Month: June 2018

A Year at Hot Spots Movement

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MF

Last month marked my first year of working at Hot Spots Movement and it’s been a fruitful year of learning where I have kick-started a career in Community Management and met some fascinating people.  I’ve grown to be immensely proud to work here and this anniversary is a great cause to look back at the past 12 months and share what I’ve learnt throughout our Future of Work Themes and showcase how our research is implemented into our own employee experience.

Shifting Identities

Within weeks of joining the company it was time for The Future of Work’s second Masterclass of the year, Shifting Identities. I had jumped into the deep end of the investigation into what  organisations need to do differently to exuberate their diversity  efforts and for me personally identifying as a multi-cultural person and having just left a property company (currently quite a non-diverse industry!), I felt an instant connection and sense of belonging. Throughout the theme, we explored the need to rethink and engage the multiple identities of employees over time, such as dual-career couples, parents and older workers. As the months went on and we taught and consulted companies on how to move the needle in these key areas of inclusion and diversity, I soon witnessed the same practices being applied here and discovered how we foster our own constantly shifting identities – and there are many! We have a new mother, a new husband, a new charity owner, new homeowners, new graduates, multiple nationalities and several partners in ‘dual career’ relationships. Its been a fulfilling experience learning what all these identities and life experiences mean for our flexible ways of working and communicating and seeing how we incorporate numerous qualities such as trust and respect.

Intangible Assets

Our next theme, which we shared at our October 2017 Masterclass, was about what organisations need to do in order to be aware of whether their employees are building or depleting their productivity, vitality and ability to transform. Companies investing in their employees’ Intangible Assets was something which seemed logical to me – who wouldn’t think about their staff’s well-being?! I soon uncovered the impact that learning, vitality and the ability to transform has on employees engagement, creativity and pride in a company – not just their overall happiness at work. There is an abundance of research showing that Intangible Assets are crucial in enabling employees to thrive in the future and so it was great to see them reinforced into our work at Hot Spots Movement. For example, vitality and the notion of work life balance is extremely important here – several of our colleagues go to the gym or yoga classes together within working hours and we all get involved with the many aspects of the business, allowing us to constantly learn and be creative. Many of us have also changed and developed our roles in the last 12 months – including me! I’ve recently joined the Marketing and Comms function and am really enjoying embracing it as a new facet to Community Management.

Shifting Cultures

The third and final theme of my first 12 months was Shifting Cultures, which we explored at the beginning of this year and at our February Masterclass. With many organisations implementing and feeling the pressure of facilitating complex changes in their company cultures, we explored what it takes to enact such changes and, specifically, how, by whom, and what barriers exist. I was welcomed with open arms into a culture where our values, beliefs, attitudes and behaviours are all aligned, creating an ethos which is collaborative, innovative and fun! We play games, have competitions, socialise and even little things like swapping seats every few months really keeps energy and interaction levels high. As a team, we have taken the time to get to know each other making us more supportive and stronger advocates of group work. We share projects allowing for ongoing challenges and creativity and we operate in a fast-paced, vibrant environment where we are all connected to our company’s purpose. We are also based in Somerset House – a renowned creative hub on the Thames, bringing a real sense of community to work.

I have had an inspiring first year at Hot Spots Movement and am very much looking forward to the next one where we will be exploring Agile People Strategies and The Future of High Performance, having just finished our immediate previous theme on Narratives on The Future of Work at our June Masterclass.

Get in touch with us now to find out how you can incorporate our research into engaging your employees!

melissa@hotspotsmovement.co

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Tapping into jazz to unleash your work performance

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CHI have always been a fan of Big Bands. They create such amazing, diverse sounds, from the beautifully orchestral Glenn Miller Band, to the endlessly energetic music produced by Gordon Goodwin’s Big Phat Band. Music has taught me a whole host of valuable lessons, but it is only since I started working for Hot Spots Movement that I have begun to realise how useful it is to consider the Big Band as a metaphor for the organisation. Here are a few ways that I believe tapping into jazz can help you to improve your performance at work.

There are no mistakes in jazz

It’s an old cliché but experimentation, expression and freedom are what jazz is all about.  You shouldn’t be afraid to try new notes and rhythms, because that’s how you push the melody forwards and create something new and exciting. This attitude should hold true in the workplace as well. Recent research has indicated that high performance organisations actively promote risk-taking and have a high tolerance for failure and setbacks.[i] Those who never make mistakes are actually perceived as “too safe” and are seen to be avoiding opportunities to innovate.[ii] Improvise, explore new ideas and do not be afraid to fail; you never know what you might discover.

Big Band Blog

Solo, Soli, Tutti

It’s written into the music: there are times when you are expected to play alone and to take the lead (solo); times when you play in sync with your section (soli); and there are times when the whole band comes together as one (tutti).  Knowing when these moments are and when you should be playing either a leading or a supporting role is vital.  Great leaders are also great followers: they know the strengths of their people and are able to defer to the expertise of people in their team. In doing so, they develop leadership qualities in others and create a collaborative, successful team that respects each other’s skills and leverages everyone’s talent. Being able to both lead and follow – and recognise when each is appropriate – demonstrates your commitment to the group and shows that you are thinking about what you produce together rather than what you can produce alone.

Practice makes perfect

Like typical business meetings, rehearsals are necessary to discover how the music (or, indeed, the project) is developing. During rehearsals, players have the opportunity to learn from each other and to see how their individual parts feed into the whole.  However, the most sophisticated players also spend time practicing their part alone, away from the group, in order to improve not only their command of the piece but their general playing ability.  Similarly, research has shown that, in the workplace, taking time to step back and process your work fuels creativity, as employees are given space to arrange their thoughts and explore the ideas that emerged in collaborative sessions.[iii]  Time away from the music room or office to practice your techniques and hone your thinking is vital, as interspersing collaboration and solo time makes for the most well-rounded and competent players and employees.

So, when you next think about your team performance, perhaps ask yourself – do we operate in a safe space which encourages us to experiment and learn? Do we know when to take solos and when to step back and support others? And, finally, are we taking enough time to process our work and explore ways to innovate and improve our performance?  If the answer to any of these questions leans towards the negative, tapping into jazz may be a real way to drive your team forwards.

[i] https://www.hpocenter.com/article/high-performing-culture-allows-mistakes/

[ii] Ibid.

[iii] https://www.virgin.com/entrepreneur/why-working-alone-important-collaboration

How to Rethink Time

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by Anna Gurun, Research Manager.

How many times have you wished that there were more hours in the day? At our recent Masterclass, we explored how organisations can work with their employees to build a narrative on the future of work, and discussions on time as a resource particularly resonated with our members.  Time is both a construct that contextualises our lives, and a resource that impacts the decisions we make for how to spend or save it, and therefore our happiness and well-being. So how can organisations rethink time to help improve the happiness and productivity of their employees? Here are two questions that will help you think about this in the context of your company:

  1. Do we really know how we spend our time?

For many professionals working in high-pressure jobs, time is status. The busier you are the more important you are. In fact, people often overestimate the number of hours they work, remembering their busiest week as typical. One study found that people estimating 75 plus hour work weeks were off, on average, by about 25 hours.[1] To enable people to accurately assess how they are investing their time, organisations can consider new tools such as time-tracking apps that run in the background of computer operating systems. This replaces perceptions with data and could enable people to cut out activities that are taking time but adding little value. Better still, assessing an organisation’s culture to ensure that presenteeism is not an indicator of status will help people make effective decisions about when to work and for how long. This starts with leaders and line managers role modelling healthy work hours.

  1. Are we balancing our time horizons?

In addition to misunderstanding how we spend our time, we also make rigid divisions between the present/short-term and the future/long-term, with significant implications for decision making.  A focus on the short-term can be constricting, with employees much less likely to invest in activities with delayed payoffs, such as learning. When people think short-term, they tend to view time as a scare resource and are more likely to make trade-offs, thinking about whether they should do something. Viewing the future as abstract, they put off decisions that could be beneficial in the longer term, like saving or learning. This is a problem for organisations, particularly those going through change and therefore requiring people to learn new skills and adapt behaviours. Research from the University of Stanford proposes that organisations take an elevated view of time.[2] This involves viewing all units of time as equal. In this mosaic view of time, a day is like any other day, not more important because of its proximity to your present. This zoomed out perspective forces people to consider now and later, making the future less abstract and pulling potential opportunities into the present. [3]

oclock-time

Time is a key organisational resource, and to support employees in investing in their future learning and saving, companies must rethink time, starting with taking an elevated view.

Perhaps begin by asking yourself the questions above: ‘How accurately do I understand how I use my time? And, what is my default time orientation – short term or longer term?’ Then consider this in the context of your team. It may be the key to freeing up the most precious resource we have as individuals and organisations.

For more information contact anna@hotspotsmovement.com

[1] Yanofsky, D. (Oct 18, 2012), ‘Study: People claiming to work more than 70 hours a Week are totally lying, probably’, The Atlantic

[2] Mogilner, C. Hershfiel, H.E and Aaker, J. (2018) ‘Rethinking Time – Implications for well-being’ Consumer Pscyhology Review 1-41, 53

[3] Ibid