Guest-blog: Sharon Shahzad discusses the importance of marketing and why NOW marketing is needed more than ever

Sharon Shahzad

As we face the unprecedented social, economic and political upheaval of the Covid-19 outbreak, trust has never been more important.

Declining levels of public trust over the past decade have impacted many areas of our lives, whether that is our trust in politics, banking, finance, business more generally or, closer to home, in advertising.

With this new global crisis, the decline in the bond of trust is brought into even sharper focus. There is increasing government intervention in our economy and daily lives, coupled with media coverage of the outbreak and businesses working hard to support an anxious population. All this means we need to place our trust in those around us like never before – whether that is friends, neighbours, employers or business and political leaders.

We are trusting our politicians to do the right thing, our media to carry the correct message and our retailers to ensure we can buy the products we need as we rightly stay at home to limit the spread of the virus.

Many people will have seen adverts about coronavirus around their neighbourhoods or directly in their homes in recent days, showing that when a message needs to be delivered to people with power and clarity, advertising remains the most effective way to do this.

But the past few days will not have made up for years of declining trust in our industry. We need to do more now, and even more again after this crisis is over.

In the immediate present, brands need to demonstrate they are on the side of the consumer and the gargantuan national effort we face. Some brands are already doing this; I’m thinking of marketing and advertising activity around discounts on food for key workers at a number of food and drink chains, special opening hours at retailers for our NHS staff or the businesses that have answered the call to switch their manufacturing facilities to producing ventilators.

A bond forged in times of difficulty can be the strongest bond of all and if we want the public to trust us again, we need to demonstrate we are on their side when they need us.

Amongst all of the confusion and uncertainty in the world at the moment with COVID-19, you will be starting to ensure that your business is ready for the challenges ahead. This involves navigating the pandemic as successfully and effectively as you can, whilst thinking about both the short and long term strategy of your business.

Just as we are all hoping that the impact of the Coronavirus is only short term, you should be thinking about putting your marketing efforts into a long-term plan.

As panic arises, it might be one of people’s first thoughts to cut their marketing budget. However, when thinking and planning for the long-term performance and prosperity of a business, keeping a marketing budget right now is more important than ever.

Which reminds me of a brilliant quote by Richard Edelman – President & Chief Executive Officer of the public relations company Edelman – ‘The marketing business has been just about promoting things, but we don’t believe that anymore. There has to be a societal component, too.’

Today I have the distinct pleasure of introducing another Guest Blogger, Sharon, who is aka ‘The Marketing Guru’, Sharon is a senior marketing professional and entrepreneur with over 15 years’ experience in marketing across multiple sectors. Her flexibility and mindset attributes are leveraged into positions at established firms as well as start-ups.

Sharon’s career to date has included senior marketing roles in a variety of industry sectors, including fintech, financial services, health-technology, recruitment, education, media and publishing. Sharon has experience in acquiring and maintaining business relationships with key decision-makers, sports brands, stakeholder groups and industry-leading publications to trade associations

Sharon is going to talk to us the importance of marketing and why NOW marketing is needed more than ever.

Hello everyone and thank you, Geoff, for your introduction, I have not written a blog in a while, as I have been in strict lockdown and have been shielding.

With the latest government guidelines on easing lockdown and for the economy to start moving, I thought now was a good time to issue my next blog.

In the last two blogs, I covered how lack of marketing can get you stuck in the start-up rut and the top 10 marketing essentials. A lot has changed since my last two blogs, with a global pandemic hitting us all, and with the entire world economy pausing, hard changes and choices had to be made to keep ourselves and families safe.

Businesses have suffered, people’s pockets have got smaller, with 9m employees on furlough for some to make major adjustments on getting a lower income of £2500 per month. We all have been affected in one way or another and not to forget those who have lost loved ones, life will never be the same, for them again.

Now that we are coming out of the lockdown and the economy is beginning to take steady steps. Many businesses will resume, although not pick up from where they left, as we all have to get used to a new normal.

Many businesses will be making major changes to their business structure, strategies, and staff, making cuts to survive. Many will just disappear as the lockdown has damaged their business for good. Many employees will be made redundant, and many will just decide to quit working for someone else and start up their own business, as they have had the taste of working from home with work-life balance. We will for sure have a new landscape on the business front.

To survive these unprecedented times and to keep your head above water, there is one key ingredient needed. It is to have a resilient marketing strategy. Businesses that are looking to make cuts should think twice before culling marketing departments. Marketing will be needed more than ever.

Reaching out to your clients, keeping them engaged and motivated through your communications and marketing messages. It is now imperative to be even more relevant to your audience. Hold on tight to your already established clients, as they will need the extra, attention, love, and care to ensure they do not go elsewhere.

Marketing strategies will have to take a different shape, those marketing plans devised pre-COVID-19 will no longer be useful in this new environment. The resilient marketing strategies will have to be more cost-effective; marketers will have to think more out of the box and adapt to new methodologies for reaching out to audiences.

If you are a start-up and at a point of not knowing which direction to go, you should be thinking about marketing, your investment does not have to be too large in size, you might just need one marketing expert at hand or a cost-friendly agency that can work the magic.

Starting a new business with zero marketing strategy is not a good move. You will need that leverage to launch you into the market.

Over the years we have seen the big digital transformation take place from companies moving from offline to offer digital solutions to their clients and consumers.

Digital will prevail and will continue to be the much-needed solution for businesses to survive, as we’ve discovered the importance of online communication platforms, where companies moved their entire operations online, enabling employees to work from home using the various digital video, team collaboration tools.

If your business or service is only offline, now would be the time to think about a digital offering, supported by a robust digital acquisition marketing strategy.

You can contact Sharon Shahzad via LinkedIn or by email:

LinkedIn: www.linkedin.com/in/chief-marketing-officer-cmo
sharon dot kalsi87 AT hotmail dot com (removing all the spaces)
Tel: +44 7843 470 307

Guest-blog: Nathan Evans discusses challenges in the legal profession and technology is the catalyst for disruption.

Nathan Evans

In an increasingly technological world, how can law firms use technology to facilitate human interaction?

Many firms are experiencing national and international growth, but are uncertain how to manage a firm spanning hundreds or thousands of miles and sometimes even time zones.

Some would argue that the use of technology in a more “human” manner is necessary to keep modern firms connected and unified.

The importance of the legal profession to the UK economy continues to grow as the economic fortunes of world economies stabilise and the velocity of global trade and capital flows begin to show modest signs of accelerating.

The global legal services market size was valued at USD 794.50 billion in 2018 and is expected to register a CAGR exceeding 4.1% from 2019 to 2025.

Despite recent challenges confronting the general economy, the legal sector in the UK has again demonstrated its resilience and ability to withstand adverse business conditions, and emerge stronger for the challenges presented by that experience. The UK and London in particular, continue to be a magnet for increasing investment in the legal sector.

When we describe being bold and with disruption, it was Clayton Christensen – American Academic, who once said;
“The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.”

The legal profession is presented with challenges today, infinitely more difficult than ever before experienced.

Information technology will be a major focus of investment for law firms in the year ahead and is seen as a significant source of competitive advantage by a majority of law firms.

New entrants to the legal sector will be a feature of the market in the year ahead. Many technologies enable lower-cost delivery, budgeting, fee analysis, rapid communication, and understanding companies and industries.

The adoption of legal technology and AI in law firms and legal agencies can go on a long way in improving their efficiency and also brings with it the promise of new clients. It creates flexible legal services, increases transparency, reduces the chance of errors in documentation, and also puts your firm on the global map

Today I have the distinct pleasure of introducing another Guest Blogger, Nathan Evans, who is a partner and head of technology at Memery Crystal LLP

Nathan is a specialist IT lawyer with expertise in complex strategic projects including systems/platform/apps builds, networking contracts, integration services, support and maintenance arrangements, agile delivery, technology consultancy, blockchain-enabled platforms and material outsourcing arrangements in financial services.

Nathan joined Memery Crystal in May 2020 from the technology and intellectual property rights specialist firm Bristows LLP.

Nathan is going to talk to us the importance of technology in today’s fast-paced world and in the legal profession.

The oldest continually operating firm of solicitors in England was founded four hundred and fifty years ago and, perhaps, the business of law has changed little since.

Lawyers are, or so it is generally thought, resistant to change, reliant on precedents, stubborn and expensive. But is this an unfair description of the modern lawyer?

The answer is, as always, “it depends”.

In my experience (in large and small firms alike), Lawyers are not pathologically resistant to change and must embrace new ways of working if it means winning more business or operating in a smarter and more efficient way.

It’s also a fact that we in the UK are lucky to have one of the world’s most innovative and progressive judiciaries and a thriving law-tech sector.

The challenge is not, therefore, deploying or challenging resistance to deploying technology in law but rather showcasing and actually benefitting from using it.

Listing tech solutions/products/innovations as line items in pitch documents isn’t always that convincing and can be quite transparent to clients:

What the Lawyer says…, but what the client thinks…
L: We have a data room
C: I’d be worried if you didn’t

L: We have a client portal
C: We already have a CRM, how does your portal work with that?

L: We have cross-referencing tools
C: Great, but we’re not paying for proof-reading

L: We have a due diligence AI
C: Is it trained to our risk profile? Supervised?

Clients are savvy and, before talking to them about law-tech, lawyers would be well-advised to consider the following questions and not to just focus on the clever stuff that their solution does:
• What positive change does the tech bring to the table?
• Are there any cost benefits directly passed through to the client?
• Can this tech help the in-house team in its day-to-day functions?
• How does this tech relieve pressure on the general counsel?
• Can this tech integrate with the client’s existing systems?
• What problem is actually being solved?
• What limitations are there (be honest about them)?
• Is the solution tailorable to the client’s specific needs?
• Does the tech require much client-effort to implement?

Bad use of legal tech is easily spotted and, with all of that in mind, what do I do? Our most valuable use of legal tech is in contract construction.

By heavily investing in the contract drafting process and coding each contract for automation we’ve been able to prepare a tool kit of tech-related contracts (large and small) for rapid and bespoke deployment to clients of all sizes and complexity.

Once up and running, the tool-kit is tailored to the client’s need and fully automated for use by their in-house teams.

What’s more, using the tech allows us to move away from an hourly model for certain types of work.

We actively manage document production, storage, and maintenance through technology. Vastly improving our (and our client’s) quality assurance controls and the overall productivity of our internal legal function and the client’s in-house team.

Our solution eradicates repeated spend for first draft documents to support busy and pressured in-house teams and delivers the following benefits:
• increased document production
• continuously updated documents
• thoroughly proof-read and tested documents
• compatibility with well-known electronic signature platforms
• inbuilt quality assurance
• eradicated repeated legal spend
• standardised risk notes and reports
• executive approvals and decision trees built-in
• in-house capacity is increased

The result is a thoughtful and appropriate use of legal tech for clients but also for lawyers.

We cannot forget that most, if not all lawyers work hard. Very hard. It’s a typical and sometimes utterly self-destructive personality trait common to the vast majority of colleagues I know.

Helping clients is, of course, a key driver but technology, adopted mindfully and with care, can bring about genuine improvements to the working life of legal professionals and that’s to be embraced!

You can contact Nathan Evans via LinkedIn or by email:
Nathan dot Evans AT memerycrystal DOT com (removing all the spaces)
linkedin.com/in/nathanmevans
website: memerycrystal.com
Tel: +44 (0) 207400 3256

Guest-blog: Salma El-Shurafa discusses 6 obstacles that can prevent you from becoming an effective leader

Salma El-Shurafa

Today’s business leaders are faced with an ever-growing list of challenges, with each one adding a layer of complexity to the day-to-day running of their business.

Traditional issues such as dealing with competition, change management, and staff development have been joined by more complex, current matters such as cybersecurity and digital transformation.

For a lot of modern businesses, this means looking outside their organisation to access the necessary guidance and skills to help drive their business forward, such as the recruitment of an experienced executive coach.

Confucius sums up the need for excellence in one of his quotes when he stated: ‘The will to win, the desire to succeed, the urge to reach your full potential… these are the keys that will unlock the door to personal excellence.’

One of the best ways to better company performance is to improve the impact of an organisation’s leaders and managers, but as the coronavirus pandemic has shown us, leadership is getting harder.

There is most likely no going back to the old normal after this crisis and this leaves us in a predicament. Our leaders are having to dig deeper, find new ways of working, grapple with new skills and make sense of what is a complex and challenging time.

COVID-19 has fired a warning shot that crises and uncertainty are going to be common events in the future and that means we need to find better ways of equipping our leaders to cope with change.

This is not driven by ambition, but by necessity. COVID-19 offers us a sizable opportunity to transform our leadership styles, philosophy and leadership development programmes so that in the longer term, our leaders and businesses will be more resilient, will recover more quickly and that the aftershock to the economy will be lessened.

If we are going to do this right, then the natural starting point is to refine key learning blocks built into many of our leadership development programmes.

Historically excellent for focusing on the strategy, business continuity and operations, some leadership development initiatives are not always as far-reaching when it comes to how to get the best out of yourself and your people.

Leadership development needs to be sharpened up so it is more relevant to the new era of work with a reinforced emphasis placed on developing people skills, building the right competencies and behaviours to lead others with confidence and embedding learning through more practical application.

Today I have the distinct pleasure of introducing another Guest Blogger, Salma El-Shurafa, who is an executive coach and confidant, facilitator and speaker.

Salma El-Shurafa is an experienced Executive Coach and founder of The Pathway Project, which focuses on providing leadership development and executive coaching. TPP was born as a vessel, focused on guiding the region’s talents.

Through TPP, she was able to apply her professional experience to support emerging leaders in the Middle East on their own journeys to self-discovery.

Salma draws on 15 years of extensive experience as an HR professional, entrepreneur, coach and facilitator. She has coached hundreds of professionals, teams and groups across the Middle East, Asia and Europe, ranging from C-Suite executives to mid-level managers.

Working with Fortune 500 companies, government agencies, and leading organizations in the region.

She is a Professional Certified Coach by the International Coaching Federation (ICF), a Certified Professional Co-Active Coach from The Coaches Training Institute (CTI) and a graduate of CTI’s Co-Active Leadership program.

Salma is going to talk to us the importance of executive coaching in today’s fast-paced world and why.

Being a leader means building traits and skills that make you stand out from the rest. These competencies and qualities include adaptability, time management, empathy, open-mindedness, self-awareness, and being results-oriented.

However, if you want to be a successful leader, you shouldn’t be spending all your free time developing these skills. You also need to work on overcoming obstacles that can prevent you from harnessing and maximizing your full leadership potential.

Leadership Barriers to Overcome

As a long-time executive and business coach, I have mentored and worked with numerous clients aiming to be the best leader they can be. I have taken notes of the common obstacles that my clients say have been the biggest hurdles they faced as they climbed up the leadership ladder.

Below are the top six challenges you have to overcome as you strive to be an effective leader:

1. Taking on the roles of manager and leader

Managers and leaders have different roles and mindsets.

For instance, managers create goals, direct and build processes and systems. Leaders, on the other hand, set visions, coach, and create relationships.

Although you are aiming to be a leader, being proficient in these two roles will help you a lot. After all, you need to be a visionary but, at the same, manage people and duties. Due to this reason, you have to learn and sharpen both your leadership and managerial skills.

To overcome your doubts about taking on both roles, you have to know the importance of using your managerial know-how to lead effectively. This means learning to stay on top of all your and your team’s day-to-day activities. And this is where becoming a manager will help you.

2. Developing employees and teams

The happiness and growth of employees impact the potential success of any business. Leaders often have to shoulder the huge responsibility of motivating their staff to ensure they are always being productive and performing well in the workplace.

Additionally, you can’t only focus on individual members. You also have to build and coach teams: you have to guide them as they learn to work together to achieve all goals. Your failure to inspire and lead these groups will affect the productivity of the organization, as well.

Building, coaching, and leading individuals and teams won’t be easy, especially if you have several people under you. As such, this is one of the toughest hurdles you have to overcome.

Proper time management and dividing your attention equally with each team and member can help you support employees better and encourage them to stay motivated. Avoid playing favorites; guide every employee to be the best worker they can be.

Even if you are looking for your possible replacement and want to mentor him or her, do not ignore the others. Try to spend an equal amount of time with every one of your employees and teams.

3. Losing confidence in your employees

Once you become a leader, your desire to get things done right away and perfectly may increase. Because of this, you may end up taking everything on your shoulders, which can lead to mediocre results and frustration.

Moreover, you will start losing the trust and confidence in your employees. This will lead to other problems that can be difficult to resolve.

To overcome this hurdle, you have to work on and allow your trust in others to grow. Continue assigning regular or new work to your employees or team and avoid interfering with their tasks or processes unless they ask for your assistance.

Also, do not be embarrassed to ask your employees for help. When you are swamped with work or need to take on other jobs, have someone take some tasks off your plate.

Open and constant communication is crucial for building trust. Schedule regular meetings and encourage everyone to speak up. Whether you want their input on a new project or know if they are having difficulties with some areas or processes, allow them to say what is on their mind.

4. Creating and maintaining genuine relationships in the workplace

Once you become a leader, your interactions with your employees may be reduced. After all, you have the huge responsibility of looking at the bigger picture while your managers and workers handle the daily operations.

Due to this reason, you will start feeling isolated and lose connection with your team. You may have difficulty starting new relationships in the workplace.

Constant communication with your team members can help you maintain your good relationship with them. Moreover, you need to be intentional when connecting with other people in your workplace.

Also, don’t forget to keep and strengthen your relationships with your peers. Whether you are working with them or they are part of other organizations, you will feel less lonely and have people you can turn to for help when you need it.

5. Staying humble and open-minded

Being at the top can increase your confidence a hundredfold. Although being self-assured and assertive can help you in various ways, you need to keep a check on these traits, too.

Having an extremely high sense of self-confidence can impact the way you work with others. Losing trust in your employees is only one possible effect; you may also have difficulty collaborating with and getting feedback from other people.

Being humble can be challenging, but simple practices can help you cultivate humility. Show respect to everyone, regardless of their position, work, or background.

Always help your employees so they know they can still rely on your assistance or guidance, even if, say, you advanced from being a simple line manager into one of the company’s VPs.

Also, stay open-minded. Be open to feedback and collaboration so you can earn the respect of the people around you and learn new things that can help you become a better leader.

6. Managing changes

Change is ever-present and affects how a company functions. As a leader, you need to anticipate these transformations and stay on top of them.

Moreover, you have to guide the organization to weather these changes and overcome any obstacles along the way.

Being aware of the current and expected trends in your industry can help you avoid problems in the future. Moreover, staying updated with industry trends will enable you to define them and articulate any challenges to your team effectively.

With these strategies in place, you will also be able to set goals and create a plan that will allow you and your organization to deal with these changes successfully.

When you are aware of these six obstacles and know how to deal with them, you can become an even better leader — someone that others can look up to, and one you can be truly proud of being.

You can contact Salma El-Shurafa via LinkedIn or by email:
salma dot AT pathwayproject dot ae (removing all the spaces)
linkedin.com/in/salmaelshurafa
website: pathwayproject.ae
Tel: +971 50 462 5698