Our “true north” is said to be the internal compass that acts as a guide towards success and achievement. It is your orienting point – your fixed point in a spinning world, that helps you stay on track as a leader. As we face uncertainty and paradigm shifts never experience or faced before personally or in business. In these stressful, surreal times, it is understandable for directors to fixate on the urgent business priorities at the expense of the more intangible or personal considerations. How important is it to ensure we and those in our organisations think about purpose?
 
The Rush Memory & Aging project, which began in 1997, finds that when comparing patients who say they have a personal sense of purpose with those who say they don’t, the former are:

• 2.5 times more likely to be dementia free
• 22percent less likely to exhibit factors for stroke
• 52percent less like to have experienced a stroke

 
What is seen in personal experience of purpose can also be said of purpose in a business setting. Purpose can be an important contributor to employee experience, which in turn is linked to higher levels of employee engagement, stronger organisational commitment, and increased feelings of well-being. People who find their individual purpose congruent with their jobs tend to get more meaning from their roles, making them more productive and more likely to outperform their peers. McKinsey research finds a positive correlation between the purposefulness of employees and their company’s EBITDA margin.
 
In boardrooms real and virtual, frantic questions have the floor. How long will this last? How will we pay furloughed workers? What are our peers doing? What should we do first? In moments of crisis, the default expectation is that businesses will hunker down and focus on bottom-line fundamentals. But in this crisis, stakeholder needs are already so acute that the opportunity for businesses to make an indelible mark with human support, empathy, and purpose is greater than it has ever been.

• Understand Stakeholder Needs – Examine exactly what is at stake for your employees, communities, customers, partners, and owners. All will have urgent, rapidly evolving needs that you should fully understand and prioritize. Some of these needs will be new and require creative thinking. Listen carefully to stakeholders that are well placed to inform you.

 

• Utilise Your Greatest Strengths – What strengths does our businesses possess that you can apply to make the biggest difference for your stakeholders? Strong balance sheets have been used to sustain workers through the crisis. Unique logistics networks have been used to bring aid to people in need. Many manufacturing facilities have shifted production to creating urgently needed medical supplies or PPE. Resist going it alone. Collaborate closely with your ecosystem of suppliers and customers—they might identify strengths you didn’t even know you had.

 

• Involve Your Team – Many employees and their families are suffering from isolation and loss of income, leaving them thinking about what is truly important. Crisis leaders’ actions now can foster collective unity and a sense of belonging. When those decisions derive from the principles and purpose that a business stands for it will make it easier to convey confidence in positive outcomes, even when decisions are painful ones.

 

• Lead from the Front – communicate early and frequently, even with incomplete information. Remember that, right now, suffering stakeholders seek empathy but are also looking to leaders to face facts bluntly, without sugar-coating them. Stay nimble as situations change, which they certainly will. Adapt to changing conditions and new information rather than returning to a static playbook

 
Finally, decisions about purpose may be some of the more difficult decisions of your career. There will be a cacophony of opinions; adjudicating them will take discipline and conviction. There may be thinner evidence to guide your actions than you would like. Don’t let yourself be rushed. Establish a fact base to help you weigh trade-offs and mitigate risks. 
 
Above all, don’t settle for “generic” on purpose. You do have a “true north” to discover, and unique impact to deliver. Each company’s role stretches far beyond the confines of your employees and customers. Our suppliers will look for guidance, peers will look for inspiration. And society will hold us as directors accountable for leaving the world a better place than it was when we started.

Northern Ireland’s critical SME and family business base play a role in our economic activity like no other part of the wider economy in Great Britain or Ireland. This foundation of the private sector is easily forgotten and often the innovation, effort and enterprise of these organisations goes unnoticed. Many of these businesses also have the capacity to deliver even more but can be reticent to open themselves to external support. This is understandable and, in many ways, a cultural issue, it is however a key driver to taking many businesses to the next level. 

A non-executive director is still seen as a luxury, others have this title but are nothing more than a form of consultant. However, a business embracing a chair or board member who is independent of the ownership or family can change the dynamic and trajectory in a way previously unimaginable. 

Trying to bring this all together, taking the next step is a bit like what Franklin D Roosevelt said, “I’m not the smartest fellow in the world, but I can sure pick smart colleagues.”

Know the company’s vision. Where do you want the company to go? Define what you need the board to do to achieve those goals. Keep that in mind as you consider and define the attributes, skills, and experiences that you need of your board members.

Seek the right skills. Create a simple grid combining attributes that actually exist in the market. Draft a table with all the desired aspects of a “final” board. Fill in the table with prospective ideas for each director, ranking each in terms of depth or fit and whether that person can be recruited. Keep this list current, fresh, and ongoing, and make it an active item of discussion at board meetings.

Develop role and responsibilities for members. As Jim Collins says, “Do you have the right people in the right seats on the bus?” It’s never too early to have committees or key areas of responsibility. Do you have the best head of audit, compensation etc.? Who are the lead directors that you as CEO / MD can rely on in each critical area?

Build a culture and invite debate. Foster a culture of open feedback and independence. You want different opinions and perspectives to help you consider alternatives. Consider the culture and interaction you want from your board: passionate and intense debate, or cerebral and deliberative? You want to recruit a board that pushes you, makes you uncomfortable and challenges conventional wisdom. At the same time, you want a board and not an operating committee – so setting boundaries is important.

Break through your comfort zone. Boards tend to reach for what’s familiar and comfortable, which results in homogeneity. Knowing that, you should strive for diversity of opinion and not be afraid to go against the grain. Keeping that top of mind will help you be open-minded to alternatives you would not have considered in the first place.
Having an independent chair on the board or a non-executive director is not a silver bullet for success. Finding the right fit for the business is not easy either, when you find that person, it is not about 6 months only, it needs to be for a few years, regularly reviewing their role with them and knowing the right time to bring a new face to the table. 
 
Good governance and a strong board room can change the business dynamic, shape the future, develop the risk appetite and help see the bigger picture. As Michel de Montaigne said, “It is good to rub and polish our brain against that of others”.

Sometimes life and work just gets to be a little too much and it’s easy to get overwhelmed. Whether it be expectations from your boss, colleagues, friends, family or other half–or even the sky-high expectations you have of yourself.
 
Imagine you're about to miss your monthly sales targets, you do not get a crucial contract signed within an agreed timeframe, you've forgotten to answer an urgent request from one of your key customers, your boss has been calling you three times in the past two hours to get a super urgent analysis for his board meeting from you, or something went wrong which seriously affects your business and those closest to you outside of the workplace.
 
In today's fast changing and highly complex (business) world, this can happen all to easily. Occasionally, it all comes to a head and you are left feeling like you are not good enough. In times like these, it can be difficult to gain the perspective you so sorely need to pull yourself out of that terrible slump. As leaders we need to be able to identify this that both for ourselves and in our team members.
 
So how do we fix this? The following is not a panacea, it is some reflections from personal experience as a leader and of some of the help others have given and helped me. I hope they can help you also.
 
Celebrate your failures; they are a lesson
Recently was talking to some colleagues and we were reflecting on how failure in business is viewed differently in the USA compared to here at home. The view across the Atlantic is that failure is an essential part of reaching successful outcomes, we seem to have the opposite view.  Winston Churchill is famously quoted as saying “Success is not final, failure is not fatal, it is courage to continue that counts.” When terrible things happen (either of our own doing or otherwise), it can be difficult to see the forest for the trees. However, in every failure or negative moment, there is a lesson to be learned. Take heart, and have faith in the fact that thanks to this experience, you will be better equipped to deal with whatever life throws at you next.
 

Progress trumps perfection, every time
It is so easy to get caught up in others’ expectations that we forget that perfection is an unrealistic (and frankly, boring) ideal. By shooting for perfection, you are setting yourself up for negative feelings and unnecessary pressure when you inevitably fall short. Progress, on the other hand, is a better measure of how brilliant you are and how much you and your organisation has grown. Celebrate every small step forward, innovate and evolve building momentum at every opportunity.
 
Your mind can be cruel; don’t always take it at its word
We are often our very worst critics. Even if we are kind to others, it can be hard for us to be nice to ourselves. We tend to judge ourselves extremely harshly, whether we’re aware of it or not, simply because we’re conditioned by society to believe we need to look or behave a certain way. When we don’t conform to these impossible standards, it’s easy to slip into negative self-talk. Be aware of this and don’t believe everything you think.
 
There is always a way to get unstuck
No matter how desperate the situation, there’s always something you can do to move forward. You may not see it right in the moment, but you will uncover it eventually, either on your own or with the help of your friends. In that “aha” moment, you’ll come to realise how close you were to the solution all along. Hindsight is always 20/20, isn’t it? Don’t lose hope; the answer you’re seeking is out there.

For many in Northern Ireland there is a level of cynicism in the new deal resulting in the Northern Ireland Assembly and Executive returning to Stormont. Why? After three years away from government many have been left wondering what the difference was being made, however it is better to have a government than not, regardless of those doubts. What is driving this concern is the fallout from the Renewable Heat Incentive scheme (Sam McBride’s Burned is essential reading) and the undignified scramble for money from the UK Treasury. Vince Lombardi, the legendary NFL coach said, “the measure of who we are, is what we do with what we have”, how that contrasts with the apparent cake and eat it approach we are hearing.
 
The estimate from Esmond Birnie in the Belfast Telegraph (January 14, 2020) is a whopping £5billion GBP with water and roads being where the big-ticket items exist. This is coupled with reform needed in our health and education systems. The focus has been primarily on the disappointment of the key members of the NI Executive in not being offered a massive subvention by Westminster with the NI Secretary of State offering a firm rebuttal to the NI parties. The failure of the parties to countenance any form of revenue raising activity or deep long-term reform is all driving the cynicism and lack of public joy at our politicians being back on the hill. So, what would make a difference? 
 
A look at a complex interdependent issue like social mobility sheds light on the wide range of opportunities and challenges the Assembly and Executive need to look at to build a positive relationship with the voters of Northern Ireland. Over the weekend the World Economic Forum published its Global Social Mobility Report, listing a range of items that act as a drag of social mobility. It covers key elements that appear to some extent within the New Decade, New Approach, including health, education, technology access and economic success.
 
At the same time as this an interesting and closely linked discussion has come about around the potential of raising of student tuition fees, with it being point blank rejected by some, used to challenge opportunity for those from lower socio-economic groups and be a driver in forcing students to study in other parts of the United Kingdom or the Republic of Ireland. Do we need so many university places, what is their currency in the marketplace, are they adding value to the learner or employers and is there other ways to develop the skills and knowledge needed for the world of work?

The New Decade, New Approach deal focuses on a number of key issues, anti-poverty, integrated education and on the basis of a “shared and ambitious strategic vision for the future with the aim of improving wellbeing for all – by ​tackling disadvantage and ​driving economic growth​ on the basis of objective need.”
 
But with limited resources how can the executive make this work? Let’s look at how some solutions could potentially be delivered and make a real difference;

1. Education Access and Education Quality / Equity – while the new agreement focuses on delivering integrated education this misses the mark on the key issues around quality, equity and access. Another report into why young Protestant boys are not attaining the right outcomes is more wasted time. Implementation of the Apsley reforms, the removal of GCSE’s and parity between A Levels and Vocations qualifications (whether through T Levels or other means) is essential. Why? Over £250m per annum is wasted on addressing failure to achieve A* to C in Maths and English coupled with duplication of services, not through lack of integration but through FE Colleges and 6th Forms offering identical services to students. Creating a streamlined education system may involve integration but it must include a framework that enables all learners to succeed. 
2. Lifelong Learning – the lack of training and support for those in work is astounding. Innovation and change in the way we work demands constant engagement with development of working skills while ensuring those core skills supporting employability are maintained? How are or will our universities adapt? Will our FE colleges return to those places where we go to continue to develop skills for personal and work progression? 
3. Fair Wages / Working Conditions – inclusive growth is much talked about, but it must be more than a corporate social responsibility and wellness plan. Enhancing the skills and investment in the workplace practices are essential. A study found in a traditional heavy industry such as ship building the impact of employee led workplace organization and flexible working practices led to a 20% productivity increase. Social partnership is vital in this arena, proper social dialogue could and would have avoided both the staffing and pay crisis in the NHS in NI. How, worker voice would have been properly heard and skills developed to ensure gaps were being addressed sooner. 
4. Work Opportunities – the drum regularly gets beat for better careers advice for more activity in STEM or digital skills, surely a lack of work opportunities however is at the heart of the issue? How do we enable SME and micro-businesses to give young people, NEETS, long term unemployed the maximum opportunity to engage with the world of work, understand what a sector or a job look like and the commitment they need to make to make it happen? Additionally it is a lack of work opportunities that is forcing people to look outside NI for work the creation of better work will draw returners. While salaries in Dublin or South East England may seem attractive the cost of living is significantly greater than in Northern Ireland we just need to create those opportunities.

 
Business cannot hand this work over to government and wring its hands until some sort of funding is provided. Much has been said about social dialogue and partnership, that is absolutely essential but coupled with that business must take ownership of the issues above and in delivering this will address a key element of the productivity and move a step closer to answering the lack of social mobility in Northern Ireland.
 
Business can directly work to find the 22% of the Northern Ireland workforce that is underutilized better roles, while the 16% that have no qualifications who are in work could be supported by the NI Executive addressing the loss of £60m GBP from the NI economy each year in the apprenticeship levy. Yet not a single party in NI has even considered this as an important issue to challenge Julian Smith and HM Treasury on. Considering 45% of those paying in England aren’t using the funds, where is the money going?
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The net outcome of a productivity boost? In basic terms in excess of £2 billion GBP to NI economy if every business in bottom 3 quartiles improved productivity by 10%, this transformative and would enable investment in infrastructure and technology that would accelerate the pace of change. Peter Drucker said “The best way to predict the future is to create it” – we can do that with productivity, the question is who is up for it?
 
 
 
Graphics and credits to Slugger O’Toole, Belfast Telegraph and World Economic Forum – thanks and apologies
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Trust is the delicate invisible fabric that holds all relationships together. Damage, cut or fray one thread and the fabric quietly unravels.
In business, in relationships both intimate and distant, in conversation, in government, education, dare I mention places of worship, throughout our lives, trust is the fabric that holds relationships together. Or not.
We have seen this fabric unravel across society in many ways, in business it ultimately leads to the loss of customers, colleagues, revenue and business failure. 
Here are some ways the invisible fabric of trust is unraveled – many will have experienced and acted these behaviours. This is noted here, not to throw stones, but to warn aspiring leaders, personal experience is a hard task master.

Saying one thing; doing another: The fabric of trust is weakened when we act contrary to our words. Our words are an outward expression of our intentions, but if we say one thing and do another thing it is hard for people to identify the real person behind the words. Uncertainty breeds wariness, another word for mistrust. While the loss of one thread may not matter a great deal, the dissonance between our words and actions over time causes more threads to unravel, and the fabric grows very, very weak.

Disingenuous speech: Words that reek of any ‘-ism’ are words that tear at the fabric of trust. What we say matters. Harsh words, abusive language, and sarcastic jokes in the presence of others do serious damage to the invisible fabric of trust.

Making promises that cannot be kept: Your track record is the measure of your credibility. Overpromising may make you look good in a meeting, but incomplete projects are monuments, not trophies. People know who will get things done, and they also know those who merely talk a good game. If you cannot fulfill your promises, you tear a gaping hole in the invisible fabric of trust. Young leaders are especially tempted to overpromise to get a name for themselves. Be careful not to damage your credibility too early in your career through this mistake.

Refusing to apologize after relationships have been damaged: The only possible way for a patch to be sewn on the fabric of trust is through a true apology. An apology can repair the fabric of trust, but like a piece of cloth, there will always be evidence that it was once torn.

There are many, many books on the value of trust in leadership … for good reason. For many, the greatest compliment anyone can provide in business is “I trust you to get this done.” When as individuals or organisations earn trust, they begin to earn confidence and from that influence. President Dwight D Eisenhower expressed it like this, “…the supreme quality for a leader is, unquestionably, integrity…” 

While doing the opposite of what has been said above will help maintain trust, to build and strengthen that fabric of trust we could add some things that as leaders we could practice. 

Exemplify humility: people won’t trust you if you see you are driven by ego, jealousy or a belief that you are better than they are.

Demonstrate your support for others: Zig Ziglar said “help enough people to succeed, and you will succeed also.” Nothing develops or displays your character and builds trust than putting others first.
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Encourage two-way participation with the people you want to influence: trust creates circumstances where people will listen to you and follow you. Listening, not just hearing, is a gift few leaders truly have. When we do this as leaders however we will have included others in our personal or organisational success do we find it having that longevity that is so often lacking.