Category: Guest Bloggers

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Discover Your True Purpose in an Uncertain World

Co-authored by Geoff Hudson-Searle and Lisa Petrilli

“There is only one happiness in this life, to love and be loved.” – George Read

It is always a pleasure to join thoughts with my good friend Lisa Petrilli, combining her Fortune 500 experience with her profound ability to connect with divine guides, Lisa Petrilli guides extraordinary leaders to access their highest power and fulfill their truest callings.

This Valentine’s Day you will probably either send or receive a valentine from someone. More than a billion are expected to be given away in the United States alone. But just like many of our holidays, there’s a lot more behind it than just cards and gifts. There’s a true-life story. It’s a story that teaches us a lot about the true meaning of love, sacrifice, and commitment.

Interestingly, the London transport system, commonly renowned for ‘The Tube’ and ‘Mind the Gap’ reliably transports 1.34 billion people a year across its network and the busiest train station in London is Waterloo station which commutes 95.1 million passengers a year (research provided by transport for London http://tflgov.uk). The most common factor in any commuter’s possession is a mobile device, catching up of online dating, Facebook, LinkedIn, email or an embarrassing phone call for everyone to hear to the date, girlfriend/boyfriend, wife/husband about what is wrong with the relationship.

The facts, do we actually have time for our most precious relationships, do we give the time to build lasting, loving relationships around trust and values or do we constantly feel we can always do better with the latest API or technology app?

As children, we are taught that there will be one true love and that they’re going to solve all our problems and we’ll be happy forever, we are taught to wait for our perfect fit. But that’s not really how it works, is it?

Staggering advances in technology, communications and sciences across the world is one of the defining aspects of the last few decades. From social media websites to free video calling services from anywhere in the world just being a phone’s click away it would appear that the millennial generation has it all. But if we move past all the smartphones and gadgets and websites and take a hard look at the lives of Gen Y, we will notice that dating has become harder than ever.

Some people find it easy to fall in love, others not so much. We tend to fall in love with people who meet a certain criterion in our mind. This subconscious criterion is based on our past experiences, relationship with our parents or events that have happened in our lives. Based on each individual’s subconscious criterion, the reasons vary from person to person on why it’s so hard to fall in love.

When you think about it, despite feeling difficult, the problems people struggle with in dating sound pretty trivial.

For instance, we have been walking and talking our entire lives, yet walking up to an attractive person and opening our mouths to say “hi” can feel impossibly complex to us. People have been using a phone since they were children, yet given the agony some go through just to dial a person’s phone number, you would think they were being waterboarded. Most of us have kissed someone before and we have seen hundreds of movies and instances in real life of other people kissing, yet we still stare dreamily into the object of our affection’s eyes hour after hour, telling ourselves we can never find the “right moment” to do it.

I was recently having some very deep conversations with friends around life, the subject matter was ‘Do we live a life of One, Whole and in Truth?’. The general consensus of this conversation was that ‘life’ is incredibly complex, there are lots of things going on in our environments and in our lives and at all times, and in order to hold onto our experience, we need to make meaning out of it.

There is only one person to research depth on the subject and I found a quote from the great Albert Einstein that states:

“A human being is part of the whole, called by us ‘Universe,’ a part limited in time and space. He experiences himself, his thoughts and feelings as something separated from the rest – a kind of optical delusion of his consciousness. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few people nearest to us. Our task must be to free ourselves from this prison by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty. Nobody is able to achieve this completely, but striving for such achievement is in itself a part of the liberation, and a foundation for inner security.”

Like everything in life, it is entirely possible to be happy with just one person for your whole life, my belief is that this is based on two factors.

1. How much your motivations and purpose is for that person?
2. Is it a union of one, whole and are you being truthful to that person and yourself?

As humans, we are conscious of our own sensations, thoughts and feelings. We each have the sense of being a self-contained individual. What makes each of us unique? Our name? Our genes? Our environment? Or the person we have become as we inwardly determine every moment of our lives?

All people, whatever their race, education and background are united because there is an infinite creative force for all that is humane in the world. This is the underlying divinity of love which integrates together all who receive this inspiration.

Do we live in truth?

We live in a post-truth world. The problem is in the technological world of information and importantly the way we humans communicate via online and collaboration tools and apps, do we communicate the truth?

It takes courage to be the person you really are. There really is no magic pill or solution to make this happen, especially in a world that constantly sends you messages about who you should be. All of this talk takes you away from being true to yourself. It leads you to live the life you think others want you to have.

This way of living takes you away from authenticity and truth. You ignore your desires and retort to what’s not even a best second on what you truly want to do or the person you really want to be.

Thinking you can fulfill your obligations first, then pursue your dreams, is an illusion. It may seem to be the best option sometimes, but this way of viewing the world diminishes your value and power over the long run.

A scary source of factual information now reveals one in seven adults in a long-term relationship, is with someone who isn’t the love of their life:
• 73% ‘make do’ with partner – as ‘true love’ slipped through fingers
• A quarter of adults have been in love with two people at the same time
• 17% have met love of life since getting together with long-term partner
• Men are more loyal to partners
• 60% believe it takes 10 weeks to know if someone is right for them

Today I have the distinct pleasure of introducing a fellow senior executive and good friend – she is the world’s foremost authority on achieving Divine Mastery™, guiding visionary aspirants to reveal their soul’s blueprint for unprecedented success and deep fulfillment.

As a former Fortune 500 executive who led a $750 million business unit, Lisa uniquely bridges intellectual fortitude and spiritual wisdom, offering a revolutionary approach to manifesting conscious purpose.

She empowers high-achieving individuals to align their life’s work with their soul’s highest purpose, harmonizing ancient spiritual practices with cutting-edge acumen and redefining wisdom, power, and authority on a global scale.

Over to you, Lisa.

Thank you Geoff!

Beyond Success: The Hidden Blueprint for Extraordinary Leadership Impact

There’s a profound shift happening in the world of business leadership. While traditional success metrics remain important, a new understanding is emerging about what creates truly extraordinary impact. As someone who has navigated both Fortune 500 leadership and deep transformational work, I’ve observed a fascinating pattern: the most impactful leaders aren’t just professionally accomplished – they’ve mastered something far more powerful.

The Two Distinct Paths of Power

In my work with high-achieving executives and entrepreneurs, I’ve identified two distinct paths that leaders can take:

The Traditional Path:
– Driven by external metrics
– Focused on control and force
– Powered by willpower and determination
– Measured by tangible achievements
– Guided by strategic planning

The Path of Divine Mastery™:
– Guided by inner wisdom
– Focused on flow and influence
– Powered by aligned purpose
– Measured by meaningful impact
– Guided by intuitive intelligence

Most successful leaders excel at the traditional path. They’ve mastered the skills of strategic thinking, operational excellence, and performance optimization. Yet many find themselves asking: “Is this all there is?”

The Blueprint for Extraordinary Impact

What I’ve discovered is that every leader has a unique blueprint for their highest impact. This blueprint contains the coding for:

1. Your Natural Power Source
– How you most effectively influence others
– Where your natural authority comes from
– What energizes rather than depletes you

2. Your Impact Zone
– Where your contributions create the most value
– How you naturally inspire others
– Where your actions can make a global impression

3. Your Growth Edge
– Where your greatest personal growth will come from
– How you can make the greatest difference as a leader

4. What’s currently limiting your impact
– Where to look for hidden constraints
– How timing will play a role

5. Your Transformation Zone
– Where transformation will yield the greatest results
– How it will express for the deepest impact

Signs You May Be Ready for the Path of Divine Mastery

You might be ready for this deeper work if:
– Traditional success is beginning to feel hollow
– You sense you are meant for something more
– You want your success to create a legacy
– You’re seeking profound fulfillment and meaning in your life

The Business Case for Divine Mastery™

This is about significantly higher levels of achievement and deep personal fulfillment. Think of it as the Holy Grail for business. Leaders who access their full blueprint consistently report:
– More innovative solutions to complex problems
– Stronger team engagement and retention
– Better decision-making outcomes
– More sustainable business results
– Greater personal resilience

The path to extraordinary impact isn’t about abandoning what’s worked before – it’s about integrating a new level of mastery. It’s about accessing parts of yourself that have always been there but perhaps haven’t been fully recognized or utilized in your leadership.

The Call to Divine Mastery™ in Leadership

As the business world becomes increasingly complex, accessing your full leadership blueprint will be your advantage. You will have the codes to:
– Navigate uncertainty with both wisdom and strategy
– Create cultures of both performance and purpose
– Drive results through inspiration rather than pressure
– Build organizations that are both profitable and meaningful

If this resonates, you are ready.

I work with select visionary leaders who are called to extraordinary impact. To learn more about pursuing Divine Mastery™ and how it can transform your leadership, visit www.LisaPetrilli.com, where you will have special access to my Masterclass, “Divine Power Unleashed: The Hidden Blueprint of Those Caled to Extraordinary Impact.” Wishing you all the best of success in 2025!

Finally, having understanding and interests, we can join together in a common purpose. This idea is similar to the way different components of the human body fit together to form a whole healthy body. Each part depends on the others as long as they are not diseased, for the whole to function properly.

The million-dollar question is do we want to be One, Whole and live in Truth……

A great quote by Menachem Begin:

“Peace is the beauty of life. It is sunshine. It is the smile of a child, the love of a mother, the joy of a father, the togetherness of a family. It is the advancement of man, the victory of a just cause, the triumph of truth.”

Lisa Petrilli is the world’s foremost authority on achieving Divine Mastery™, guiding visionary aspirants to reveal their soul’s blueprint for unprecedented success and deep fulfillment. As a Fortune 500 executive who led a $750 million business unit, Lisa uniquely bridges intellectual fortitude and spiritual wisdom, offering a revolutionary
approach to manifesting conscious purpose.

Renowned for her groundbreaking Divine Mastery™ process, Lisa empowers high achieving individuals to align their life’s work with their soul’s highest purpose. Her proprietary methodology, harmonizing ancient spiritual practices with cutting-edge acumen, is poised to redefine wisdom, power, and authority on a global scale.

A sought-after speaker and advisor, Lisa has shared her insights at a United Nations environmental conference, the Naval Academy, and with many universities and professional organizations. Her upcoming book, “The Divine Feminine Mastery for Businesswomen” is poised to redefine the landscape of spiritual business literature.
Lisa’s journey from corporate powerhouse to spiritual trailblazer uniquely positions her to guide today’s leaders through the complexities of modern life and career, while accessing profound spiritual truths. Her work has been featured in the Harvard Business.

https://www.linkedin.com/in/lisapetrilli/
https://lisapetrilli.com/

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.
With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3 and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.
A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results. Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.
The Trust Paradigm
At Amazon on all formats including Audible: buy now
LinkedIn: https://uk.linkedin.com/in/geoffsearle

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Why we need boldness, courageous leadership and leaders with a vision – going beyond managing complexity to driving true transformation.

Co-authored by Geoff Hudson-Searle, and Senior Board member professional Kruthika Anastasia Bala.

It is always a pleasure to join thoughts with my good friend Kruthika Anastasia Bala. I have always said the biggest issues in the world today is Leadership without Purpose, Trust, and Community – which has an obvious correlation to Societal and its Impact to the World.

“Dedicated, and aware of themselves and their contexts, bold leaders act out of integrity as opposed to conformity. This accompanies a values-based vision that inspires others to excel.” – Geoff Hudson-Searle

“Fortune favours the bold” is a common translation of an old Latin proverb – a proverb that could also be seen as an apt sentiment for anyone envisioning solutions to significant problems or the biggest opportunities. Generally speaking, boldness is a concept virtually everyone is familiar with.

Boldness is a concept virtually everyone is familiar with. But how many of us have the capacity to be bold in these troubling times? This extended period of disruption has been a challenge for many businesses, causing trials and tribulations still not yet fully overcome.

Amid ongoing volatility and uncertainty, businesses are faced with more insecurity, more global unrest, geopolitical risk, and more technology and data concerns than ever before. In turn, this places extra pressure on business leaders to act faster, more decisively and with more purpose; essentially, a call to arms for leadership to be bold.

But how should we define bold leadership? A standard dictionary defines the adjective ‘bold’ as:
(i) not hesitating or fearful in the face of actual or possible danger or rebuff;
(ii) necessitating courage and daring; and (iii) beyond the usual limits of conventional thought or action.

Other definitions characterise bold leadership as the art of motivating others to act toward a common goal.

Naturally, of course, different leadership styles achieve this through different behaviours, and bold leaders are no exception.

Bold leadership should not be mistaken with the controlling command style of leadership, it is not ‘my way or the highway’. It is the idea of togetherness, even when we do not 100 percent agree but do share our purpose, vision and sense of humanity.

If we are going to lead in such a bold way, we need to understand the importance of self-development and learning.

Only by deepening the relationship with self can we create bold connections with others and lead courageously.

In recent years, there has been a call for leaders to be less demanding and more empathetic toward individual employees. The idea is that employees want and need leaders who listen, who are compassionate, who put people first, and inspire and motivate their direct reports.

The world of business today is extremely competitive, and to stand out from the crowd, leaders need to have the courage to be bold. Boldness in leadership is about taking risks, making tough decisions and charting new courses for the company. It’s about being fearless in the face of uncertainty and being willing to trust your instincts.

The other point I wish to raise is the importance of resiliency, like trust, resiliency is in great demand at the individual, team, manager, executive, and organizational levels. It is the ability to bounce back from any setback or contingency encountered. Resiliency is a skill that can be learned, and the more one exercises their resiliency fibres, the more adaptable a person or entity becomes in a world brimming with opportunity, yet subject to grave risk.

Eric Greitens, a former Navy Seal and Naval Officer once said about resilience:
“We all have battles to fight. And it’s often in those battles that we are most alive: it’s on the frontlines of our lives that we earn wisdom, create joy, forge friendships, discover happiness, find love, and do purposeful work.”

That ability to inspire resilience through words is becoming a lost art. Theodore Roosevelt talked about individuals being able to “dare mighty things” in pursuit of “glorious triumphs”, and stated it’s not the critic who counts, it is the person “in the arena” who is to be admired, even if they fail in their pursuit. It only takes one dynamic leader with the right vision and words to inspire a generation to overcome setbacks.

We also need to recognize that trust is personal, In the words of British writer George Eliot, “Those who trust us, educate us.” Truly building trust with our stakeholders understanding their concerns and their priorities involves a willingness to listen, learn, and hear. Building trust requires business leaders to make conscious daily choices, and especially to act on those choices.

And it needs to be mutual. When leaders trust their stakeholders, they enter an exchange that engenders opportunity: Leaders can prove their trustworthiness, and stakeholders in return can empower their strategic choices and innovations. In essence, mutual trust creates a followership that allows organizations to break new ground, traverse the seismic changes taking place, and emerge thriving on the other side of crisis.

Leadership trust creates the stable foundation for employees and their organizations to flex, adapt, and thrive in times of continuous change.

The behaviours that build trust are the very behaviours that manage change. Trust building helps teams’ step into ambiguity, stay committed to managing the unknown with confidence, and embrace change as an opportunity to learn, grow, and do great work together.
• Trust is an essential part of a functioning society.
• Public trust has eroded dramatically in the last two decades.
• Leaders can take steps to build trust and improve performance within their organizations.

Trust is an essential component of a free, democratic society. Faith in the process of laws and elections leads to a decrease in violence, an increase in social programs, and a willingness to sacrifice temporary individual interests in favour of collective societal interests. Political trust is especially important in times of crisis when citizens need reliable guidance from political leadership. For example, in the event of an epidemic, which always carries risk and uncertainty, it is essential that citizens trust the advice of public health officials to protect themselves and their communities.

Unfortunately, political trust has declined dramatically in the last few decades.

There has also been a decrease in trust in employer leadership, with workers decreasingly confident in employers’ leadership abilities, and willingness to deal fairly and honestly with them.

This is a problem because trust is associated with better performance. People perform at their peak when they can trust their coworkers to do their part, and they believe in management’s plan, and they think management has at least some interest in their well-being. Trust in the organization encourages workers to invest their best efforts rather than just getting by and follow guidance from leadership even when they may not see an immediate benefit.

Rebuilding trust is a long-term project that will require a massive collective effort, and long-term policy success. In the meantime, there are some steps that leaders can take to build trust locally in their own organizations.

A shared understanding and language to talk about the specific behaviours that affect trust can result in more productive conversations about team performance. Those conversations can even create stronger bonds between leaders and employees.

But leadership trust isn’t a one-off initiative. It requires continued effort from all team members. And it takes leaders who are willing to show integrity, change behaviour, and take on the hard work of collaborating across boundaries and dealing with differences.

Today I have the distinct pleasure of introducing a fellow senior Board member and good friend – she is a speaker at international forums and government, trusted and respected globally.

Over to you Kruthika!

Thank you, Geoff.

“GRIT and Leadership”

I would like to start the discussion today by saying that the world is no longer in need of leaders who simply manage the chaos. It needs leaders who can transform that chaos into progress.

Grit matters because transformation is messy, trust is fragile, and purpose without action is meaningless.

Leaders who embody grit are not defined by their position but by their impact. They have the strength to lead when it’s hard, the courage to act when it’s risky, and the persistence to see it through when others quit.

In a dynamic business environment, leadership today is not about maintaining the status quo, it is about transformation. The brisk pace of change in industries, driven by technology, shifting consumer expectations, and global challenges, demands leaders who can do more than manage complexity.

It demands leaders with GRIT – Growth Mindset, Resilience, Integrity and Tenacity.

Growth Mindset and Purpose: Adaptation in a Dynamic Landscape

A clear, compelling purpose unites teams, sharpens decision-making, and provides direction during uncertainty. For leaders, purpose drives action, especially in challenging times.

However, purpose alone is insufficient as progress is rarely linear, and setbacks are inevitable.

Leaders with grit see challenges as opportunities to adapt and grow. A growth mindset turns obstacles into stepping stones, driving improvement. Achieving a sustainable future requires persistence, flexibility, and resilience in the face of adversity.

Purpose drives growth. Mindset fuels perseverance.

Leaders prioritise long-term sustainability over short-term setbacks. Setbacks become part of the journey, not a reason to abandon the mission. By staying focused, they inspire teams to adapt and remain engaged even when progress slows. Purpose and grit form the foundation of transformative leadership.

Yet, a growth mindset alone cannot address the urgent challenges of 2025.

Leaders must balance long-term sustainability with immediate, critical issues. Supply chain disruptions, energy price volatility, and political uncertainty around climate policies demand swift action, not just visionary thinking.

In 2025, effective leadership means tackling short-term crises while staying focused on long-term goals. It’s about navigating the present while strategically shaping the future.

Resilience: Navigating Heightened Uncertainty

Change is rarely smooth, and transformation often comes with unexpected challenges.

Market disruptions, regulatory shifts, or internal resistance can quickly derail even the most carefully planned strategies. This is where resilience becomes essential for leaders navigating turbulent times.

Resilient leaders remain composed under pressure, viewing setbacks as opportunities to refine strategies and recalibrate goals. In the renewable energy sector, delays or funding challenges can push timelines back, but resilient leaders adapt and stay focused on long-term vision, understanding that obstacles are part of the process.

Resilience is contagious.

When leaders stay steady in adversity, they inspire their teams to do the same, creating a culture where challenges become opportunities for innovation and growth. Resilience isn’t just individual persistence; it’s about cultivating a resilient, forward-thinking team.

However, resilience alone may not be enough in 2025.

While it is important for dealing with immediate disruptions, the sector faces deeper, systemic challenges such as extreme weather, political instability, and market volatility. Leaders must go beyond “bouncing back” and adopt a proactive leadership approach. This means anticipating and mitigating risks before they escalate into crises.

Focusing too much on resilience risks ignoring the need for transformational leadership.

Resilience alone cannot dictate the pace or direction of change. Leaders must also engage proactively, driving change and collaboration to shape the future of the industry.

Integrity: Building Trust Amid Scrutiny

Transformation requires buy-in from teams, investors, and communities. That buy-in relies on trust and trust is earned through consistent action, transparency, and integrity. Leaders with grit prioritise these qualities, even when the stakes are high.

Trust is fundamental for driving change.

Leaders who value trust understand that meaningful transformation depends on the support of all stakeholders.

However, trust is not granted, it must be earned through transparent, principled actions. Even under pressure, leaders stay true to their values.

This is especially critical in industries under scrutiny, such as energy, mining, and technology. Stakeholders seek responsible leadership, not just results. When organisations face environmental or labour challenges, gritty leaders address issues openly, acknowledge setbacks, and foster collaboration for sustainable solutions. This transparency builds trust and engages stakeholders in the process.

Trust is not an outcome of success. It is a prerequisite.

By maintaining integrity under pressure, leaders build credibility and demonstrate commitment to doing what is right, even when difficult. This foundation ensures loyalty and support, helping organisations navigate turbulence and achieve sustainable progress. Trust, earned through integrity, is the foundation of transformative leadership.

However, integrity alone is not enough without structural accountability.

Leaders must institutionalise integrity through consistent, systemic action. In the energy sector, for example, declarations of sustainability often clash with practices like greenwashing and misaligned incentives. Leaders must embed integrity into business models and operations, ensuring that profits do not undermine environmental goals and that accountability systems are in place.

The challenge, therefore, is that integrity, while foundational, can become a buzzword unless it leads to measurable, enforceable commitments and clear accountability frameworks that align corporate action with global sustainability imperatives.

Tenacity: Driving Long-Term transformation

Transformative leadership in industries like energy and mining requires sustained effort. Change initiatives often take time to yield results. Whether introducing new technologies, navigating regulatory shifts, or adapting business models, long-term success is driven by tenacity, the persistence that keeps these efforts moving forward despite obstacles.

In the energy sector, transitioning to renewables presents significant challenges, including technological limitations, market uncertainties, and financial pressures. Tenacity is essential in overcoming these barriers. Leaders must stay committed to sustainability, continuously adapting their strategies to refine solutions and move past setbacks.

Similarly, in mining, pursuing sustainable practices requires overcoming environmental concerns and fluctuating market conditions. Success in this sector hinges on the ability to maintain a long-term focus while adjusting to changing circumstances.

Tenacity is not just about working harder but doing so with a clear purpose.

Leaders who demonstrate this persistence inspire their teams to stay committed, ensuring progress even when results are slow.

However, blind persistence can be counterproductive.

Particularly in industries shaped by market shifts, regulatory changes, and technological advancements. Leaders who are too rigid in their vision risk missing opportunities, especially as demand for sustainable solutions grows.

In 2025, tenacity must be paired with strategic flexibility. Leaders need the ability to adapt and pivot when circumstances change, or better alternatives arise. While tenacity is valuable, without flexibility, it can hinder progress and innovation in a rapidly changing world.

GRIT is not a vague notion of toughness.

It is a comprehensive, actionable framework for leadership. The challenges ahead are formidable, but not insurmountable. Leaders who combine grit with strategic foresight will not only navigate the turbulence but will lead the transformation.

This article is the expressed opinions and collaboration between two senior-level industry board professionals on their views and perceptions on the subject matter:

KRUTHIKA ANASTASIA BALA
Managing Director, Resources Now

Kruthika brings over twenty years of experience in growth and leadership across strategy, revenue, process and people with a particular focus on industrial, energy, natural resources and sustainability. She has led strategic initiatives in fast-paced, complex organisations with deep expertise in international consulting and advisory roles, she is a trusted advisor in solving complex business challenges. In addition to her advisory board roles, she also serves as the Head of Energy Transition and Critical Minerals for Lean in Equity & Sustainability and as

Vice-Chair of the Women’s Energy Network Alliance.
Contact details: https://www.linkedin.com/in/kruthikabala/

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.
With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3 and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.
A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results. Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.
The Trust Paradigm
At Amazon on all formats including Audible: buy now
LinkedIn: https://uk.linkedin.com/in/geoffsearle

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Guest blog: Mike P James discusses ‘How trustworthy are you, your employees, your board and organisation, are you ready for the new digital world?

Covid-19 is a crucible within which resilient leadership has been refined. Acting without perfect information and no playbook, often with only a few hours or days to spare, CEOs have to guide their organisations through myriad decisions and challenges, with significant implications for their company’s whole system; employees, customers, clients, financial partners, suppliers, investors, and other stakeholders, as well as for society as a whole.

Almost everywhere we turn, trust is on the decline. Trust in our culture at large, in our institutions, and in our companies is significantly lower than a generation ago. Research from Datapad when my company International Business and Executive management commissioned the trust report found that only 69% of employees did not trust senior management or their CEO. Consider the loss of trust and confidence in the financial markets today. Indeed, “trust makes the world go-’round,” and right now we’re experiencing a crisis of trust.

In the words of Tom Peters – American writer on business practices ‘TRUST, not technology, is the issue of the decade.’

In any normality trust is paramount, but with world events never has there been a need for increased trust. This simple formula emphasises the key elements of trust for individuals and for organisations:

Trust = Transparency + Relationship + Experience

Trust starts with transparency: telling what you know and admitting what you don’t. Trust is also a function of relationships: some level of ‘knowing’ each other among you and your employees, your customers, and your ecosystem. And it also depends on experience: Do you reliably do what you say?

In times of growing uncertainty, trust is increasingly built by demonstrating an ability to address unanticipated situations and a steady commitment to address the needs of all stakeholders in the best way possible.

The best leaders begin by framing trust in economic terms for their companies. When an organization recognizes that it has low trust, huge economic consequences can be expected. Everything will take longer and everything will cost more because of the steps organizations will need to take to compensate for their lack of trust. These costs can be quantified and, when they are, suddenly leaders recognize how low trust is not merely a social issue, but that it is an economic matter. The dividends of high trust can be similarly quantified, enabling leaders to make a compelling business case for trust.

The best leaders then focus on making the creation of trust an explicit objective. It must become like any other goal that is focused on, measured, and improved. It must be communicated that trust matters to management and leadership. It must be expressed that it is the right thing to do and it is the economic thing to do. One of the best ways to do this is to make an initial baseline measurement of organizational trust and then to track improvements over time.

Moral and ethical leadership is the key to a successful business, yet it’s clear from the news that the leaders of some of our most influential governments and corporations are making morally questionable decisions. These decisions will lose the trust of society, customers and employees. Trust is the foundation of high-functioning relationships and can only be achieved by meaningful dialogue. It is clear that this is not happening. Instead, we’re using electronic communication, where it should never be used.

The true transformation starts with building credibility at the personal level. The foundation of trust is your own credibility, and it can be a real differentiator for any leader. A person’s reputation is a direct reflection of their credibility, and it precedes them in any interactions or negotiations they might have. When a leader’s credibility and reputation are high, it enables them to establish trust fast speed goes up, the cost goes down.

In the words of Stephen Covey “If I make deposits into an Emotional Bank Account with you through courtesy, kindness, honesty, and keeping my commitments to you, I build up a reserve. Your trust toward me becomes higher, and I can call upon that trust many times if I need to. I can even make mistakes and that trust level, that emotional reserve, will compensate for it. My communication may not be clear, but you’ll get my meaning anyway. You won’t make me “an offender for a word.” When the trust account is high, communication is easy, instant, and effective.”

Today I have the distinct pleasure of introducing another Guest Blogger, Mike P James, who is a leadership mentor and aspiring ‘Good Guy’ – enabling managers on a leadership growth journey to create an ethical, trust-based, learning culture that empowers and engages all stakeholders via the RIGHT kept commitments.

Leadership and people development have gone hand-in-hand throughout Mike’s career. A quote, of his, that epitomises his view of relationships and the people he leads or trains is: “The strength of an organisation is not just in its people but in the relationships and interactions that are created and sustained.”

A few of Mike’s high points are simplifying the art of desert navigation for the Special Air Service during the first Gulf War. Managing, leading, and turning around a once failing department of 40 soldier/technicians. Leading a 120-strong organisation through severe and almost debilitating financial restrictions whilst still developing and maintaining an organisational identity and operational capability. Together with the privilege of passing on his diverse knowledge and experience to potential young Officers in concert with likely corporate Captains of Industry.

Mike specialises in leadership, team development and coaching with an emphasis on facilitating/coaching towards relevant and personalised outcomes in a solution-focused manner – more of what’s working as opposed to delving into the problem. His practical, common-sense approach together with a technical background enhances his ability to relate to individuals and groups across a variety of business sectors.

He has worked with individuals and organisations via one-to-one coaching to the design, delivery, and management of large (200+) multi-module programmes. His forte is enabling leaders and managers to realise the vital importance of the ‘emotional intangibles’ between good management and great leadership, whilst still enhancing strategic abilities and focus.

Thank you, Geoff, it is a pleasure to collaborate with you on this important subject of trustworthiness.

Are you ready for the future? A future that is here now! How trustworthy are you, your employees, your organisation?

Wherever you are now, leaders and employees will need to evolve to ‘navigate the transformed digital and physical worlds of work…’ (The Digital Renaissance of Work – Miller and Marsh) a good start would be for business leaders to actually trust their employees and work towards creating a collaborative, trust-based culture.

‘The trust of the people in the leaders reflects the confidence of the leaders in the people.’ Paulo Freire.

It has to start somewhere…

A New-Normal?
No one can deny that our world, and particularly the world of work, is entering a New-Normal – a totally different way of life that has been accelerated and totally reshaped by the pandemic we have all been living through.

This New-Normal world is not defined by just more remote-working and greater reliance on tech and AI, etc, it throws up many other questions:

How does it affect the quality of our relationships?
How does it affect how we work as a ‘team?’
How do we maintain accountability for our work?
How are responsibilities taken on?
How are ethical boundaries not transgressed?
How do we trust one another when we have only just been thrown together in an ad-hoc ‘team’ and the individuals are in multiple locations?
How do we promote our brand and values so that customers continue to work with us?
How do we take advantage of the ever-developing capabilities of AI to enhance the quality of our relationships – our Relationship Capital – so that it can be used alongside Financial Capital as a measure/predictor of organisational value in real-time? After all, estimated ‘Goodwill’ or brand value could be a thing of the past.

The Future of Work
Remote working, better use of digital technology, more supportive AI, etc, have all been talked about in a number of publications, including What’s the future of business? by Brian Solis; The Digital Renaissance of Work by Paul Miller and Elizabeth Marsh; and A World Without Work by Daniel Susskind. In fact, Miller and Marsh highlight that ‘team and teamworking is a relic of the Industrial Age and needs to be reinvented…’ and ‘The skills needed are those to build trust rapidly… manage reputation constantly… be visible to your organisation; and to expand your network of connections.

These, combined with ethical and moral issues of the past/present and the greater control of big business, are all pointers to a different way of working; a different way to use the ‘all-encompassing’ internet. A more user-centric way of use, where the user is in control and ‘… localized internet value increases exponentially through trust.’ In control of their data, their security, their reputation, responsible for their own work, and accountable for its outcomes. And where fundamental relationship principles inform and guide everything that is done, both in the ‘real’ and digital worlds.

‘Digital Collaboration’ is the term Miller and Marsh use for what they believe is the primary skill needed by all workers as they learn how to maintain more relationships.

Trust
Trust and trustworthiness will be key in this ‘new’ digital era. To move from being a good manager, doing things right, to being an inspirational leader and doing the right thing, you need to be able to coach and create a trust-based culture. Paul Keijzer puts it well: ‘A business will never be successful unless you learn how to build positive relationships and put people first.’ A culture where the trustworthiness of the relationships between all stakeholders is obvious, quantifiable, and promotable, i.e. the Relationship Capital.

More than ever, leaders need to personalise their connections and relationships across the business environment, to understand, consider, and respond to the emotional ‘below the surface’ intangible needs of their people.

Now is the time to reinvent trust and trustworthiness within relationships via the commitments that we make and fulfill between each other. And by that, I include all stakeholders – individuals, teams, customers, and organisations.

A lot of work has been written about trust. (Most notably Stephen Covey’s The Speed of Trust.) but how does ‘trust’ fit in with our current situations? How will it contribute to the New-Normal that is now upon us?

In his influential book, Team of Teams, General Stanley McChrystal talks of developing ‘ “a shared consciousness” which comes from transparency and extensive information sharing – which requires assuming risk by trusting others, way beyond what most leaders and organisations are willing to do. Teams are effective because they trust each other and they have a shared purpose.’

Commitments
I suggest that we look and learn from the past, i.e. Dr. Fernando Flores in the 1980/90s – Management and Communication in the Office of the Future, Conversation for Action and Commitment-based Management. On the subject of trust, in Conversations for Action and Collected Essays – Instilling a Culture of Commitment in Working Relations, Flores said, ‘Trust is crucial, not only for internal relationships but for customer relationships as well. This is because we invent the future in the commitments and promises we make to each other about actions we’re going to perform.’

‘Invent the future in the commitments and promises we make…’ is an interesting statement, and to me, this highlights our own responsibility for the co-creation of our future – something that was perhaps devolved to the familiar ‘team’ in your previously ‘normal’ office.

Combine this with Stephen Covey’s pivotal book, The Speed of Trust (2006). Keeping commitments is the ‘Big Kahuna’ of all behaviours, according to him. He described it as the ‘quickest way to build trust in any relationship’ and, when violated, the ‘quickest way to destroy trust’.

‘When you make a commitment, you build hope; when you keep it, you build trust.’ Roger Merrill.

The importance of commitments and keeping them is obvious. At the same time, a vague or ‘loose’ commitment that is not defined is worse than none at all. To the uninitiated, it may be better to follow Napoleon Bonaparte’s reasoning: ‘The best way to keep one’s word is not to give it.’ (Again, from Covey.) That will certainly not work now!

Both Flores and Covey have been widely quoted as the standards in promoting the effectiveness of keeping commitments via a process, and how trust-based relationships are key to strong and effective organisations. At the same time, the whole concept has been ‘principled’ and made timelier by considering seven fundamental principles at each stage of the commitment-making process. These principles add to and enforce the moral component: accountability; boundaries; honesty; respect; responsibility; trust; and support. The original attribution of these principles to the Commitment Process is unclear, but Norman Myers and Rob Peters were certainly involved in the 90s. Peters also mentions them in his 2014 book, Standard of Trust Leadership.

My combined interpretation has evolved over the years and is summarised by this formula (because we all need a solid formula to give an air of credibility!). At the same time, following Einstein’s mantra: ‘Everything should be as simple as it can be, but not simpler.’

Trustworthiness, Relationship Capital, Relationship Principles, Commitments

Summary
The ‘future of work’ is here now! It was on the ‘never reaching’ horizon, but the COVID-19 crisis has changed all that. ‘Yesterday’s business models won’t solve today’s problems.’ Flack[iii] (June 2020).

Combine this with the technical advances of the apparent ‘Fifth Industrial Revolution’ alluded to by Gauri & Eerden[iv], who highlighted the importance of ‘humanity’ where ‘humans and machines will dance together, metaphorically.’ They also cautioned the need for ‘intentionality and moral clarity’.

So, what needs to change for organisations to survive and thrive?

‘Adaptability, not efficiency, must become our new central competency.’ McChrystal

Perhaps it’s as simple as taking a conscious account of the commitments that we make between each other.

Certainly, the intangible needs of a more dispersed workforce – such as trust, trustworthiness, reputation, valued relationships, keeping the right commitments, and a sense of belonging, etc – are all going to be key.

Not just the ‘shiny new tech.’

Basic Concepts to bear in mind – Takeaways:
* Keep things simple
* Back to first-principles of what worked, i.e. make and keep the right (principled) commitments
* Back to taking a moral view of relationships
* Make the best use of the available technology to integrate the real and digital worlds

Sources:

  • Wired Article – ‘The Internet Needs a New Architecture that puts users first’ by Berninger & Pulver.
  • Business2Community Article – ‘Is It Better to Lead with Your Heart or Your Head?’ by Paul Keijzer.
  • HRZone.com Article – ‘Why it’s time to say farewell to that “future of work” trope forever’ by Barry Flack.
  • World Economic Forum Article – ‘What the Fifth Industrial Revolution is and why it matters…’ by Pratik Gauri, India President, 5th Element Group PBC & Jim Van Eerden, President, 5th Element Group PBC.
  • Team of Teams – General Stanley McChrystal.
Mike P James

You can contact Mike P James via the following websites and social links:

Email:
mike @ wayfindersolutions . com (remove spaces)
LinkedIn:
linkedin.com/in/mikepjames
Website:
www.mikepjames.com/

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Guest-blog: Alina-Georgiana Petcu discusses ‘When Insider Threat Turns Malicious – and How to Stop It from Happening to You’

Lockdown introduced new threat vectors for organisations in 2020, as cybercriminals redoubled their efforts to launch damaging cyber-attacks. Now that we are looking towards a post-lockdown future in 2021, it is worth exploring the cybersecurity landscape and assessing what steps we should take to protect ourselves from the pernicious threat of cyber-crime.

If there’s one thing you can say for cybercriminals, they rarely miss an opportunity. The coronavirus pandemic has offered cybercriminals a myriad of opportunities to exploit victims’ fears and uncertainties, sow seeds of false hope, and persistently cause disarray in the aid of compromising data and making money.

One year on from the first UK lockdown, we don’t expect this to change as we transition towards a post-lockdown world. The knock-on impact of lockdown is that many organisations are fighting to remain operational, and cybercriminals know this. They will continue to proactively target organisations that are struggling as a result of the coronavirus pandemic, as they recognise that budgets for IT and cybersecurity resources may well have been reduced – making them easier targets for phishing and ransomware attacks.

Today I have the distinct pleasure of introducing another Guest Blogger, Alina-Georgiana Petcu, who is a Communications and PR Officer at Heimdal Security.

Alina is a content connoisseur with a knack for everything tech, she occupies her spare time by trying to untangle the intricate narratives behind the world’s most infamous cyberattacks.

Alina is going to talk to us about the importance of when an insider threat turns malicious – and how to stop it from happening to you.

Thank you, Geoff, it is a pleasure to collaborate with you on this important subject.

The term insider threat refers to a certain amount of risk organizations are subjected to through their current and former employees alike, as well as through business associates or contractors.

These are all people with privileged access to a company’s systems, which means that they can access sensitive data regular staff members don’t have access to.

Insider threat becomes malicious the moment one of these people decides to abuse their access rights to fulfill nefarious motives. Let’s see how and why that happens, as well as how you can stop it from happening to you and keep your enterprise’s assets safe from the grubby paws of hackers.

Unfortunately, insider threat is a widespread issue in corporate cybersecurity. The Ponemon Institute’s 2020 Cost of Insider Threats Global Report recorded a 47% increase in insider threat incidents between 2018 and 2020. This type of inappropriate management of company data can be separated into three categories:
• Accidental, which means that the action was unpremeditated and was not driven by any ulterior motive.
• Negligent, which treads the line between accidental and malicious. The employee in question is not necessarily a hacker, but his intentions aren’t right either.
• And malicious, which consists of an action that is premeditated and was driven by an ulterior motive. That motive can be revenge, ego, financial gain, coercion, or ideology.

To better understand malicious insiders at a human level, SentinelOne’s Jeremy Goldstein classifies insider threat into four archetypes:
• The pawn, who is usually manipulated by a malicious third party into sabotaging the company. This is often unintentional, as it is carried out through phishing or CEO fraud.
• The goof, who is generally ignorant or arrogant regarding their position and thus acts irresponsibly within the company network, causing damage.
• The collaborator, who steals data and disrupts the activity of an enterprise in cooperation with a malicious third party.
• And the lone wolf, whose malicious intent is their own and they act independently of any other cybercriminal group.

Therefore, we can notice right off the bat that not all insider threat actors are malicious. Nevertheless, nearly half of them always are.

5 Threat Scenarios to Expect from a Malicious Insider

So, what happens when insider threat turns malicious? Here are the five scenarios you can expect, illustrated by a few real-life examples of what happened when renowned companies and global organizations went through them.

#1 A malicious insider stole data for competitive interests
• Steven L. Davis, a process controls engineer for Tennessee-based fabrication equipment designer Wright Industries, was contracted by Gillette to oversee their new shaving system in 1997. Out of discontent with his supervisor, Davis stole and sold private data about the technology to Gillette’s competitors.
• A naturalized Chinese-American citizen named Xudong Lao abused his privileges as an employee of the Illinois Locomotive Company between 2014 and 2015, illegally downloading thousands of confidential documents. He then got a job with a Chinese automotive service systems company in 2015 and supplied his new employee with these unlawfully obtained trade secrets.
• Walmart accused their technology vendor and partner Compucom of spying into the private conversations of the retail giant’s C-level executives in 2019. As per the allegations, Compucom employees gathered data that would later give the company an advantage in winning the bid with Walmart.

#2 A malicious insider covertly accessed customer data
• The National Security Agency (NSA) of the United States is responsible for several such cases. In 2003, an NSA employee allegedly monitored a woman he was involved with. She caught onto it and report the incident, which led to an internal investigation.
• One year later in 2004, it was discovered that another employee was keeping tabs on an unknown number she found in her husband’s contacts out of fear that he was cheating on her.
• In 2011, one staff member station oversees spied on the private phone calls of her partner back home, as well as on the conversations of the people she met in that respective country.

These incidents were referred to internally as LOVEINT, which is short for Love Intelligence.

#3 A malicious insider gained profit from privileged information
• In 2011, a former Bank of America employee provided malicious third parties with the sensitive banking info of an undisclosed number of customers. Fraudsters used this information to cause damages that amounted to a whopping $10 million.
• AT&T employee Chouman Emily Syrilien provided a co-conspirator with files containing the personally identifiable information of multiple clients of the telecom services provider. Syrilien was part of a larger data theft scheme involving multiple members of staff.
• An employee working for esteemed cybersecurity software provider Trend Micro accessed a database containing confidential customer information and sold it to a cybercriminal group in 2019.

#4 A malicious insider sabotaged company data and operations
• A former network engineer working at the Charleston-based oil and gas company EnerVest Operating remotely accessed systems in 2014. This had malicious intent behind it, as the engineer reset the network to factory setting, causing damages.
• Back when VP Kamala Harris was a district attorney in San Francisco in 2018, a network engineer for the San Francisco Department of Telecommunications and Information Services (DTIS) named Terry Childs refused to give up the login credentials to the entire network he had built.
• Upon receiving his termination notice in 2015, Canadian Pacific Railway employee Christopher Victor Grupe abused his still-valid login credentials into the company network and deleted some essential administrative accounts, and changed the passwords to others.

#5 A malicious insider shared confidential information with the media
• In 2014, former Microsoft employee Alex Kibkalo, who worked for the company out of Lebanon and Russia, was caught disclosing trade secrets to a French blogger. The leaked information contained, among other things, screenshots of a then-unreleased version of the corporation’s renowned Windows operating system.
• A total of 29 Apple employees disclosed confidential data about product launches in 2018. Out of them, only 12 were arrested.
• While many Tesla employees practiced ethical whistleblowing against the company in the past, one staff member shared confidential business information, such as production numbers, with journalists on Twitter.

A Checklist for Malicious Insider Prevention

If you take just one thing away from the examples I listed above, let it be this – malicious insider threat can target the best in any industry. The checklist below will help you prevent it from happening to you too. So, without further ado, let’s get into some actionable advice.

❒ Know the signs of malicious insider activity
The main purpose of malicious insiders is to steal sensitive information, which they will then misuse in one of the five ways mentioned above. When this type of threat rummages around your company network, they’re going to leave a paper trail regardless of how hard they try to hide their activity. There are three telltale signs of this:
1. Logging in at odd hours
2. Unexpected traffic spikes
3. Data transfers that are out of the ordinary
Looking out for these markers of unusual activity in your system means that you will be able to respond quickly if a malicious insider threat targets your enterprise. Thus, you can take appropriate action right away and remove the privileges of the user account that is being misused.

❒ Prevent privilege creep
The term privilege creep is a cybersecurity concept that is used to describe the accumulation of redundant access privileges, permissions, and rights on a user account that does not need them.

This tends to happen when an employee is promoted to a different position or moved to a different department.

When this happens, the staff member in question is granted new access rights that are appropriate for their tasks, while at the same time retaining the privileges from their previous position.

If overlooked, privilege creep can lead to an accidental superuser account that can be used to fulfill malicious motives.

The best way to prevent this from happening within your company network is by constantly auditing user accounts and monitoring changes. Keeping track of admin rights with a privileged access management tool is another useful route and one that can help you practice privilege bracketing within your system as well.

❒ Practice privilege bracketing
While we’re on the topic of privilege bracketing, let’s take a moment to discuss this beneficial cybersecurity practice. As I mentioned before, the main reason why malicious insiders become threatening to the safety of your enterprise data is through accounts that rack up a lot of privileges over time.

Privilege bracketing is the surest and most effective way to stop this. Based on the principle of least privilege, it involves giving user accounts the minimum access rights that are necessary for the completion of daily tasks. In this way, you can ensure that your enterprise’s private data remains private, together with any personally identifiable information stored in your corporate system.

❒ Implement the zero trust model
Coined by Forrester analyst John Kindervag, the zero trust model implies that no user account operating within a corporate network is to be trusted by default. Instead, everyone’s activity should be continuously authenticated, monitored, and validated. And yes, that includes C-level execs and employees of the company on top of third-party contractors and collaborators. The reason for this is that the practice is based around the never trust, always verify mentality.

Of course, this comes with its set challenges. Implementing the zero trust model is thus an intricate process that includes multifactor authentication, data encryption, privileged access management, cybersecurity auditing, and more.

Nevertheless, it is essential for the prevention of malicious insider threat and the #1 priority in risk mitigation for the past three consecutive years, on the authority of global research and advisory firm Gartner.

❒ Work on your company culture
You know how the old saying goes – the fish rots from the head down. This is true of corporate culture as well, meaning that your leadership within the company or a specific team can be the root cause of issues such as insider threat.

As some of the examples I’ve given above show, malicious insiders are often disgruntled employees looking to cause harm to an enterprise they think has wronged them.

The solution to this issue is pretty straightforward, and it consists of improving the company culture as a whole. If your employees are satisfied with their place of work, they are far less likely to act malevolently towards it or be manipulated by someone who wants them to.

What is more, a staff member that loves their job is far more likely to practice ethical whistleblowing and denounce coworkers that might not have your business’s best interest in mind. It’s a win-win whichever way you look at it, and all you have to do is listen. Be receptive to their feedback and take constructive criticism into your account. That is the mark of a strong leader.

Final Thoughts on Malicious Insider Threat

The human factor is an unpredictable liability in any company. You never know when an employee can go rogue or mess up without meaning to. And on top of that, malware operators and other ill-intentioned third parties are always looking for pawns to help them fulfill their nefarious purposes. For this reason, insider threat is a reality of our time, and it can damage your assets and taint your company’s reputation even when it’s unintentional.

When insider threat becomes malicious, it’s a whole other story. It is your responsibility as a leader to make sure that that doesn’t happen to your company by not only putting the right policies into place but by improving your relationship with your team as well.

Change starts from the inside out, and by that, I mean from your company culture. The technical aspect of it all is not to be overlooked, of course. Privileged access management tools, as well as data encryption, multi-factor authentication, password hygiene procedures, and so on, are essential to the digital well-being of your enterprise. The process is a challenging one, but the results are worth it. Are you ready to take your enterprise cybersecurity to the next level?

Sources
– CNBC
– Computerworld
– DataBreachToday Asia
– Federation of American Scientists
– FindLaw for Legal Professionals
– The Federal Bureau of Investigation
– Fortune
– Medium
– The New York Times
– The Ponemon Institute
– Reuters
– Slate Magazine
– U.S. Department of Justice

You can contact Alina-Georgiana Petcu on Linkedin with your questions:
https://www.linkedin.com/in/alina-georgiana-petcu-166905197/

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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

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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

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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

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Guest-blog: Simon Rycroft discusses the importance of basic cyber security hygiene and the 5 inalienable truths

Simon Rycroft

In today’s ever-changing threat landscape, it is more important than ever to use a cyber hygiene routine to help prevent hackers, intelligent malware, and advanced viruses from accessing and corrupting your company’s data.

Cyberattacks are growing in both frequency and impact. The repercussions of security mistakes often end up being headline news and can cause significant harm to the victim organisation.

However, there is a perception that only big, global, corporations are at risk and, as a result, thousands of attacks against the Small-Medium business sector go largely unreported. Most successful attacks leverage well-known security problems.

Reporting from the UK Government’s CESG (the part of GCHQ tasked with protecting the nation) indicates that around 80% of cyber attacks4 are the result of poor cyber habits within the victim organisations. To address this, a cyber hygiene strategy should be implemented which emphasises the importance of carrying out regular, low impact security measures.

James Comey – Former Director of the Federal Bureau of Investigation once said ‘We face cyber threats from state-sponsored hackers, hackers for hire, global cyber syndicates, and terrorists. They seek our state secrets, our trade secrets, our technology, and our ideas – things of incredible value to all of us. They seek to strike our critical infrastructure and to harm our economy.’

This will minimise the risks of becoming a victim of a cyberattack or spreading the impact of a cyberattack to other organisations. In this context, cyber hygiene should be viewed in the same manner as personal hygiene and, once properly integrated into an organisation will be simple daily routines, good behaviours and occasional check-ups to make sure the organisations online health is in optimum condition.

Today I have the distinct pleasure of introducing another Guest Blogger, Simon Rycroft, who is the CEO and CoFounder of CRMG (Cyber Risk Management Group), an expert company in the field of providing cybersecurity and information risk consultancy services.

Simon is passionate about cybersecurity, his career spans over 23 years. Most recently Simon held leadership roles at the Information Security Forum (ISF) as Head of Consulting and Global Account Director. In particular, Simon played a leading role in growing the ISF’s Consultancy business, steering it from its inception to become a multiple award-winning cybersecurity practice. Simon’s expertise spans both subject matter and operational management. Core areas of specialism include cyber risk management and assessment, information security governance and benchmarking.

Simon is going to talk to us across the importance of basic cybersecurity hygiene and the 5 inalienable truths

At CRMG we don’t have an aversion to the array of highly impressive products and services that compete for the modern CISO’s budget. As an example, the role that artificial intelligence (AI) can play in speeding up an organisation’s targeted response to a new breach is exciting. Where once a team of analysts might scramble to understand the implications of a piece of malware found on the corporate network – and err on the cautious side when deciding whether to advise pulling the plug on critical business systems – increasingly sophisticated tools can now instantly determine (and execute) exactly what containment measures are needed without bringing the organisation’s operations to a screeching halt.

However, irrespective of the pace of technological advances that increase our firepower in combatting the cyber threat, there remain a number of inalienable truths that mean we can’t ignore the importance of ‘basic cybersecurity hygiene’. Here are ‘5 truths’ that explain the point.

Truth #1: Don’t forget it’s still all about the information

There’s a reason why those of us who’ve been kicking about for a while in the cybersecurity industry used to call it ‘information security’. ‘Cybersecurity’ is no more than ‘information security’ on the steroid we know as the Internet.

Just because the Internet introduced new threats, attack surfaces, and accelerated the ability of nefarious entities (individual, corporate or nation-state) to cause untold mayhem, the underlying principle hasn’t changed. IT’S STILL ALL ABOUT THE INFORMATION.

Since the dawn of mankind, information has accrued value for its owner. Information is a competitive advantage. Information is intelligence about our customers that enables us to sell services to them without incurring undue risk. Information is the blueprint for the self-driving car that can tell the difference between an elderly lady about to cross the road and a traffic bollard.

Information is the finer detail of the due diligence activity on which our next investment round is predicated. Information is a commodity no less valuable than hard currency, and in many cases, it’s way more valuable.

Truth #2: Not all information is created equal

Assuming you accept Truth #1, it follows that it’s only worth getting out of bed to protect the information that you’re really bothered about. If you have no means by which you can value the information on which your organisation thrives (assuming you don’t have an infinite information protection budget), you might as well pack up and go home.

The information you’re really bothered about is entirely a subjective matter of course. That’s why purchasing off the shelf cyber products and services – without understanding whether you’re genuinely focusing on what matters – runs the risk of being the equivalent of buying up the entire stock of Fortnum’s ground floor on 22 December just because the in-laws are popping round for a mince pie and a sherry on Christmas Eve.

Truth #3: Sometimes what YOU think doesn’t matter

Sometimes, the decisions you make as to whether it’s worth protecting (or not) the information your business holds might just not be up to you. Something as simple as building a database of phone numbers and e-mail addresses of those you think might be interested in your services will, of course, incur the wrath of regulatory bodies if said database doesn’t meet the requirements of data protection regulations.

Depending on your native industry and target market, you may be subject to regulatory requirements that are completely beyond your control, irrespective of the information you hold or the value you attach to it. And more often than not, these regulations will require baseline information security measures to be in place. No ifs, no buts. That’s the nature of compliance.

Truth #4: Information has a nasty habit of seeping all over the place

Think of information as water that trickles throughout the arterial canals and rivulets of your organisation. Well channelled and protected, it enables the business to thrive. Leave a sluice gate open inadvertently and – to mix metaphors – you’re toast.

Pinning down exactly where information resides, and protecting it only in the locations in which you THINK it SHOULD reside, is a very tricky business. Even more so when you take today’s complex ecosystems of supplier relationships into account – introducing the possibility that your network of arterial canals and rivulets extends into places way beyond your control.

If you fail to apply a baseline level of protection throughout the entirety of your organisation (and its sphere of influence), you’ll run a significant risk that information seeps out via channels you just didn’t envisage and didn’t protect.

Moving on to another analogy, ghosts really DO exist in the information world. Even if you think you’ve disposed of information at the end of its useful life, the chances are that traces of it will still exist in multiple locations throughout the organisation. How can you be completely sure that staff haven’t created copies of information that you just don’t know about, and that these copies still don’t exist? Without the consistent implementation of baseline information security practices throughout the entirety of your organisation, you’ll likely be exposed.

Truth #5: The Robots ain’t taking over any time soon

The cyber workforce is still some way off. While AI is showing massive potential in all sorts of contexts, the human being as the ultimate decision-maker in our businesses isn’t going anywhere fast. For the most part, this is reassuring, not least because most of us aren’t likely to be put out to pasture just yet by a new workforce of indefatigable, infallible robo-colleagues.

The implication? Fallibility. Glorious, old-fashioned, human nature. Business decision-making tempered by human conscience. All good, until someone makes a glorious old-fashioned mistake, at which point you might wish that a robot had been in charge.

Did that procurement manager really mean to share a dump of the entire customer database with that unvetted supplier? Ouch. The point here is that, along with information, PEOPLE still represent most organisations’ greatest asset. The problem is that, on the flip side, people also represent most organisations’ greatest weakness.

Given that we’re not yet able to implant chips behind the ears of employees to regulate reckless decision-making, we come back to the importance of basic security awareness.

The articulation of meaningful, responsibility-riddled messages that resonate with staff, resulting in people refraining from doing bad things. It’s not rocket science, but it’s not easy either.

As your business matures you will inevitably turn to technologies to assist you in keeping your information safe and away from prying eyes. Data Loss Prevention (DLP) technology is a great example. Well implemented, DLP can prove a great asset in preventing important information from filtering outside the organisation without you knowing about it.

BUT – unless such solutions are supported by a consistent foundation of straightforward, well-understood, information security good practices – you’re taking a huge risk. This is why no CISO can afford to ignore basic cybersecurity hygiene. And if this argument doesn’t persuade you, your regulators most probably will.

So, what specifically are we referring to when we talk about basic cybersecurity hygiene? Here are just some baseline good practices. Just to add context, they are related back to the 5 truths:

Truth #1 (Don’t forget it’s still all about the information)

If you haven’t done so recently, embark on an information discovery exercise. At its simplest, this might start with a simple map of your key business processes and information systems that support them. Don’t forget to explore instances where information is shared between systems/functions and – just as importantly – to identify where information is shared outside the organisation.

This activity doesn’t have to be sophisticated (at least at first). You just need to come away from it with a high level of confidence that you understand what information lives in your organisation, where it lives, and who interacts with it.

As a tip, it can be really useful to run this exercise as a workshop that includes both technical and business people (or a series of workshops if your organisation is large or dispersed).

You’ll be surprised at what can get unearthed… did you have any inkling that Mervyn in Accounts routinely does a monthly .csv export of all employee data and shares it with your outsourced benefits management provider via a cloud drive that goes nowhere near your protected corporate network?

Truth #2 (not all information is created equal)

Once you have your basic map of what information lives where in your organisation, it’s a good idea to have a crack at valuing it in some way. This might be as simple as identifying what information your business can’t function without.

By implication, everything else will be slightly less important. Once you understand the relative value of different information types or systems, you’ll then know where information protection efforts should be focused – because the realities of business economics tell us that in most cases it just isn’t possible to apply the same level of protection to absolutely everything throughout the organisation.

By the way, possibly without knowing it, by this stage, you’ll have worked through the first steps of a basic information risk assessment (but we’ll save that for another day).

Truth #3 (sometimes what YOU think doesn’t matter)

This is all about regulatory compliance. All sorts of businesses face all sorts of compliance requirements. The point here is that you must take the time to understand exactly which laws and regulations you’re required to comply with by virtue of your business activities and the information you hold.

While highly regulated sectors (such as Finance, Insurance and Healthcare) have been used to managing compliance requirements for many years, there’s a whole new generation of businesses that have only really been forced to start taking notice of compliance because of GDPR. Once you know what regulations you’re required to comply with, you’ll then need to understand EXACTLY what measures you’re required to have in place to comply with them.

If you don’t spend money on consultancy anywhere else, this is one area where it’s probably a good idea to call in an expert to help you.

Truth #4 (information has a nasty habit of seeping all over the place)

Notwithstanding any beefed-up protection you apply to your most important information, you still need to implement a baseline set of security measures throughout the entirety of the organisation. This includes things such as:

• Developing a straightforward information security policy that is accessible by every employee and which clearly states exactly what is required by staff to protect the information handled throughout the business
• Making sure that all employees are aware of their information security responsibilities (more on that below)
• Liaising with key suppliers/partners to ensure they are operating to a minimum, defined, information security standard
• Keeping all systems patched and up-to-date, and checking this routinely
• Ensuring all systems and end devices are installed with up-to-date anti-malware software
• Only providing staff with access to systems if they really need it (when you do provide access, make sure that access rights aren’t excessive – and don’t forget to revoke them once they’ve moved to a different function or left!)
• Encrypting particularly sensitive information (remember that even if personal data isn’t critical to your business’ success, you’re still required by law to apply strict controls when storing or handling it)
• Maintaining backups – and testing them periodically
• Implementing business continuity and disaster recovery procedures (even if they’re basic) that support ‘business as usual’ as far as possible in the event of an incident
• Working with a credible third party to undertake a periodic penetration test of your systems – and making sure any recommendations are applied
• Having specialist support available on speed dial if something does happen that you can’t manage yourself!

Truth #5 (the Robots ain’t taking over any time soon)

Good information security awareness is critical to any business these days, and you just can’t afford to skimp on it. So, think about the basic information security good practices you want ALL staff to be aware of, and come up with an engaging way of ramming the message home. Be creative. Incentivise. Draw a picture. Make a video. There’s a reason why those opting to attend a driver awareness course instead of getting slapped with extra points on their license get shown the horrific aftermath of traffic accidents.

Whatever approach you choose (and remember it doesn’t need to cost a fortune and it doesn’t have to be cast in stone… you can try different methods over time), just make sure you do it. And do it again.

Also, have a think about whether there are specific roles in the business that require an additional level of training – particularly those handling sensitive information.

Lastly, remember that people – just like information – have a habit of moving about. Don’t forget that when new people join, staff move to new roles in the business, or when they leave, you’ll need to have a clear process to make sure they’re getting the right security awareness training at the right time.

None of what is outlined above should be considered to be advanced if your organisation conducts its business using the Internet (and whose business doesn’t?). There’s plenty more you’ll need to do as your business matures. We haven’t even mentioned cybersecurity strategy, threat profiling, and so on….

If you choose to skip any of the basic hygiene measures outlined relative to Truths #3, #4 and #5, have a long hard think, because you might not have a business left to mature if you ignore them. Choose to ignore the guidance related to Truths #1 and #2, and you’ll have to protect everything to the highest level just to be sure – which in an extreme case might just amount to the same thing.

Thank you Simon, for your incredible insights on a terribly important subject, cybersecurity threats I fear will not be removed any time soon.

You can contact Simon Rycroft:
LinkedIn – profile
email – simon dot rycroft AT crmg DASH consult dot com (removing all the spaces)
web – www.crmg-consult.com

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Guest-blog: Reeta Minhas-Judd discusses her personal journey of being an NLP Life Coaching practitioner and ‘Why Supporting Others’ has changed her life

Reeta Minhas-Judd
Reeta Minhas-Judd

I was recently invited to a birthday lunch by a very good friend of mine who is a businessman discussing this subject: “Is a mentor really necessary for children, teenagers, post-grads and adults?” It was a fascinating discussion that caused much debate for hours, at which point and very fortuitously he introduced me to a lady, Reeta Minhas-Judd.

We examined the current world we live in, which is a world that is focused on the things that are new, fast and most innovative — but there was also something to be said about looking back in time and how life has changed through the generations.

We discussed that in society mentoring and coaching can bring about a range of benefits for young people, including for example improved relationships, increased communication skills and resilience.

It can lead young people to change their behaviours, for example helping to reduce absenteeism and/or improve pass rates. That the older generation rarely used coaching or mentorship as a succession plan to their careers, mentors provided newer employees with information and support they really needed to succeed and move up the ranks in an organisation.

But the employees who did engage with mentorship saw the benefits of the mentor-employee relationship, thus, the benefits were not just for the employees; generally, the company saw some significant engagement benefits as well.

At its most basic, the mentor-protégé relationship is one of information sharing. When the mentor works at the same workplace as the protégé, that means he or she will be able to share details about the way the workplace functions that may have taken the protégé years to figure out.

This can enrich the protégé’s understanding of a subject in ways that may not have been possible in the classroom, or help the protégé understand a topic in a way she may not have considered. In short, the additional knowledge helps employees become more well-rounded and think more critically about problems and solutions.

Jeff Myers president of Summit Ministries, once said: “Mentoring is the cultivation of young adults, the tender caring for and nurturing of them so that they will grow, flourish, and be fruitful.”

Today I have the distinct pleasure of introducing another Guest Blogger, Reeta Minhas-Judd, who is a qualified NLP (Neuro-Linguistic Programme) Coaching Practitioner.

She is passionate about transforming positive change with people, starting her life journey working in customer-facing job roles and then trained to become an NLP Practitioner which proven to be very successful, also qualifying in NLP coaching which led Reeta to become an NLP Life Coach.

In her own words, ‘NLP has transformed my life by me simply changing my beliefs and values with a more positive view.’

Reeta is now going to talk to us the importance of coaching through the lens as an NLP Life Coach.

Lack of Confidence
I have seen several clients who have experienced low confidence. This has impacted on all areas of their lives. It is a belief that lacking confidence can sometimes just affect one aspect of a person’s life, however, I believe this is not the case. The lacking of confidence and self-belief impacts on everything you say and do. Do any of these examples sound familiar and resonate with you?

“Not accepting the job offer because you do not feel you will be successful in the job role and you don’t want to be seen as a failure”
“Refusing to confront an issue for fear of reprisal and humiliation”
“Not following your dreams, because you just don’t think you are good enough”
“Declining invitations to functions, because you feel that you will be ignored or ridiculed”
“Not having the courage to ask for help, for fear of rejection”

Constant Negative Outlook
This is a very common perception for many people. This is connected with lacking confidence and in turn, causes the negative outlook. Some of my clients’ glass has always been half empty because they chose to see things in a more negative light so that when bad things do happen they are justified for believing that this is the case. When you are in the “negative zone”, everything appears to be dark and they see nothing but negativity and dismay.

Do any of these examples resonate with you?
“I knew my computer was going to break one day and now it has”
“It always rains when I am going out”
“I never have any luck”
“I hate my job and my boss hates me”
“The world is a horrible place and everybody hates me”

Self Esteem & Self-Worth
I have experienced so many clients who do not believe in their own self- worth. They tend to forget or blot out what they have achieved in their lives and instead focus on what they have not done or gained. They make comparisons on what others have and what they feel they will never be able to have. Self-worth and self-esteem is very closely connected to lacking of confidence and negativity. It is your belief that you are not worthy. It is not necessarily the view of others, but you choose to think that this is the case. Some examples of this may include:

“I wish I was as attractive and confident as he/her”
“I look so fat, I just can’t seem to lose any weight”
“I will never be able to get that job”
“He/She will never ask me out because I am not pretty or intelligent enough”
“They have achieved so much in their career and I am still in the same job role”

Suppressed Issues
Suppressed Issues/Trauma is another aspect which I have dealt with on a personal and professional basis. It is so easy to suppress things we don’t want to think about or talk about. This suppression will never be dealt with and will fester unless it is addressed and managed. If not addressed issues/trauma will come out of you in a physical form. This will cause health issues because of the constant anxiety and stress of not dealing with the problem.

I was bullied as a child at school and I never disclosed this information to any of my family or friends for fear of embarrassment, feeling ashamed and being judged. It took years for me to identify why I was feeling and behaving the way I was and to deal with my emotions. I am now able to deal with the trauma I experienced as a child and I am now at peace with this issue and have moved on and left the negative experience in the past, where it belongs.

Coping & Dealing with Bullying
Bullying is not just prevalent in the school playground, it is evident in everyday life including an individual’s work life, personal life, relationship, family life.

As a survivor of bullying, it is important to address it and not disregard the feeling and emotions, as I speak from experience, it will haunt you for life and impact on everything you do. Your personality will alter because of the emotions of bullying if it is not addressed. Learning to cope and deal with bullying will give you the strength to know it is wrong and to make the changes required to stop it from taking place in whatever aspect of your life you are experiencing it.

It will also, in turn, prevent others from having to face the same challenges of bullying. In my experience, bullying made me a “people pleaser”, and subservient to others and I was so worried to speak my mind for fear of being bullied in return.

I only started my journey of NLP a few weeks ago as a secondary business to my main source of income, customer service training. I feel I have already evolved into a more positive and happier person very quickly.

NLP (Neuro-Linguistic Programming) can be used by everybody and the strategies are simple, but the outcome can be so effective. The impact can be life-changing, and I speak from experience, as an article which I wrote on ‘Training within Businesses’ has been published in the Business Connexions magazine.

I never believed that an article which I wrote would ever be printed, published and read by so many people. This is why I have followed my passion and have become a Life Coach, because the feeling of being able to help and support others is by far the most rewarding element within my role.

NLP has made me believe that I can achieve anything I want through the power of the mind and simply by changing my perception. Through one simple advert on a local community website, since qualifying as an NLP Practitioner, I have been inundated with enquiries and I had 21 clients in the space of a month. This in itself speaks volumes.

People are so busy with their lives, that the art of communication has become redundant in many circumstances. With the technology of mobile phones, social media, the internet etc, actually sitting down together in the same room and communicating face-to-face, has now become secondary to texting, emailing etc.

There are millions of people in this world who just want to talk to somebody about their issues and concerns, and yet they refrain from sharing with others for fear of being judged, or because they feel ashamed.

This is where NLP is so decisive because it allows individuals to change their outlook and their mindset, by simply applying and practising daily strategies which will shift their current mindset and allow them to have their voice heard, without fear of judgement or ridicule.

My passion for listening and helping others has made me appreciate my own life and I have learnt how others have been less fortunate than myself. Therefore, I show gratitude for everyday things which we all take for granted.

We have one life and it is not a dress rehearsal, so it needs to be embraced with happiness and not be suffocated with sadness and negativity. I myself was once a “glass half empty” person, but now my glass is overflowing!

We must try to live in the present and not the past, so many things which have previously angered me and festered a feeling of resentment within me, I have now addressed and allowed myself to move on. I now let the bad and negative emotion go, and see it as a part of my life which I no longer need to revisit.

I have received flowers from clients and received many testimonials which have moved me to the core.

My clients have expressed their gratitude to me with such warmth and passion, and this makes my job so worthwhile. I truly believe that I have finally found my vocation in life, and helping clients achieve their goals and aspirations is life-changing, not only for themselves but also for myself.

Being heard across matters of the heart matter and this makes a huge difference.

We all need purpose in our lives, why not contact me for a real conversation today?

You can contact Reeta Minhas-Judd via:
– LinkedIn: https://www.linkedin.com/in/reeta-minhas-judd-b60a5a147/
– Mail: Rmjtrainingservices AT gmail DOT com (removing all the spaces)
– Web: https://rmjtrainingservices.com

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Guest-blog: Colin Smith discusses the importance of listening and ‘Why Listen’

In today’s high-tech, high-speed, high-stress world, communication is more important than ever, yet we seem to devote less and less time to really listening to one another. We are more connected than ever through technology and at the same time the disconnect with ourselves, others and our environment is growing. We need meaningful conversations to help us reconnect, going beyond our egos and our fears to build strong relationships, communities, networks and organisations, so that through collaboration we can begin to co-create a more sustainable future.

Genuine listening has become a rare gift—the gift of time. It helps build relationships, solve problems, ensure understanding, resolve conflicts, and improve accuracy. At work, effective listening means fewer errors and less wasted time. At home, it helps develop resourceful, self-reliant children who can solve their own problems. Listening builds friendships and careers. It saves money and marriages.

When you’re told, “Listen!” by someone, most often you think, “I need to hear this.” Listen to your CEO’s instructions; listen to your wife or husband’s rules; listen to the information your friend is sharing.

But listening is so much more than hearing. It’s what happens when we not only open our ears, but also open our minds and sometimes our hearts to another person.

“I remind myself every morning: Nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening.”

Larry King – American television and radio host

But who do we turn to in times of listening needs, how can we learn to be better listeners, how can we perfect effective listening to help improve our lives and the lives of others?

Today I have the distinct pleasure of introducing another Guest Blogger, Colin Smith, who is aka ‘The Listener’, an executive coach and confidant, facilitator and speaker.

He is passionate about transforming the way we listen. His calm, attentive and patient way of being, enables you to feel seen, heard and understood. It awakens your thinking and inspires you to empathically listen to yourself and others.

His approach is not about fixing, offering advice (unless asked), or rescuing you. He creates a safe, compassionate place for you to slow down, settle, and be yourself. In this space, you are able to listen to your innermost thoughts and feelings, out of which your true story and answers will emerge.

Colin is going to talk to us the importance of listening and ‘Why Listen’

Why Listen?

Or, what’s the point, everyone is talking?

We grow up and live in a society where speaking is revered. Where he who talks most and loudest wins. We have courses galore on speaking and presenting yet little on listening.

If we look at the four mediums of communication, Writing, Reading, Speaking and Listening, research highlights the following:

• The least used medium of writing is used 9% of the time and attracts 12 years of formal training.
• The most used medium of listening is used 45% of the time attracts very little formal training.

“Hang on a minute, I think my ears do me a good service thank you, without the need for any formal training”.

Listening or Hearing, they are different, aren’t they?

I often ask groups a couple of questions.

“Hands up, if you believe you are better than average at listening?”

As you would expect, most of them put their hands up.

“Okay. Now, keep them up if anyone has said to you, “Thank you for listening”, during the last two weeks?”

Most people put their hands down.

Apart from the obvious point that we can’t all be better than average at anything, what is going on here?

The answer is that we can all hear unless audibly impaired, yet only around 10% of us are good listeners.

In the silence that I leave, usually, one person will ask, “But isn’t hearing and listening the same thing?”

We hear from – Hearing is passive, we don’t need to do anything. Its primary function is to alert us and to keep us safe. Hearing interrupts us.

For example, we will hear our name being called out across a noisy restaurant, we hear all sorts of noises when we sleep in a different bed, such as the central heating or planes passing overhead, until we get used to them.

We listen to – Listening is active, we have to intend to listen. Listening enables us to connect more deeply with the person speaking, understand what else is going on for them at that moment and where they are coming from.

The speaker becomes aware that we are listening to them, so they feel heard, feel that they matter and feel validated. This means that they relax more deeply and interestingly, the quality of their thinking improves.

During one exercise, where I play a piece of music one of the participants shared that she could feel the sadness in his voice, not just the words.

Listening changes lives

After a workshop on listening, a young man came up and thanked me. He explained that during the ‘not listening’ exercise, he had seen himself.
He had seen that all the traits of not listening being demonstrated by the person ‘listening’, were just like him.
Such as, supposedly listening with his mobile in his hand, not looking at the person speaking, interrupting and not acknowledging what the person had just said. He was listening to speak, not listening to understand.

He went on, “The experience had also caused me to question my behaviour at work with my team. So I have decided to change three things. Whenever I go into a conversation I will make the point of turning my mobile to silent and putting it out of sight. I will give them my undivided attention and keep my eyes on their eyes throughout the conversation”.

He followed up with me via email and said that on reflection his not listening behaviour was impacting his personal life as well. He said that he had sat down with his wife that evening and apologised for not listening to her and their six-year-old son. He promised that from now on he would listen more actively”.

I have no idea of the outcome, but I do know his future looks brighter, both at work and at home. If he can listen more actively, each of them will feel heard and valued by the other.

Arriving at the checkout to pay for my food, I was greeted by the usual, “Hi, how are you?”
I replied, “I am fine thank you”, and looking her in the eyes asked, “How are you?”
She replied, “Fine, thank you”, and scanned my first item.
Then looking back at me, she said, “Not really”.

Keeping my gaze, I say, “Oh” and left it hanging in the air.

“No, my boyfriend is being very difficult. We broke up a week ago and since then he has been bad mouthing me and putting up pictures on social media.”

I continued to hold contact with her eyes, she went on, “It has got so bad I had to talk to my teacher, and now we have the Police involved. My parents return from holiday in three days, so I think I am going to be okay”.

That was it, a brief moment in time. I said nothing, just deeply listened, and it enabled her to share something to a stranger. I have no idea of the outcome but know that it took some pressure out of what was building up inside, and maybe helped her to breathe a little easier and make it through the next few days.

So what?

In “Lost Connections”, Johann Hari’s recent book, he refers to the connection between loneliness, and anxiety and depression. And how loneliness can be the trigger.
As we all know too well, we can feel lonely in a crowd, be that an office, a party, or even a social gathering. Loneliness, among many factors, can be a symptom of not feeling heard, not fitting in, not being good enough, or not feeling valued.

We try and hide it through our addictions, alcohol, work, drugs, sex, and social media. But we can never get enough, we can never fill the hole we have inside.

Each ‘fix’ numbs things out for a while until the feeling returns. Then we have to take more of the ‘fix’ to numb things out.

What we are missing, and what we are yearning for? I believe it is for more deep and meaningful conversations. Conversations, which are not about the weather, celebrity gossip, or what is on the television tonight.

Rather, conversations about our feelings, our challenges, our hopes and fears, and what matters to you. Sometimes these turn out to be conversations that you have never had before.

There is an exercise that you can complete together, as a couple. It consists of 36 questions plus a 4-minute eye gazing exercise at the end, which if done correctly predicts that you would fall in love with each other.

In looking at the questions, where you both answer the questions, each person taking their turn to speak first, I can begin to see why. Each question enables you to learn something meaningful about the other, for example, “What is your most treasured memory?” and, “When did you last cry in front of another person? By yourself?”

Whether or not you do end up falling in love is another matter, what I like about this idea is that it causes us to be vulnerable, to open up and share, to feel heard, to be validated, to understand another human being. And all of which is for what we are deeply longing.

Could we ask similarly deep questions in the workplace, could we have more meaningful conversation? Could we ask questions that would evoke vulnerability, empathy, sharing, connection collaboration and relationship?

“Being heard is so close to being loved that for the average person they are almost indistinguishable.”
David Augsburger, Author of Caring Enough to Hear

What is the impact of not listening on the business?

There is growing evidence that companies don’t care for their people. In the US it is reported that 7 out of 8 US workers feel they work for a company that does not care about them. Globally, Gallup reports that 70% of workers say they feel disengaged.

This can lead to
• Disparate teams.
• Duplication of effort.
• Missed information.
• An unsafe working environment.
• Avoidable mistakes.

With the impact across the business of
• Less connection.
• Just doing my hours and that’s it!
• Less discretionary effort and thinking for the company.
• More bad-mouthing, dishonesty, isn’t it awful.
• Less trust and a growing toxic culture.
• Individuals becoming less focused on the business.
• Feeling stressed, values not aligned, disillusioned.
• A knowing that fear is keeping me here.

Personal issues
There are also deep issues happening at a personal level.
• Feelings of isolation, uncertainty, less confidence.
• No one to talk to or to confide in about how I am feeling or what is happening in my life.
• Potential for being on long term sick.

With the personal impact
• Rising levels of mental health, stress, suicide, depression, and loneliness.
• A continued increase in divorce and erosion of the family unit.
• A growing feeling of disconnection from society, people, life and sadly nature and the planet.

What to do?

Listen first. Listen to each other. Listen more.

Take the opportunity to complete a simple eleven-minute listening exercise.

You can use a timer to keep this exercise focused. This could be with your work colleague, your partner or friend, or even your child.

1. Begin with one minute of silence, with your eyes closed, as this forces you inward.
2. Face each other and look at the other in silence for about a minute or longer if it feels right. Maintain eye contact throughout, become aware of your breath as you look at them, and allow any thoughts to arise and to pass.
3. Agree who will go first. The listener asks the speaker by name, “X, what would like to talk about?” As there are no rules, the speaker can share as much or as little as they want.
4. They will have the opportunity to talk uninterrupted for three minutes. If they stop talking before the three minutes are up, allow them to sit in the silence. You will be surprised how often they will talk some more. If they think they have finished, and they look at you, gently ask, “What else?”
5. The listener says nothing throughout but will give the other their undivided attention and actively listen. Maintain eye contact (even when the speaker looks away so that when they return to you they will find you still looking at them), no interrupting, and avoid thinking about what you may say when it is your turn.
6. When the three minutes are up, swap around.
7. In the final minute, look at the other, take a deep breath in and breathe out, then each of you shares one thing that you appreciate about the other. Make this appreciation about who they are, not what they do.

NB. At first, the idea of talking for three minutes can seem daunting, afterwards, you will realise it went quickly and it did not seem like three minutes. It will also feel unusual, yet supportive, to have been able to speak freely without interruption.

“We are dying to be heard, literally and figuratively”.

So, Why Listen?

Because feeling heard matters and makes a huge difference.

Who will you have a meaningful conversation with today?

You can contact Colin Smith via LinkedIn or by email:
colin dot smith AT dexteritysolutions dot co dot uk (removing all the spaces)

https://dexteritysolutions.co.uk/