There has been a fundamental disruption of influence and power over the past few years. Historically, power and influence were in the hands of a chosen few at the top of hierarchies such as politicians, CEOs and public figures. Today we see a different picture. A great example of this is the meteoric rise of Vloggers. These are often teenagers, posting videos from their homes somewhere quite remote. They can command viewers in the their millions and make – or break – a brand or product purely through the influence of a 50 second video. Just last week celebrity influencer Kylie Jenner appears to have wiped roughly $1.5 billion off the market value of Snapchat with one tweet.
The interesting point for organisations to take away is that this isn’t just happening in the outside world. It’s happening at work too. Enterprise social networks such as Yammer or Chatter, as well as a tendency towards flatter hierarchies in many organisations, means that your influencers aren’t necessary all sitting in the executive team. At work, influencers are ‘people who can, because of their knowledge, skills and position in the company network, and not their formal hierarchical power, shape the views of multiple colleagues’. These influencers can become powerful change agents, most particularly in the face of culture change or a major transition your organisation is undertaking.
A challenge for organisations is to identify these influencers, and ensure they can leverage them to support organisational needs and outcomes. While I find that most of the organisations I speak with are aware this should be on their to do list, I sense that many are struggling to find a route to achieving it. So I’ve drawn out three ways to illustrate how to identify influencers, focus on them to nudge behaviour and leverage them to change micro-behaviours.
- Identify influencers: Tata Consultancy Services (TCS), a long-standing client of ours, has made public communication the default through an internal social networking platform the norm called Knome. By using Knome in place of email, a private form communication they aim to unleash unstructured collaboration, innovation and creativity. Interestingly, TCS have also used this tool to identify influencers within their organisation. By using a platform, they can see beyond the traditional hierarchy and identify those with social capital or bright ideas, wherever they might sit within the organisation
- Focus on influencers to nudge behaviour: Nudge theory is a concept in behavioural science where positive reinforcements and indirect suggestions influence the motives, incentives and decision making of groups and individuals. As you can imagine, if organisations focus on changing the behaviours of influencers and leaders, these nudges become all the more powerful. This is due to the multiplier effect of highly visible or influential people on their peers
- Leverage influencers to change micro-behaviours: Enabling workplace culture change requires an understanding and altering of micro-behaviours. It is important for influencers and leaders to call out negative micro-behaviours in the workplace. Equally, leaders and influencers should provide micro-affirmations, that is congratulating the efforts and achievements of employees when they engage in the right kind of work or behaviours. In doing so, employees’ behaviour becomes conditioned through negative repercussions and positive reinforcements, provided by both leaders and influencers
Identifying and leveraging influencers requires subtle and thoughtful work, but research indicates that the outcomes can be significant, particularly in the context of culture change. I have certainly seen the results in the crowdsourcing projects that I run with clients – both in engaging influencers to raise awareness and engagement before the event, and in identifying hidden influencers during crowdsourcing events themselves.
If you’d like to find out more about how to identify and leverage influencers in your organisation, feel free to contact me on email@example.com
 Shu, L. Gino, F. Bazerman, M H., (2011) Ethical Discrepancy : Changing Our Attitudes to Resolve Moral Dissonance, Behavioral Business Ethics: Ideas on an Emerging Field. Taylor and Francis Publishing
 Workwire, (2015) Workplace Nudging Persuade People To Desirable Behaviour
Last week my colleague Emma and I gave an interview on the theme of ‘motivating tomorrow’s workforce’. It reminded me that there are several important questions about the relationship between tomorrow’s talent and organisations, which we haven’t yet fully addressed – and that the answers may be simpler than we think.
- Are our organisations ready to embrace an adult-to-adult relationship between organisations and talent?
- How will it change the role of HR professionals?
Are we ready for the adult-to-adult relationship between organisations and talent?
In my view, one of the key elements of this changing relationship is that it’s no longer the sole responsibility of the company to understand what kind of working arrangement will attract talent and enable people to perform at their very best. This is good news, for two reasons. Firstly, because we can expect our talent to be increasingly comfortable bringing their ‘wholes selves’ to work, meaning working arrangements will need to become highly individualised. Secondly, with longer working lives becoming a reality, the strong link between ‘age and stage’ is weakening, making age a much less reliable indicator of expectations and aspirations.
In this new reality of multi-faceted diversity, it would seem unrealistic to expect HR to propose work arrangements that work for every individual. And why should we? I’m of the belief that adults know what’s right for them and are fundamentally keen to do the right thing by the organisations. As we start considering the relationship an adult-to-adult one, there’s no reason they wouldn’t deliver on these expectations.
What does this mean for HR? It means we need to change our organisations’ narratives to make clear that empowerment is a two-way deal. It is a constructive relationship between adults, not one where one party suggests specific rules for how people can work flexibly, which may or may not work, for the people involved, both individually, and as a team of workers. We should invite our people to design their own arrangements for flexible working and expect them to be thoughtful about how this will work for the organisation and for their colleagues (as individuals’ flexible working arrangements can take a toll on their fellow work team members), and likewise their own career journeys (moving between fast track, slow lane, plateau, sideways, etc.).
To build this narrative, and not least to get senior management to live by it, HR must be a credible source of strategic direction, and be proactive. This requires changing deeply engrained views of roles and responsibility. It also requires mutual trust, which needs to be preceded not only by the new narrative, but also by training, guidance and coaching.
My final question to the HR community is how do we train ourselves for this role? I’d suggest we start by ensuring we profoundly understand what the future of work will look like – (and assume that predicting the exact pace of change is near impossible so ‘sooner rather than later’ is a safe assumption regarding the timeline). We need to be a force of proposition and prepare our organisations for this change – it could well be the biggest one so far this millennium!
Speaking up is very important in all aspects of our life. For instance, we might choose to speak up when we are not happy with our situation, and it can take a number of shapes and forms. From polite requests in a restaurant to ranting on Twitter, the spectrum covers a lot of options. However, people do not always feel like they can, or should, speak up. Whether that is a case of lack of opportunity, fear of speaking up or a sense of pointlessness, there are a multitude of reasons for silence.
We ran a Jam – an online crowdsourcing solution that enables thousands of people to discuss a set number of topics – with a multinational organisation in November, and one of the big discoveries of the project was that employees did not feel like they could speak up. They did not feel there were enough channels or opportunities, and they felt that their leaders did not listen. Simply put, the environment was not psychologically safe. Research shows that in psychologically safe environments, employees feel encouraged to ask for clarification, to point out errors, and to share new and challenging ideas.
So how can organisations help employees have the confidence to speak up?
Often, it is the day-to-day behaviour of leadership and line managers that determines whether psychological safety exists within an organisation. Halfhearted efforts like vague invitations to submit opinions and ideas will not work. What will make a difference is taking the following four steps to assure employees that it is both safe and worthwhile to speak up and contribute:
Initiate: Initiating conversations informally is much more effective than just being open to it when it comes your way.
Intimacy: Psychological safety requires leaders to minimise the institutional and attitudinal distances that typically separate them from their employees. This shifts the focus from a top-down distribution of information to a bottom-up exchange of ideas.
Immunity: Employees need to feel empowered to experiment and fail.
Intentionality: In surveys of more than 3,500 employees in multiple organisations, James Detert of Columbia University found that leaders’ failure to ‘close the loop’ increased subordinates’ belief that speaking up was futile by 30%. But if leaders had closed the loop in the past, their reports spoke up 19% more frequently. This highlights an important learning for leaders: if they’d like their employees to speak up they need to commit to acting on the concerns of their employees.
Talking openly and honestly is of great value in the workplace, and we all need the right space and tools to achieve this. Whether the tool is having a chat in the communal kitchen while sipping your morning coffee or a crowdsourcing platform involving tens of thousands of people across the entire organisation, the point is that we all need to be enabled to feel confident enough to voice our feelings and opinions without having to worry about any negative consequences.
 Project Aristotle, Google
 Giles, S. 2016. The most important leadership competencies, according to leaders around the world. Harvard Business Review
 Future of Work Research Consortium, A FoW Report on Power and Leadership. 2016
 Groysberg, B. and Slind, M., 2012. Leadership is a conversation. Harvard business review, 90(6), pp.76-84
 Detert, J.R. and Burris, E.R., 2016. Can Your Employees Really Speak Freely? Harvard Business Review, 94(1-2), pp.80-87
We hear this phrase echoing around the corridors of Canary Wharf and Downtown Manhattan, but are we really unleashing the potential of all the great people in our organisation? Well, in our experience, we find that companies often recruit talented, high performing individuals, but then fail to empower these individuals to affect change.
So what are the levers that organisations must activate if they are to enable their people to unleash their full potential?
1. Speaking up – We spend a lot of time thinking about this at Hot Spots Movement, as well as working on this capability with clients, and what we’ve found is that speaking up is far more likely and powerful in organisations which create an environment of psychological safety. What do we mean by psychological safety? This is an environment in which people’s views are valued, no matter their seniority or function, where people can challenge the status quo and are free to build on each other’s ideas. In addition to creating psychological safety, we find it’s crucial that organisations act on the insights given. People will only speak up if they feel they are being listened to, and that their views are being acted upon.
2. Collaboration – Here, we are looking at tapping into collective people power. Research shows that innovative and impactful ideas tend to come from cross-enterprise collaboration, rather than one team from a research lab or company department working on an issue in isolation. Additionally, new workplace technologies have allowed organisations to bring people together in a many-to-many communication model, inspiring innovation as well as giving employees greater agency when it comes to decision-making.
3. Innovation and Productivity – Organisations often find themselves tasked with doing more with less, and have to constantly reinvent themselves in the face of disruption. As such, innovation is no longer a department or function, but instead a mentality that must pervade the entire organisation. Interestingly, our experience from running innovation projects with clients indicates an innate desire and capacity to innovate which is latent within many employees. What these employees are lacking, however, is the time to do so, or the incentives to ensure they make time for innovation.
4. Organisational Structure and Values – Research shows that strong values and purpose are effective in unleashing the people power of current employees, as well as becoming an increasingly important role in the attraction of new talent. The challenge that organisations face here is to ensure that the rhetoric matches reality. That is to say, if you have a set of values in your office lobby, you need to ensure that they are being reflected in the processes and practices that underpin the everyday behaviour of your employees, and be sure that employees are rewarded for living those values.
We’re undertaking ongoing research into this topic through the Unleashing People Power Survey. This 10-minute survey allows you to pulse-check how your organisation is performing on each of the above four levers, as well as how this compares to the benchmarking of 60+ multinationals. Perhaps take a moment today to complete it, and send it to your colleagues too – the more responses, the more insightful the data.
If you’re interested in taking the Unleashing People Power Survey or would like to learn more about how to unleash the energy of your people, please contact Harriet Molyneaux firstname.lastname@example.org.
 Wuchty, S., Jones, B. and Uzzi, B. 2007. The Increasing Dominance of Teams in Production of Knowledge, Science 316, no. 5827: 1036–1039
 Nally, D. (2015). Five reasons diversity and inclusion matter to every business and every employee. PwC CEO Insights.
Being the newest member of Hot Spots Movement, a key focus in my recent job search was to join an organisation which celebrates diversity. Not only do I have a diverse background in terms of my heritage, (being Jamaican, Finnish, Pakistani and English!) but I’m also – like everyone, really – diverse in the way I think and feel. And it’s this latter type of diversity that many organisations are only now beginning to understand and act upon.
One element of this ‘diversity of thought’ is mental health. This is something we all come into contact with, either personally or through the experiences of friends and family. However, it consists to be a pervasively silent culture. In fact, with 3 out of 4 employees experiencing a wobble in mental stability at some point, it is one of the biggest workplace issues, costing UK employers £30 billion alone, through lost production, recruitment and absence. And yet, conversations and initiatives around mental health are conspicuously absent in many organisations.
From my own experience, speaking with others and through readings, implementing a successful mental health strategy alongside changing attitudes and cultural expectations, is of course challenging and does not happen overnight. It can prove difficult to merge the law, practice, training, evaluation and management into one company-wide policy.
This is why I was particularly excited to come across an exciting, new approach to tackling mental health: Co-production. This method puts employees affected by mental health at the heart of planning, delivering and evaluating policies. Offering them the chance to come forward, not to label themselves, but to work alongside HR professionals, is extremely innovative and merges expert and lived experience. This creates active networks that both support those affected and better informs those who aren’t.
Co-production appears to have many positives, including being based on psychological research dating back to the 1950s, blurring the lines of distinction between authority and recipients and being economic in drawing on the wisdom of employees themselves. As a result, Co-production and involving those who suffer, may help them feel a better sense of belonging and reduced stigma – in turn, increasing their sense of competence, engagement and loyalty.
This collaborative approach to problem-solving resonates with so much of the work we do here at Hot Spots Movement, from our advisory practice, to the Future of Work Research Consortium and our crowdsourcing methodology, the ‘Jam.’ I cannot help feeling that co-production is an energising and innovative concept that could really move the needle on mental health in organisations and empower those most affected with ownership over the solution.
For more information on how you can collaborate with your colleagues on mental health challenges visit our website http://www.hotspotsmovement.com and contact one of the team.
Head of Admin & Community Management
For all the hullaballoo about diversity, what do we know about it and is it needed? Let’s start by exploring some facts about the case for diversity:
In the UK, the Women and Work Commission found that better use of women’s skills in work could be worth between £15 – 23bn for the economy each year.
The spending power of people over 65 i.e. the grey pound is set to hit the £100bn mark.
Recent surveys in the USA show that 70% of all consumer spending is made by women.
It is expected that ethnic minority spending power will soon top £300bn.
Despite clear evidence that diversity is especially crucial in today’s global marketplace, businesses are still very slow and sometimes reluctant to embrace this change. This is because diversity as a concept sounds simple in theory, however in practice it is rather difficult. The first challenge is the heavily entrenched and archaic recruitment processes/graduate schemes in most organisations. For example, a recent article in The Guardian reports that the UK’s top professions are terribly skewed towards privately educated people compared to the general profile of the UK population.
Furthermore, when we generally speak about the positive impact of diversity we assume that everyone gets on or will get on. This is simply not true as workplaces today are riddled with biases. Bias in today’s workplace is largely implicit, making it ambiguous and often very difficult to prove. One of the common misconceptions about biases is that only the so-called ‘majority’ population holds them. In fact, members of any group are capable of holding stereotypes about particular categories of people. Unconscious behavior is not just individual; it influences organisational culture as well. Unconscious organisational patterns exert an enormous influence over organisational decisions, choices and behaviours. These deep-seated company characteristics are often the reason that despite our best conscious efforts, the ‘organisational unconscious’ perpetuates the status quo and keeps old patterns and norms firmly rooted.
Finally, most organisations tend to think of diversity in terms of the ‘visible differences’ between people, such as gender, age and race. Diversity is about these differences, but this narrow focus ultimately falls short of what it really means. For diversity to deliver on its promise, organisations should harness a more powerful and nuanced kind of diversity: diversity of thought. This broader view is encapsulated by the idea that different perspectives and heuristics are the real point of difference, rather than our visible differences.
In spite of these dreary facts, there are glimmers of hope as some companies are beginning to realise the potential for diversity and what it means for creativity, productivity and innovation. For example, companies like Gen Mills, HP Inc. and Verizon have demanded their Ad Agencies to shed the “mad men like reputation” and recruit a more diverse workforce. In fact, back in August, Gen Mills insisted on its Ad Agency’s’ creative departments to be staffed with 50% women and 20% blacks. Similarly, John Lewis recently promoted Paula Nickolds to the role of MD – the first female MD in its 152 year history.
It is time to make diversity a top priority and the businesses that fail to see the importance of this, according to Sahar Andrade, ’might find themselves unable to attract and retain the kinds of customers, employees, and business partners that constitute our changing world in 5 to 10 years’.
We live in an increasingly globalised and interconnected world. The workforce is becoming more contingent, so it is inevitable that at some point in your career you will have to manage a virtual team. This is something we have become increasingly adept at, here at Hot Spots Movement, through our Jams. These are facilitated online conversations, for multinational organisations, providing them with insights to take on business challenges.
During these Jams, we work with a virtual team of facilitators. As the team is scattered around the planet we rarely get the opportunity to meet everyone in person. However, our facilitators play a major role in the success of our Jams. So how do we make sure everyone performs at their best in our team? Here are three recommendations based on our experience.
Prepare your team before the project
Our facilitators’ primary role is to create an engaging environment in which people are confident to express their views, share their ideas and collaborate with their colleagues from around the world. When a Jam goes live, we receive hundreds of comments in a couple of hours and our facilitators need to analyse and follow up on the content of each comment. This requires maximum focus and minimum distraction, otherwise the golden nuggets of insights might be missed.
To prepare facilitators for this role, we provide them with all the relevant information at least four weeks in advance. We also deliver that information in a number of formats – including briefing documents and calls – to accommodate different learning preferences.
So, tip number one is to start the preparation early and let your team stay focused. Even though it is inevitable that new information will pop up and you need to communicate this to your team, they will need to take in less.
Identify the best means of communication for your purpose
If you have friends in another country, you know that frequent communication is key to keep in touch with them. It’s the same with work: we need to ensure that we have enough touch points with our virtual teams to ensure coordination and to minimise isolation.
When there is a break between Jams, we send around an email or set up a quick call to find out what facilitators are up to – we take a personal interest in who they are outside of their role on the Jam. We also ensure that they are in the loop with what we are working on and when they can expect the next Jam. During these breaks emails and calls work well, but during Jams they are slow, and can be distracting. For real-time coordination on project work we use a designated chat room. This chat room is both our office and kitchen during the Jam: there is space for instructions as well as casual chats. After all, chats in the kitchen are a good way of getting to know your team members.
When setting up your virtual team, identify the most effective means of communication for each point in the project or team lifecycle. Bear in mind that you will need a different communication channel depending on the nature of the task – chat rooms are ideal for real-time collaboration, while static means such as emails are a great way of checking in during quieter times. Not only will this keep your team together between projects, but it will also enable bonding.
Analyse the project and the process
Our facilitators appreciate the opportunity to give real-time, open and honest feedback to us about what’s working and what could be better. We love this. It signals that they are invested in the project and feel part of the team.
One of the key moments when we hear this feedback is during the night shifts when Jams are running. These tend to be slightly quieter sessions and the online chat room gives us a great opportunity to chat to our facilitators. We talk about how they feel about the atmosphere of the Jam and which topics participants prefer. We also exchange tricks and tips on how we could improve the briefing process and how to improve task-based work. Similarly, our facilitators feel comfortable reaching out to discuss how we feel about their performance. Whether they want to do this in the group chat or in private, it’s up to them. We do this real-time when the experience is still fresh.
When your team is together, that is your best opportunity to dissect the project and find out what works, what needs improvement, and what you need to drop.
It’s interesting to see that the three points above also apply to teams that share the same physical location. The difference is that the virtual world amplifies flaws in the processes of preparation, communication and evaluation.
So what are the three things you need to think about as a manager? First, are you preparing your team well in advance of the project? Do you take a moment to identify the most effective and efficient means of communication for a given task or message? And, do you take the time to exchange constructive feedback throughout the project, as well as reflecting at the end?
If you would like to find out more about managing teams in general, please have a look at my previous blog here. If you’re wondering how you could benefit from employee voice within your team or organisation, take a look at our Employee Voice white paper.