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.

For the future good of the Northern Ireland economy we need to better anticipate change, build resilience and develop a broader set of skills and proficiency. We need to reinvent the way people learn and interact with each-other to get the best out of new technologies and innovative ways of working, so more businesses are productive, and more people can progress and prosper to drive inclusive growth.
 
We are bombarded with articles and events on how to survive in the age of automation, the future of work, the rise of the robot and AI along with the skills pipeline. “Skills empower economies, business and people to thrive in our increasingly interconnected and rapidly changing world” (OECD Skills Strategy 2019 – Skills to Shape a Better Future). This is undoubtedly true, the question arises then, how as leaders do we take the right approach? How do we develop the right skills and how do we us these skills fully and effectively?
 
Skills matter for individual wellbeing and national prosperity, as we have seen from recent events the need to have skills flexibility in our economy is growing rapidly. Our education and training systems are based on a linear process leading to a career. This is now proving unable to support the pace of disruptive technology, the changing face of manufacturing and the very definition of work itself. When we look at key megatrends the challenge is clear:

• Globalisation: we operate in a more integrated economy than ever before, the impact of the US-China trade war is clearly impacting our economy. Emergence of global value chains, the continued look at offshoring and outsourcing is still to be fully understood and tested. This is clearly creating vulnerability for many workers in Northern Ireland, highlighting the challenge of being the region with the highest concentration of those in work with no formal qualifications in the UK.
• Technological Change: technology is developing at an exponential pace, which many businesses / organisations and individuals are struggling to keep up with. This is leading to the emergence of many new forms of work. The expansion of sources of learning is a fantastic opportunity we need to tap into and use positively.
• Demographic Change: The working age population is decreasing, leading to changing five generation workplaces (where only a few years ago we were thinking of four generation workplace challenges) and the need to integrate these to deliver positive business and societal outcomes. From a wider economic perspective this is creating challenges for the care system and how we ensure the next generations have the right skills for the future of work.

 
Investment in skills and developing the relevant ones over the life course is now a significant challenge for policy makers, business and individuals. The focus of improving educational outcomes has led to a loss of focus on developing wider skills needed for a very fluid and flexible labour market able to address these significant megatrends. 
 
In Northern Ireland there is rightly a focus on increasing R&D investment. Certain sectors are now finding that having done this that tertiary along with vocational education and training is struggling to tailor its offering (primarily by being starved of resource). This is leading to innovation strategies being curtailed or failing to have impact.
 
Developing skills over the life course of all in work, rather than reskilling after loss of work is now a key challenge to business in Northern Ireland. The development of social partnership, investment in our management and leadership skills (our IoD NI Academy programme addresses this fully) coupled with investment in our FE Colleges and Universities can enable this. It will be essential that business takes the lead in supporting this change, fully engaging in every opportunity to reform and being the first mover where possible. 

Graphics credit - OECD Skills Strategy 2019: Skills to Shape a Better Future