Warning! Working differently can seriously improve the environment (and well-being)

In Cardiff and everywhere, there has been a lot of talk lately about clean air and reducing carbon emissions and indeed, in Wales, the Government has declared a climate emergency which suggests they are finally taking this seriously and we are going to see some critical action.

As ever with this conversation, the ideas and actions for tackling carbon emissions tend to be focused on getting people to switch their mode of travel from the car to cleaner, greener forms of transport such as electric cars, bike or train.

What I notice though is that those responsible for solving this problem rarely seem to ask themselves the very important question: ‘What if people didn’t need to travel?’

We are so entrenched in an industrial model that work is still seen as a place we go rather than something we do and so rarely given the consideration it deserves as one of the tools in the box when it comes to tackling climate change.

As someone with a long history of promoting flexible working, I can see a lot of opportunities not only for the environment but for individuals and employers too. So why are we not talking more about this and how working differently can reduce carbon emissions whilst also increasing community cohesion and overall well-being?

It’s a bold claim but I believe that it’s because so many managers are scared to let people get on with it and unable to tell if they are actually working if they can’t see someone at a desk in front of them. Too many organisations manage people on the basis of time and presence in the office. Just think what we could achieve if that switched to trust and outcomes instead?

Part of the issue is the number of limiting beliefs around different ways of working so here are some common myths and realities that will hopefully help to open up some new ways of thinking about how we can reduce the need to travel for work purposes, reduce carbon emissions and improve air quality.

Myth: When we talk about working differently, we mean people working from home on a permanent basis.

Reality: Working in an office and working from home are just two options in a broad spectrum and also not mutually exclusive. People could maybe work one day a week in their local community which could be at home or in a community hub or café or anywhere they feel inspired. This would reduce the need to travel and increase feelings of connections in the community.

Myth: If people are at home, they will have more distractions.

Reality: When people are working from home, they might put the washing out or get the dinner started and that is actually ok. When they are in work, they might be talking about what happened last night on Coronation Street or making everyone a cup of tea which is also ok. Regardless of whatever household tasks get done when at home, most people would say that working remotely is great for getting on with work projects because there are fewer distractions.

Myth: Working remotely has a negative impact on well-being.

Reality: If you work alone, at home, all day, every day, this can have a negative impact on well-being for some people. However, working from home sometimes can be beneficial because people can concentrate on a piece of work and save time travelling to the office which they can then spend getting jobs done or playing with their children. This can have a positive impact on well-being.

Myth: Supporting remote working requires expensive video conferencing platforms to allow people to remain connected.

Reality: We are better connected than ever before so utilisation of the wide range of free channels available to us means that teams can remain connected regardless of location.

Myth: Managers are automatically equipped to cope with any working arrangement.

Reality: Technology has transformed what is possible in the workplace, allowing people to work whenever and wherever is best to get the job done. Ensuring staff performance when managing remote workers is something that many feel less confident about so training should be built in to organisational development programmes to ensure managers have the necessary skills to cope with all situations.

 

Do you think working differently has the potential to help reduce carbon emissions? Do you have thoughts on how we can build confidence and skills to manage different ways of working? Share your thoughts in the comments below.

 

If you like this article, you might like to read this one too: Want greater staff retention, less sickness absence and increased productivity? Join the results based revolution and unleash the power within.

 

 

 

 

 

Perfecting an 80/20 ‘balance’ that nurtures talent and celebrates success

Recently, I was speaking at an internal session on managing performance and explained why I believe the role of a leader is to help people be the best they can be.

The discussion began when we were asked to identify measures of staff satisfaction and organisational success.  One of the first things that came up was staff retention with many believing this this is a sign of problems.

Now, I accept that if staff start leaving in numbers then it can indicate that there is a problem which needs to be addressed but I asked them to consider a different possibility: perhaps it shows that people are being managed well, developing skills and progressing to the next level.

When asked, I explained to the group that I strongly believe part of my responsibility as a leader is to develop people.  This means that they should grow professionally during their time in a role, gaining new skills and enjoying a boost in confidence.  Ideally, they would then rise through the ranks and feel the satisfaction and fulfilment of working for an organisation that nurtures talent, utilises this appropriately and rewards people for their success.

However, in a small organisation, it can be hard to do this and so it needs to be OK to develop people so that they can move on.  If people move on to better things as a result of what they learnt with me, then I consider that a good outcome for the organisation.  I also find that it means we have champions in the wider world and many of my staff are still working with us in their new roles.

Doing things in this way creates ambassadors who can raise awareness of our work with their new colleagues and partners.

 

The 80/20 rule

In terms of how I ensure people are able to develop, I believe in an 80/20 rule.  Put simply, this means that individuals should spend 80% of their time doing things they feel they are good at and 20% stretching themselves.

To help me identify their strengths and development areas, I ask staff to complete a personal development plan which allows them to list their skills, achievements and goals.  We then sit down and have a discussion about what they have included and I might make further suggestions about anything I think is missing.  People don’t always see something as a strength or a talent so I might explore certain things with them to highlight any skills I think they have but don’t recognise.

This provides a framework for which they can develop an action plan to push themselves forwards.

 
The theory part

One of the key theories that underpins my leadership style is Dan Pink’s work on motivation which argues that the three things people need to be successful at work is autonomy, mastery and purpose.

The 80/20 rule means that they spend 80% of their time utilising their strengths and working towards mastery.  If their time is spent mostly on things they enjoy and feel they are good at, then they will feel good most of the time and will be doing things that fire them up, satisfy them and allow them to feel confident.

From that place, they can focus on the other 20% which should be about things they either don’t want to do (we all have those things) and things that they want/need to learn to be the best they can be.

The key to success with the 20% is to have a clear action plan which identifies skills and competencies that need to be developed in order to achieve career goals.  This should include steps that will be taken to ensure that individual can push forwards and make tangible progress towards their goals.

In terms of monitoring, I hold individuals to account for completing their actions by making sure progress is discussed on a quarterly basis and then on an annual basis, I ask staff to reflect again and complete a new plan for the year ahead.

 

Achieving ‘flow’

If you look through the stages, you can see that the method is based on the high performance cycle – Plan, Do, Review and Improve.  In following this process and ensuring the 80/20 ‘balance’, I believe people can be supported to achieve ‘flow’ which, in positive psychology, is:

‘The mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity’.

This has to be the state of optimum performance and exactly where we surely would want our teams to be so I challenge you to try a different way and see the difference it makes.

 

If you can see the value of this approach or have similar methods yourself, share your thoughts in the comments below.

Why Brexit needs leadership based on kindness and compassion not soundbites and rhetoric

This morning, I am in a hotel room in Manchester watching commentators discuss the latest humiliation of UK Prime Minister, Theresa May, after every option of her Brexit plan was rejected by MPs.

As you will know, the news from last night is that she told her party she would step down if her Brexit deal is passed which seems like a desperate plea for support so that she can finish the job she took on. When this all started to blow up, I had some sympathy with May because it seemed like she didn’t stand a chance from the beginning, maybe because MPs from across the UK are afraid of what a British exit from the EU will actually mean for the country.

The longer things have gone on, the more embarrassed I feel as I watch the pantomime that our parliament has become and with recent events in New Zealand, it’s hard not to wonder where we might be if we had a different kind of leader at the helm.

It is clear that Brexit is divisive – it divided families and friends overnight with passionate views on both sides, often under one roof – so it needed leadership that could recognise all opinions and bring people back together, moving towards a shared vision for the future.

After the referendum in 2016, it seemed to me that what was needed was a cabinet of the best people from across all parties. Ok, this isn’t common but a coalition Government was in place under Churchill’s leadership during the second World War and working together now for the good of the country is just as important now as we negotiate our way out of the European Union as it was in wartime.

Evidently, May doesn’t share that view (or doesn’t have the skills) and she has missed the opportunity to unify, instead, widening the divide and creating even more conflict. The greater the challenge, the more determined she seems to become.  She has stuck to her guns but she clearly hasn’t inspired confidence and is now paying the price.

In a stark contrast, we have just seen New Zealand face their own man-made crisis in the Christchurch terror attack, with a leader who has reacted entirely differently; not with soundbites and rhetoric but with kindness and compassion. She has brought people together across New Zealand and been clear that she will take action to protect people and make sure this tragedy doesn’t happen again.

We have seen Jacinda Ardern with her people, sharing their grief, showing support and role modelling behaviours. She has shown people how they can join together in solidarity. She hasn’t just said it; she has done it. She has led a nation in mourning, not by standing out but by blending in and showing that she is part of the community too. She has shown emotion, empathy and humanity, standing out to the world as a modern leader who many would do well to learn from.

So how could May have followed this example to bring together a not so United Kingdom? Maybe she could have listened harder and shown some care for those who have found themselves in conflict instead of ploughing on without support. She perhaps could have tapped into those heightened emotions and spoken to the people instead of robotically trotting out tory lines that sound too cold for comfort. And she certainly could have found some humanity to show she understands the anguish that is out there on all sides instead of ignoring those dissenters and carrying on regardless.

Britain needs to be united behind a shared vision for the future and I hope that the next leader can recognise this and deliver success.
What do you think of leadership in relation to Brexit? Do you agree that a different style might have yielded better results? Share your thoughts in the comments below.

 

Image by Stefan Schweihofer from Pixabay

In times of complexity, uncertainty and unpredictability, what does it mean to be a leader and how can we cope in a world that’s constantly changing?

In this guest blog, Sally Hughes, co-initiator of Share Cardiff, considers how we can lead in a changing world.

To explore how we might create a sustainable future, my feeling is that we should be asking ourselves how we can do things differently.

We need to be asking how everyone can be involved in this innovation, addressing issues of access and inclusion. We must remember who all our organising excludes. We need to be finding ways to communicate beyond our echo chambers. We need to listen.

We need embodied thinking, we need to grow the possibilities in our bellies. We need to learn to be flexible through movement.

We need to reawaken the creative spark inside all of us, because to be ready to build a sustainable future, we need to be well, we need to take care of ourselves and others, we’re aware of the link between creativity and wellbeing, let’s harness that.

To be well we need to be connected. To be connected we can harness the power of the internet, which is an effective tool for bringing us together.

Now we are together, We need to get to know each other. To get to know each other we need activities to do together to build community, to grow and solidify that which bonds us, our social capital.

And we all need to be leaders.

Here’s the caveat – our current model of leadership is not fit for purpose, one person with a vision charging ahead into the future hasn’t served us so well.

We are living with complexity, uncertainty and unpredictability, we need to reassess what it means to be a leader and we need to find ways to work in a world that’s constantly changing.

I’d like to share a story that I learnt from Daniel Smith of the London based The Change Collective and designer of the Active Citizens programme.

It’s about how we negotiate our way through the challenges we face, how we look for leverage points and how we learn to be emergent leaders. It’s about learning to be flexible and learning to be present with what is, it’s about awareness.

Imagine a river. Your challenge is to use a boat to travel as a group from the mountains, down to the sea. Now, you could all get in the boat and get in the middle of the river and paddle with all your energy, ploughing a straight course through.

You’re going to run out of steam pretty quickly. You’re not going to be taking account of the conditions, the weather, the ecosystem, the needs of the people in the boat. It’s going to be hard, there will be conflict and you’ll likely capsize.

What if instead you spent time together noticing and communicating.

You notice that on some days the water runs smooth. When you drop a branch in you see the currents. You feel the wind, and acknowledge the trees, mountains and wildlife. You work together and you feel solidarity. After plenty of time watching, observing and learning, you all tentatively get in your boat.

You feel the weight of your bodies and feel the movement of the water. You let the current take you. The wind picks up and moves you to the edge, so you use a little energy to correct your path. As you move along the river the conditions change, you paddle fast, you paddle slow. You rest. You use oars to push away from the banks and you hold tight and support each other in the rapids. You listen to each other’s ideas, all voices are valued, no one voice is louder.

The journey is different because you have spent time being aware of what is happening, making small interventions when necessary, trying lots of things to see how they work and you have done it together.

This is how emergent leadership works. It’s about empathy, listening, being flexible, creative, curious, compassionate, following your intuition and innovating.

It’s about being present. This is a story about living with uncertainty, complexity and unpredictability. This is our story.

Do these ideas resonate with you? How will you sow the seeds for collaboration? Share your thoughts in the comments below.

3minuteleadership.org

5 things that will add some Strictly sparkle to your line management

It’s that time of year where many of us are tuning our tellies every Saturday night to that family favourite ‘Strictly Come Dancing’.  In our house, we love to settle down for the evening and watch the glitzy spectacle of sequins, heels and hairpieces, enjoying the glamour and fun that draws in viewers from across Britain.

Watching the show, it’s heartening to see clueless, inexperienced individuals become confident and capable dancers.  It’s even better to watch the relationship between mentor and mentee develop as the celebrities see their good faith and hard work pay off.  We literally see contestants blossom and grow as the weeks progress.

With a new baby at home, this has become a Saturday night staple and I’ve been watching not only the weekend shows but also the weekday behind the scenes spin-off programme ‘It Takes Two’.  As a result, I’ve noticed a number of qualities and behaviours that we could all adopt as leaders and managers to get staff performing to the best of their ability.

I’m sure there are many lessons we can take from the show but here are 5 things that will add a little extra sparkle to your line management:

1)      Be enthusiastic and encouraging – from the clips of rehearsals, the interviews on It Takes Two and the filming on the night, you can see that the professional dancer is always super enthusiastic and encouraging which helps to build the celebrity’s confidence and make it a positive experience.

2)      Focus on strengths – the pro-dancer focuses on those things the celebrity can do well and celebrates these things in order to give them a boost which increases their confidence and keeps them motivated.

3)      Help them to improve – the professionals identify areas for improvement, helping the celebrity to sharpen their skills and develop gradually rather than overwhelming them and forcing them to try lots of things they are struggling with.

4)      Allow mentee to shine – the pros look to show the celebrity in their best light and allow them to shine brightly and enjoy their success regardless of what level they are at.

5)      Focus on fun! – they remember that it’s about having fun so despite pushing them to their limits, they encourage their celebrities to enjoy the whole experience and make the most of their time in the competition with many of the celebrities saying they intend to continue dancing long after their time on Strictly ends.

 

Are you watching the show and have some other ideas to add to this list? Add your thoughts in the comments below.

 

3minuteleadership.org

Chair of C3SC shares his motivation for volunteering at Board level

Trustees hold a vital role in charitable organisations as they ensure the organisation is operating within the law, finances are spent wisely and charitable objectives are met.  It’s a valuable and rewarding position that around one million people in the UK fulfil. 

Despite the high number of Trustees in the UK, there are always organisations looking for people to take on these roles.

In this article, Paul Keeping, Chair of Cardiff Third Sector Council (C3SC) tells us how he came to volunteer at this level and why others should do it too…

“I’m very pleased to have become a trustee at Cardiff Third Sector Council (C3SC), initially as a trustee and now as Chair and I would say it can be a rewarding and stimulating experience, full of learning, skill-building and leadership opportunities.

I had served on the board of a brilliant arts charity – Hijinx Theatre – back in the 90’s and early 2000’s, until potential conflicts of interest with my day job and time pressures with a young family made it less easy for me to continue.  But it ignited a bug inside me, and once I found myself with more time and freedom on my hands and was invited to consider applying to become a trustee at C3SC earlier this year, I agreed readily.

There are so many fantastic charitable and community projects out there.  For me, C3SC was a good fit – I knew the organisation, liked and respected the Chief Executive Officer Sheila Hendrickson-Brown, and felt that becoming a trustee could allow me to help an organisation that in turn empowers and represents Cardiff’s thriving and diverse voluntary and community sector.  

Although most of my professional background has been in the public sector, this has not been a drawback – in fact it has been a boon in that I can help Sheila and team understand the mindset of a local authority, and how to promote cross sector partnership.

I work with a stimulating and varied board of 10 trustees, and as well as making sure the organisation has clear aims, is financially sound, well led and delivers on its plans, we have opportunities to get involved if we want in the more operational side of the job, which can be very rewarding.

The third sector has so much to offer – close to its stakeholder base, lean and competitive, enterprising and full of integrity. Long may it continue!

Some trustees may have a particular skill (e.g. finance, communications, IT, HR or other) which can be easily employed to support a small organisation.  But life experience and common sense itself are assets, as is a willingness to contribute time and support.  There is plenty of training (C3SC itself delivers trustee training and co-ordinates a Trustee Network), and organisations like WCVA and the Charity Commission produce extensive and helpful guides.

If you have any thoughts about supporting a local organisation, why not talk to a friend who is a trustee and find out their experience?  If you’d like any further advice, you might find that your local County Voluntary Council (there is one for each local authority area in Wales, and Cardiff’s is http://www.c3sc.org.uk) or a body like Business in the Community or Governors Wales.

I get a lot from being a trustee – I’m sure you could too”

 

For more on becoming a Trustee or to find opportunities in Cardiff, contact or tweet @C3SC

 

3minuteleadership.org

5 ways to tackle the gender pay gap

If you didn’t know already, today is #EqualPayDay in Britain which means that effectively, women work the rest of the year for free given the stark difference in pay that women receive for their work.

According to figures published by the Fawcett Society, the pay gap for women working full-time is 13.7% which means women earn just £86.30 in every £100 received by men. The biggest gaps can be found in Construction (22.9%), Finance (22.3%) and Education (19.7%). And there is also a considerable difference in senior roles with women accounting for just 7% of CEOs in the top 100 companies.

Sadly, 1 in 3 people don’t realise that discriminatory pay is illegal and therefore provide no challenge to the status quo.

What causes the gender pay gap?

There are a number of factors that contribute to the pay gap between men and women with the main issue being a continuing perception of male and female roles. Research from the Welsh gender equality charity, Chwarae Teg (FairPlay), discovered that children develop their views of gender roles as early as 3 years old and these views ensure that the cycle of inequality continues despite legislation to level the playing field being introduced nearly 50 years ago. Basically, the continued view that women will look after the family ensures they earn less than men. Women might plan their whole career around this, choosing lower paid jobs such as hairdressing, childcare or admin because they think it will be more flexible when the time comes to start a family. Other women look to change later on when they know that babies are on the horizon.

What can we do to tackle the gender pay gap? Here are 5 things that would make a difference:

1) Pay transparency – large employers are now being asked to publish their pay figures so discrepancies can be identified and eliminated. The BBC for example have published their figures to reveal some shocking truths about gender pay within the corporation.

2) Family friendly policies – employers should ensure flexibility for those with caring responsibilities and support them to make a full contribution at home and at work. Many employers think they are family friendly but are just blissfully unaware of the issues for their staff. For example, many organisations have different packages for mothers and fathers when it comes to maternity or paternity rights. This can make it very difficult to take up opportunities through policies such as shared parental leave because employers often have an enhanced package for mothers but not fathers so many families feel this is not an option.

3) Challenge stereotypes – organisations should make sure they are not reinforcing stereotypes but making industries such as Construction attractive to women as well as men. Women who are in male dominated industries should do all they can to support other women in their industry and support others to join them.

4) Women’s networks – women need to support each other so either create a network of your own with people who will support and inspire you or join one that is already out there. Many industries and employers have women’s networks so look them up and get involved.

5) Ask for a pay rise – if you think you are worth more than you are being laid, let your employer know about it. Figures show that women are less likely than men to ask for a pay rise and are worse off as a result. Sure, the answer might be no but you could be pleasantly surprised!

Do you have experience of gender pay issues or examples of good practice for levelling the playing field? Let us know in the comments below.

3minuteleadership.org

Women Leaders

[Guest post by Hilarie Owen]


Most organisations are aware of gender inequality and many are trying to address the issue with training programmes, coaching and trying to build a pipeline but these actions are not delivering the results quick enough. Filling the pipeline hasn’t produced the results and neither have policies. The barriers that hinder progress for women are far more complex and elusive. 

Following my webinar on women, power and leadership that was held on International Women’s Day 2018 with three great speakers I decided to explore women leaders in more depth. I interviewed women leaders across society from business, the arts, science, technology and government. I was enthralled by their autobiographical narratives. Their stories were engaging and it became clear that their leadership emerged and grew from their experiences. It quickly unfolded that there were key patterns that were central to their ability to lead that I will try and capture in my new book. One of the noticeable things was that in 30 interviews I did not find one ego. In fact these women were like you and me so we can’t say ‘Ah, but they are different’.

Each woman, regardless of their background or education, had common elements they had developed. It wasn’t as simple as qualities, as important as these are, but constructs they had combined to form their leadership – a different form of leadership to the older male version.

I’ve been immersed in what makes great leaders for the last 20 years, helping to inspire high performance in top teams around the world, including my research with the RAF’s Red Arrows. Women are doing amazing things in business, the military, politics, sports and the arts. Yet the number of occupying senior posts is falling.  Globally, while women are receiving higher education gender parity is shifting backwards for the first time since 2006, according to the 2017 Global Gender Gap Report and what stands out is that although women across the world are highly educated the workplace is still not give them parity.

In the UK, more women are joining boards as Non-Executive Directors but this has become more of a tick box exercise as the numbers of full time women directors remain static. According to a report from Grant Thornton in 2017, the number of women coming through into senior management posts is actually declining. How can this possibly be? Surely we already have the policies and procedures we need in place. The solution isn’t to ‘fix women’ but to fix the barriers in organisations. So the book not only focuses on women leaders but how to enable organisations to be far more inclusive. The book will be launched in the Spring but people can pre-order copies now by going to:

https://www.kickstarter.com/projects/614479735/welead-women-leaders-and-inclusive-organisations?ref=project_build
So far, I have written eight books on leadership that sell around the world opening up opportunities to work in different countries. Everywhere I meet inspiring women who are doing amazing work and campaigning for more opportunities for women.  My aim is quite clear. One day when someone asks women ‘what do you do? The answer will be ‘weLEAD’.

 

© Hilarie Owen  hilarie.owen@iofl.org

3minuteleadership.org

Why I think becoming a mum will enhance my leadership skills

Obviously having a baby is a huge event which changes your life forever but aside from the insane personal benefits, I’m convinced that there are professional advantages as well.  Of course there will be challenges to overcome around balancing work and family life which should not be under estimated but even this, once accepted, can help to develop a number of management and leadership skills.

A few years ago, I was doing some coaching with someone looking to take the first step into management and I encouraged her to consider how she would usually get her children to do things they don’t want to do.  At first, she couldn’t see what I was getting at but when she started talking me through, she could see how the techniques she used with her children could be adapted and used in the workplace.  Things like explaining the problem, what needs to change and how they are going to do that; making the children realise that this needs to happen quickly; checking their understanding of the situation; empowering them to take an active role in the process; and praising them when things go well all fit within Kotter’s 8 step process of successful change.

There are lots of other aspects of leadership that I believe will be strengthened too.  Here are just 5 things I think will be different when I get back:

1)      I’ll be a better role model – I know I’m already a role model within the organisation and in the industry, however, at the minute it’s a responsibility that I take seriously but maybe don’t demonstrate at all times in the way that I should.  From the second my baby is born, I can never be off duty, instead, I will be constantly be aware of how my behaviour impacts on those around me and the responsibility I have to live within my values at all times.

2)      My organisational skills will be second to none – my colleagues perceive me to already be very organised but whilst at the minute, I can add appointments into my calendar and make sure I’ve got the right paperwork, I manage to hide my inner chaos beneath a professional façade.  Once there’s a baby in the mix, I won’t be able to leave anything to chance.  Already, I’m making sure we’ve stocked up on essentials at home and all manner of bags are packed, ready for a multitude of eventualities.  In a blog published by Motherly on what new mothers want everyone in the office to know, they put it like this: ‘I now prioritise like nobody’s business, I will prove to be more efficient than anyone else in the team’.  If you thought I was efficient before, you ain’t seen nothing yet!

3)      I’ll bring increased compassion & understanding – the Motherly article puts it as being able to ‘anticipate the needs of others’ which is certainly an aspect but there’s more.  I’ll understand pregnancy and maternity in a way that you can only if you’ve been through it and whilst I already make sure my staff prioritise the school play, swimming gala or sports day, I’ll understand even more why that matters.  I also think I’ll be even more kind and compassionate, noticing the subtle signs that tell me someone is not ok.

4)      I’ll be so much more resilient – I’ve kept going throughout this pregnancy, walking the dog twice a day, every day; flying to give a presentation at 35 weeks; ad making the most of the pregnancy insomnia to get ahead during a busy period – me and my baby already know resilience but I certainly am going to develop so much more!  In my Mumsnet group for August babies, I asked some of the already new and existing mums for any tips for sleep deprivation.  One mum offered two words ‘survival and endurance’.  It’s going to be tough but if I can get through this, I really can do anything.

5)      My perspective will change – over the years, I have learnt to put the challenges into perspective and try not to stress about the things that don’t matter overall.  If I haven’t mastered it already, this change will surely remind me that life is the main goal and that it is always rich in experiences, good and bad but all to be cherished and enjoyed as much as possible.

 

Do you notice any positive changes when you returned to work after having a baby?  Do you have further thoughts on my suggestions above?  Share your experiences in the comments below.

 

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