what she had planned for that weekend.

David Gill didn’t need to do what he did but he chose to, knowing that in doing so he could quickly turn the situation on its head. That lady on the reception desk has never forgotten this moment and will now do anything for Mr Gill and his guests. She is one of the first people that visitors see when coming into this section of Old Trafford – so will ensure that she gives a warm welcome and a lasting impression to all who she sees.

As leaders we don’t always get it right first time but we can make a positive difference with even the smallest amount of investment.

Is that Paul Scholes or Andy Johnson?!

Paul Scholes or Andy Johnson?!?

Recognise people’s differences and how to get the best out of them

People have their differences, even at Manchester United there are personal altercations between people. We were told of two key players who didn’t see eye-to-eye off the field, but on it, it never affected their game. In fact I never noticed it in the times I’d watched them play together. They came to work to do a job, and to do their job to the best of their ability. In work you have to respect that and understand how you can get the best out of your people. What is it that motivates them? Are they motivated toward or away from something? There’s a difference. Ryan Giggs was motivated toward achieving something – for him it was about getting fitter and faster, so the coaches worked with him to develop him on these areas. When Nemanja Vidic joined the club he was motivated away from being rubbish – he was/is one hell of a defender but he couldn’t pass the ball for toffee! So, the coaches had to tell him how bad he was at passing to help him to get better.

Rest more…often

The final story I’d like to share with you is one that is often shared around the club; it’s about two lumberjacks that challenge each other to a dual. One is a big strong burly fella and the other resembles more of an average figure – not quite so strong. The challenge is to see who can fell the most trees during an 8 hour session.

The big guy is straight to it, sawing into the trees relentlessly from the word go up until the siren sounds as the 8th hour is signalled. The smaller guy works his way through the trees but on the hour, at every hour, he takes himself off for a 5 minute break.

When the siren blows the felled trees are counted and we learn that the smaller of the two has won the friendly competition. The big guy cannot believe it. He is much stronger and worked straight through whilst his opponent rested – surely this cannot be so. The smaller guy explains that by taking regular breaks he was able to rest and re-focus on the job in-hand. Not only this but he was able to sharpen his saw, making sure his equipment was best prepared for the next gruelling session.

The ability to relax is a skill, a very effective one. If we want to set-out to achieve amazing things we must make sure we rest and recoup. Manchester United are no different – they have a 25 man squad for a reason and use it to ensure they rotate their players and give respite to all in the team

United in our learning

So, what have I learnt from Manchester United that we can take away into our own working lives? Successful teams and leadership goes way beyond the starting XI; it’s about the preparation, the coaching, the understanding of others and your surroundings. You need to learn from your mistakes but not dwell on them, create a positive environment in which to work and with people you can trust who are great at what they do. Surround yourself with good people who are willing to go the extra mile, who get your culture and want to celebrate as you do. It’s about remembering where you came from, knowing where you’re going and making sure that, now and again, you take the time to sharpen you saw!

HUGE thanks for reading and sticking around for part 2, and special thanks to HouseMark and John Shiels for a fantastic day.

United Leadership (part 1)

“Innnn West Midlands Wolves, born and raised, in a playground is where I spent most of my days…”

OK, it doesn’t have the same impact as the opening theme tune to the Fresh Prince of Bel Air but having seen Will Smith bring the song alive again on Graham Norton recently people like me, who grew up watching the exploits of Will and Carlton, couldn’t hide the goose bumps and feel good factor whilst watching it.

The same has to be said for football fans watching Manchester United dominate the English game, and for a short period Europe too, over the past 20 years or so. And it’s in no small thanks to the living legend that is Sir Alex Ferguson that the Red Devils rode this successful train for so many years.

On the 6th June 2013 I rode a short train journey of my own, from Wolverhampton up to Manchester, to attend a brilliant session organised by HouseMark and facilitated by the Manchester United Foundation on what it takes to build a high performance team through teamwork and leadership.

John Shiels delivered the session, CEO of the Foundation, who has worked with Manchester United for the past 7 years – so it’s fair to say this guy has some first hand experience of this club and what it takes to taste this success and, just as importantly, to maintain it.

You don’t need me to tell you just how big Manchester United are. With an annual turnover of over £330million they are more than just a football club, they are a brand – a very large brand – but one with a very expensive shop window. So to survive they need owners who do not throw money at it – their finances needs to be properly invested. They do things on purpose – not by accident. Some of the new kids on the block throw money at the shop window, but that doesn’t guarantee them longevity. It’s not just about today or tomorrow, it’s about building the foundations for a successful future.

This wasn’t a one-on-one session by the way, I went along with my colleague Josie and we represented Bromford in a room of 20 or so other Housing professionals. So, why would we be interested in what a football club has to say? Well, there are some significant leadership examples for us all here, applicable across many businesses, not just football or housing. There’s a lot to fit in, lots of stories to tell, so I’ll share some of the highlights of the day with you in two parts. This is part one.

Think BIG

To succeed in business your vision has to be big – mediocre is not good enough. When he joined the club as manager 26 years ago, Sir Alex wanted to beat the 18 league titles that Liverpool Football Club had won – it seemed an impossible task at the time but having recently stepped down from the helm he leaves the role with the club having won 20 league titles – when he joined Manchester United they’d only won 7!

Sir Alex Ferguson Stand

Have a shared vision

To continue in these successes, like any other business, there has to be succession planning at United. So, who have they brought in as Sir Alex’s successor – a manager with a track record for winning trophies, right? Wrong. They’ve appointed their new manager (David Moyes) because he had remained consistent throughout his last post at Everton (12 years as manager), had kept them in the top flight of football during his time and built a very good team and structure within a club who had very little investment in the transfer market (Manchester United spent £48m in 2012/13) and City (£76m in 2011/12). So, United have reflected their faith in him with a 6 year contract – a long time in football terms – because it’s all about creating stability and having a shared vision to build success.

Never stop learning

When you look at today’s top footballers, most of whom are multi-millionaires, how do you keep them focused when money is not a driver? It’s about knowing the individual’s needs and working with them to achieve their goals. John told us a story about Ryan Giggs – for those of you who don’t know him he’s the most decorated player in English football of all time (and still playing at the top level at the ripe old-age of 39). The club were looking for a volunteer to help out on a training session with some young kids one afternoon, and when the first team were asked that morning who could be available Ryan was the first to raise his hand, although he did explain that he couldn’t make it for the 1pm start as he had a prior engagement. When he did arrive shortly after 1.30pm the coach asked why he was late. Ryan explained that he was taking swimming lessons! Despite being a tuned athlete, fit as a fiddle, and still performing at the highest level Ryan wanted to do more, but it didn’t stop there. Ryan is learning to swim as he’s training to become a triathlete, amazing! If you want to be the best you’ve got to keep pushing yourself.

Create a positive environment

We often hear stories of how United bounce back in games where defeat seems to be staring them straight in the face. During the 2012/13 season there were 14 times where United came from behind to win the game, but they can’t always be victorious. John told us how, after seeing United lose one particular game, he got to see them warming down shortly after. Some players were seen laughing and joking – which he couldn’t understand. Why was this? Because they need to be focused on the next game; they had quickly put the loss behind them and were now preparing themselves physically and mentally for the next challenge. John said:

“Manchester United are better at losing than winning!”

Performance is key; get the performance right and the right result will follow.

Sir Alex rant

Communicate effectively

Some of you reading this may already be familiar with the model that effective communication is:

7% words

38% tone

55% body language

The power of body language is emphasised in this great story: United were having a bad day and weren’t playing particularly well in one of their home games. So, at half-time the manager came out first – before all the players – something he doesn’t normally do. He went over to the loudest section of fans (the Stretford end) and worked up the crowd by throwing his hands into the air and applauding them – he’s now got their attention. With the entire crowd watching him he now walks to the linesmen and follows them onto the pitch. He makes his way towards the referee to have a word with him, pointing his finger and looking typically animated. Nobody knows what is said but through his body language has communicated to 76,000 fans that there could be a problem and that “we need to do something here”. The second-half began shortly after; the fans got behind the team in rip-roaring fashion and united went on to win the game. Enough said – or in this case – hardly anything at all!

Learn from mistakes

Experience is about learning from the mistakes that have gone before, Manchester United are no different.

Great people like to be challenged, and that’s exactly what happened in the close season of 2011/12. Manchester United had just won their final game 1-0 meaning that Manchester City had to win their game to clinch the title; 27 seconds after United’s game finished City scored to win 2-1 and claimed the title. The following day was United’s player of the year awards and the body language around the room said it all. Sir Alex stood up to addresses the room saying something along the lines of:

“That was yesterday, we’re Manchester United and we will learn from that – I’ll go away and sharpen my saw and we’ll come back and win.”

Sir Bobby and Bryan Robson addressed the room too and said some similar things to that of the manager – all of a sudden the mood in the room was transformed. The United culture instilled. The following season United went on to romp the title beating their City rivals by an 11 point margin. Inspired by the top and believed in from the bottom.

I hope you enjoyed part 1. Keep checking back, or enter your email address at the top of the page, to hear more stories in part 2 and what Sir Alex meant by ‘sharpening his saw’.

*Part 2 is now available by clicking here

Let’s share facts about the Bedroom Tax

Bedroom Tax 1

In less than 3 weeks time there will be some big changes across the UK that will shake-up 1000’s upon 1000’s of people. Sadly I’m not talking about the long-awaited Glastonbury Festival line-up, nor am I talking about One Direction’s 23,000 capacity sell out gig at the O2 Arena in London. It’s of a serious matter that will see the launch of the Bedroom Tax, the first wave of changes brought about by the coalition government’s Welfare Reform.

Tickets for that One Direction gig I mention are selling for around £125 each on eBay. For somebody whose weekly rent is £100, that ticket price is equivalent to an average shortfall of under-occupying by 2 or more bedrooms, in a 5-week calendar month!

I’m no expert on these changes but I was asked recently to deliver a session on Welfare Reform as part of my Leadership journey. It was decided that we would use the time to open this up as part of a wider-discussion, to realise the impact these changes would have on our business, on our teams and most important of all; on our customers.

We could have spent forever discussing all the reasons why these changes are wrong, how sorry we feel for one another and asking the how’s and why’s. But we didn’t. Instead we had a small moment for reflection and spent a large sum of time digesting these changes, checking in with one another’s understanding and looking at the bigger picture implications of all this and what we need to do as a business, as leaders and as individuals to get us through this.

Goal posts

There is so much to absorb in all that is Welfare Reform, the goalposts are forever moving. Only yesterday Inside Housing reported of yet more amends to the Bedroom Tax which has led to planned protests being axed today. But my best guess is that yet more changes will come about as more pressure mounts on Iain Duncan Smith. This piece in the Telegraph included an online poll where over 83% of people felt that the changes were not fair.

So here at Bromford we’re doing our upmost to keep abreast of the changes; we’re forever updating our website; sharing our stories through Social Media channels such as Facebook, Twitter and Yammer; and we’re continually checking in with our customers to gauge their understanding of the changes and the impacts these will have upon their lives.

And I’d like to urge you and your organisation to do the same. The changes are going to happen regardless, we can’t do a lot about that, but we must ensure that our customers and colleagues are kept well informed and supported throughout this. I heard somebody say the other day that they felt there had been more publicity about the Digital TV Switchover than there has for Welfare Reform – and I agree. But could we, as a society, be doing more to change that? With the world going more and more digital and with social media becoming further acceptable in the workplace – do we have good reason not to share in our knowledge? The power of communication is in our hands.

Power to the people

Image

I’m a big fan of coffee and need a regular fix throughout my working day (ask my colleagues) and it was thanks to me making a round (yes, I do make them!) that I had the opportunity to hear a fantastic story from a colleague in my office.

‘C’ came to Bromford having worked in a family business for 20years, is a parent and has a wealth of knowledge in repair handling and contractor management – surely an easy choice for the panel when she came for a role in our Customer Contact Team, right? Well, what if I told you ‘C’ had almost no computer knowledge before the job interview – had never browsed the internet, doesn’t use social media and had never sent an email! Maybe the decision isn’t quite so easy now, is it?

Well, the decision was made to give ‘C’ a job who has now been with Bromford for close to 2 years. Recruiting for the role came in the shape of an assessment day where a series of questions and activities allow Bromford to look at the personalities and interpersonal skills of the candidates. For a position in our Contact Centre life skills are very important and ‘C’ had plenty of experience to offer. The team knew that computer skills could be learnt if the right person was appointed and were pleased to find that once ‘C’ had been successful in getting the role they had enrolled for a local IT course, which they attended in their own time at weekends, to help gain the skills and confidence for using a computer.

I asked one of the Team Leaders, who was one of the assessors on the day, a couple of questions about the appointment:

 

Q. “Was there anything that ‘C’ did that may them really stand out in the assessment day?”

A. “We knew that ‘C’ had lots of skills that they could bring to the team and that ‘C’ was very organised and logical in their way of dealing with issues.  ‘C’ came across well and showed that they were a good team player.”

                                               

Q. “How does ‘C’ perform in their role?”

A “‘C’ is consistent with their approach to the role, although not one of the highest call takers, ‘C’ is one of the highest performing for ‘Call Resolution’ meaning that they will own a call and resolve. ‘C’ really does try very hard to resolve an issue for the customer even if it means staying late – this shows in their call resolution figures. I have always said that if ever I needed to sit at anyone’s desk to answer the ‘phones I would definitely choose ‘C’s’. ‘C’ has every piece of information you could possibly need on their desk, very organised!!!”

 

So, in a world that has gone digital crazy where you can remote record to your TV from your mobile phone, order your groceries from the palm of your hand and follow Lady Gaga in the comfort of your own living room, don’t get thinking that those who’ve yet to be accustomed to this lifestyle have nothing to offer. The way in which housing organisations are recruiting is changing. Life skills and life experience cannot be taught, nor can having the right attitude. You can’t program a feeling or compassion, not just yet anyway! So, give power to the people. Let people like ‘C’ have a place in your organisation; if you can give them the computer skills they need to do the job they will probably offer your business a whole lot more in return.

Sow our Futures

 

This week saw my role take yet another turn as I was asked to take part in an online debate through the Guardian website discussing how housing providers can help to cut rent arrears. The approach to take part came just last week and whilst I was pleased to have been asked I must admit I was a little confused as to why they would ask me. How does Tenant Cashback appeal to this audience? Why me? It got me thinking about an earlier blog I’d written: Your presence is out there!

So, the discussion is only hours away and I’m doing some reading in preparation for the midday kick off. Lots of debate around Universal Credit and Bedroom Tax – I’m still scratching my head, a little self-critical on the value of my presence but hey, I’ll give it 100% and speak of what I know.

The introductions are laid down and the conversations under way. Questions and viewpoints come from all over with customer’s welfare rightly at the forefront. There’s talk of rent collection, Universal Credit, Direct Debits and customer eviction notices! These are some worrying but very genuine and pressing matters that are circulating within the very organisations from where we work, but there’s an underlying message behind all of this which I quote from one of the commenters on the forum:

“Education, education, education”

Something new is happening right now and something that some of us know little about or we are uncomfortable with, so we need to ensure the message is out there and we need to support our customers and our colleagues. But we must remember that with education also comes communication. I made a comment in the debate:

“If customer’s are given a voice they will speak, give them a choice they will make one, give them an opportunity they will take it.”

In the shape of society today we can ill-afford to walk around with the blinkers on, we need to open-up our senses and be more aware of what’s going on around us, whether that means to integrate our services, listen to advice from others or adapt our approaches – we simply cannot continue on a single track without accepting and embracing change. Some changes will happen regardless, with or without our influences, so it’s down to us to greenhouse our ideas for the sake of our customers and each other – we need to sow our futures.

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