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Tag: Stuart Thomson

  • Opinion: Stuart Thomson on work-life balance

    Stuart Thomson

     

    Many people come to think about the balance between their personal ‘work life’ and their ‘personal life’ later in a career. That should be a consideration from the start. But it also means appreciating that the two cannot often be neatly divided or evenly balanced.

     

    The idea of a work-life balance appears to suggest some type of equilibrium between the two. It also often places the burden on the individual to draw the lines between the work and the personal. Actually, most employers rightly recognise the benefits to themselves and the individual if the balance is considered. Personal health and productivity can improve, and the level of job satisfaction increases. If you feel as though you are being looked after, then the longer you may even stay in the role.

     

    Considerations about a form of balance should not, though, be left until later in a career. It is not just about the ability to spend time with children and families or focusing on leisure pursuits to counteract aging!

     

    Often the balance can entail quite serious commitments in the personal realm, for instance, those with caring responsibilities. Those responsibilities can impact anyone at any age.

    It is also up to each person what their time looks like outside of the workplace. It cannot, of course, clash with the day job or bring any form of potential reputational damage, but otherwise, the time is yours to do with what you will. That could be study, having a ‘side hustle,’ taking up a hobby, or finishing a box set—whatever works for you.

     

    That does not mean that a workday can be neatly divided. For many workplaces, especially in a professional setting, there is not really a 9-5. That requires flexibility on both the part of the employee and the employer. It becomes clear that the balance between work and life cannot be neatly divided and compartmentalised. For those with pressing commitments, such as caring, arrangements can be made, but for the majority, sometimes you will work ‘late,’ and there will be periods of intense work and potentially pressure. This cannot be avoided. Whilst employers recognise the need for everyone to think about their relationship between home and work, that does not mean the employee has all the control. There is often a lack of balance, and especially in the early years of a career, it will be weighted in favour of the employer.

     

    How can each individual think about setting some dividing lines from the outset?

     

    Boundaries – The UK hasn’t yet gone down the legislative route for a ‘right to switch off,’ but many firms have. There is no harm in having conversations with line managers about such matters.

    Time management – The better organised a person is in the workplace, the better able they are to finish their work on time and move onto the personal.

    Co-existence – There is no reason why some of the personal and professional cannot overlap. If, for instance, a class is during the workday, then as long as the work is done, the class could still be attended. A balance does not mean complete separation.

    Personal health – The critical role of physical and mental health is now largely uncontested in the workplace, so explore the opportunities for these from the outset. Do not leave it until later.

    Timesheet culture – For many organisations, the quality of the work is more important than the time spent at a desk. But for some organisations, particularly in professional services, they can expect both. It may be that this is reflected in the pay packet, but think about what you want from the outset.
    Never fall into the trap of thinking that there is any such thing as a perfect balance between work life and personal life. Especially early on, the boundaries can be extremely unclear. You may socialise with colleagues as well as work alongside them. That is an important part of building a culture—but is that ‘work’ or ‘personal’? It is both.

     

    It is important to think about what balance in life looks like rather than expecting an equilibrium to be achieved. Never leave that thinking too late.

     

    Stuart Thomson

     

    Stuart Thomson’s latest book is The Company and the Activist

     

  • The Great Gig Economy: Is Freelancing the Future of Work?

    Stuart Thomson looks at the growing trend of the gig economy

     

    There can often be an emphasis, especially at the start of a career, on getting a job. That role is seen as a foundation stone for building networks and experience. But is that right for everyone? Is there an alternative? Is a more flexible, freelance approach something to think about?

     

    My own experience is of having worked for large legal and PR consultancies for my entire career until a few years back when I was made redundant. I am not the first and certainly not the last to find the whole experience shocking and, at times, distressing. It does lead to a period of reflection.

     

    The obvious choice would be to simply look for a new role but there are alternatives. I chose to consider those in more detail. Choices about potential next steps do not exist in a vacuum. There are always financial requirements to consider potentially alongside caring responsibilities and other commitments. Those could be to spend time traveling or exercising, issues much more focused on personal needs. There are no right or wrong approaches. It is all down to the individual, but it is always considering what your priorities are.

     

    I already had a company set-up for the communications training I deliver so I chose to go down a freelance and consultancy route. The aim is not to build a business and employ people but instead to engage in challenging projects and work with people I like. That means my ‘gig’ approach is a mix of short-term projects, longer-term consultancy, and membership of an in-house team. Alongside this I also hold voluntary positions for a Board and delivering mentoring which is very important to me.

     

    This could be considered a ‘portfolio’ approach with a range of different projects on the go. That is not without its complications. Balancing the needs of clients and projects means that there is no typical working day and there are no fixed hours.

     

    If you are considering making a similar career move, based on my two years as a freelancer, I would suggest the following:

    1)    Talk to others who have already made the move to freelancing and chat to them about their experiences. Otherwise, it will always seem like a hugely daunting prospect. People are always willing to chat because they remember what it was like for them.

    2)    Get some professional advice – for me that was getting an accountant who could help me get the fundamentals of my business right.

    3)    Spend time getting your ‘credentials’ in place – it might be easy to try and crack on with reaching out to connections for work, but do you know what you are really saying to them? What is it that makes you different from others?

    4)    Materials – another important foundation would be to get a website up and running and for it to feature those clear ‘credentials’. Employers, customers etc need to see that you are serious.

    5)    Join networks – there are professional and work-related networks to join across sectors, nationally and internationally. Being a freelancer isn’t just about generating your own work, it can also mean working in partnership with others to deliver for a client or project. Those opportunities often come through networks.

     

    The danger with being a freelancer is that you can sometimes feel quite isolated. When you engage with your network do not think of it as solely being about trying to generate new work, but also as time chat and not think about work. That is valuable time.

     

    Being part of the great gig economy is not a panacea and it is not for everyone, but it is an option and maybe provides the flexibility that many are looking for. Think about the option.

     

    See other articles by Stuart Thomson here:

    Stuart Thomson on the importance of personalising your job role

     

    Company Spokesperson, “Your key role at work?

     

  • Stuart Thomson on the importance of personalising your job role

    Stuart Thomson

     

    Applying for a job can often be a case of matching your abilities against a prescribed job specification. But to excel in any role means moving beyond that and shaping a job in your own image.

    Job specification documents often hold totemic status. Some use them as a crutch to ‘prove’ themselves; others use them to avoid doing more than they must do. A job specification should instead be used as a starting point. The launching pad for developing the role and a career in your own image.

    The more that a role can be personalised, the better. The role will be more satisfying and, come annual reviews, it will be easier to demonstrate the added value you bring. That can mean promotions and additional money. Working to a job specification rule can be dull and repetitive.

    What would be the steps towards following a more personalised approach?

    1)    Self-assessment – consider what you do well and other areas that might need to be addressed. Being able to do the job is not enough. Pushing the boundaries need self-reflection. Set goals so that you can continuously challenge yourself.

    2)    Role-assessment – consider what the job specification does and not cover once you have been in the role for at least a few months. Actively look for gaps and consider what is possible, impossible and what could be described as aspirational. In essence, you are thinking about where the gaps are that you can push and make a difference at.

    3)    Training and development – once the self-assessment has been undertaken, think about what support might be needed. This could be training, mentoring, a period of study or other support. Some organisations will provide it but others may need to finance it themselves. Whatever the situation is, there should always a business case made.

    4)    Be creative – especially in a commercial setting, or one where you are focused on service delivery, any successful and growth-focused organisation want to be challenged. There is nothing that tops not just good ideas but a plan for delivery as well. The two should go hand-in-hand.

    5)    Find an internal friend – especially in the early days, it is always useful to know how to navigate potential internal discussions and potentially even battles. The more you can discuss this with others, the better. It should be hoped that one such person could be a line manager but some consider themselves first and others later, however disappointing that attitude is.

    6)    Have a plan of action – bring all this together in one place and be prepared to update it regularly as you develop, receive feedback and learn from the experience of others. Networking always helps as you bring the thoughts and views of others into your plan updates. Keeping good records of training, discussions and achievements should not be underestimated either. It is too easy forget all the hard work and good ideas that you develop.

    Personalisation should be about pushing the boundaries rather than waiting for them to be imposed upon you. It is about helping an employer but helping yourself as well. A more personalised role is a more enjoyable role and is ultimately empowering.

  • The Power of Motivation in the Workplace

    Stuart Thomson

    Motivation in the workplace plays a valuable role for the individual as well as the organisation, but it needs to be recognised and nurtured. If anyone feels that their motivation is lacking then it is time to ask questions.

    On a recent episode of the ‘Eat Sleep Work Repeat podcast (29 June 2023), Bruce Daisley spoke with Gallup’s Anna Sawyer about their ‘State of the Global Workplace Report’. The report makes for interesting reading but in particular Question 12 focuses on measuring employee engagement.

    Gallup categorises an organisation’s employees as engaged, not engaged or actively disengaged.

    “Engaged employees are thriving at work. They are highly involved in and enthusiastic about their work and workplace. They are psychological “owners,” drive performance and innovation, and move the organization forward.

    Not engaged employees are quietly quitting. They are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they’re putting time but not energy or passion into their work.

    Actively disengaged employees are loudly quitting. They aren’t just unhappy at work. They are resentful that their needs aren’t being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged co-workers accomplish”.

    Looking at the UK, the results show that it does quite badly for engaged employees. That makes the chances of any of us, having direct experience of feeling low levels of motivation quite high. At the very least, you may well witness low levels of motivation, amongst colleagues. That means that the individual, teams and the business suffer.

    Poor levels of motivation tend to be contagious.  That means we can all play a role in preventing the contagion or contributing to its spread. But the organisation needs to provide the incentives to progress along the more positive path.

    The organisations should see the benefits across productivity: lowers costs because they do not have to constantly recruit and train; a supportive workplace culture and the innovation that that can drive; employee engagement; not needing to constantly firefight to cover absenteeism; and, the delivery of higher quality work that can even come with an extra sparkle or flourish

    For the individual, higher levels of motivation result in feelings of job satisfaction. This, in turn, contributes to the development of the business that can help a person’s career and may even have direct financial rewards as well which should not be ignored. There can be the development of a culture of learning across a team, all of whom can see a future there rather than being distracted by other opportunities.

    Motivation drives us forward pro-actively. It is about wanting to do make a positive contribution rather than simply being compelled to do so. It is the spark in the step that helps us to enjoy work rather than enduring it.

    Assuming that you are attracted by working in such an organisation, what are some of the tell-tail signs that you might be about to enter a workplace that takes motivation seriously? What should you be looking out for?

    It is important to consider the system of recognition and rewards both formal and informal but with that should come some initial goal setting so that you know what is expected of you and the team you are part of. How is feedback provided, and how regularly?

    You also want to see evidence of development and training, and whether opportunities for mentoring exist.

    Also, challenge an employer on their communications and how they talk to and engage with their teams. Think about whether it is possible for you to be part of decision-making processes now or in the future, and how you can contribute to the success of the organisation.

    You need to have a clear idea of career progression but how you will be supported at every stage through wellness, especially if life gets tough which it will for many people at different stages. Is there an expectation that you will support yourselves and power on through any troubles or will support be available?

    A few social and team building events would be useful as well.

    Motivation in the workplace is crucial for creating a positive, productive, and successful work environment. It drives employees to perform at their best, fosters a positive company culture, and delivers it success and growth.

    Do you recognise that scenario where you work or are thinking of working?

     

  • Building Success: The Importance of Role Models

    Stuart Thomson

    In the ever-evolving world of work, navigating the complexities of one’s career path can often feel like a daunting journey into uncharted territory. However, there exists a guiding light that can illuminate the path and offer invaluable wisdom – look for a workplace role model.

    These role models can be found within your current organisation or beyond its boundaries.

    There may be an obvious person that you can immediately see. Others, you may see more from a distance, learning about them through friends or seeing their activity and presence online.

    A good role model can play a vital role in shaping your professional growth, offering insights, and providing a vision for the future.

    Why Seek a Role Model?

    At the heart of the quest for a role model is the simple truth that we all learn better when we have examples to follow.

    A role model could be useful when looking for a future path but also when seeking help with dealing with a particular challenge. They demonstrate what can be achieved and how.

    You need to seek a role model that allows you to:

    1. Learn from experience: Consider role models that possess a wealth of experience. All the experiences that they have gathered – positive and negative – can offer valuable lessons to you. By considering the choices they made and the consequences that followed, you gain insight that you can consider applying to your own challenges.
    2. Expand skills: Role models can broaden your horizons by introducing new perspectives, approaches, and new skills. You may need specific support in developing these skills through, for instance, training.
    3. Be motivated and inspired: Simply being a witness to the success of others can be a powerful motivator, especially when you can see how they deserve that success. A role model shows you what you can achieve and what new horizons await you.

    Role models can be ‘in person’ or can be ‘silent.’ An ‘in person’ role model would be someone you can engage with. This would be helpful when it comes to building a network. They can introduce you to others in their professional circles. But even a ‘silent’ role model can be of use. This may be someone you follow online, for instance, on LinkedIn to learn from posts, see who they are inspired by, and take note of recommendations they make.

    Where to Find a Role Model

    Identifying a role model can be a challenge in itself. Consider the following steps:

    1. What are your immediate goals? Look for a role model whose career is in line with what you want to achieve. Are you all about a career? Are you looking for balance? Do you have caring or parenting needs? Look for those who have been on a similar path.
    2. What do you stand for? Do you hold specific values? If so, make sure the role model is aligned with them.
    3. Are they available? If you are looking for ‘in-person’ support, then you need to be able to make contact, and they need to have some capacity to offer help and assistance.
    4. Do you need more than one? There is no harm in having more than one role model. It is unlikely that any one person will be able to offer all the help you will need. Those needs can change over time, so the role model/s may need to change as well. You can have multiple role models.

    If you can secure a role model, then just think about the learning benefits and also the confidence it instils, along with a greater sense of self-worth. There may even be emotional support available to you from someone who really understands what you are going through.

    A role model can provide clarity of direction that may otherwise be missing in a workplace or career. The mix of wisdom, guidance, and inspiration offered by a role model will put you on the right path. Seek yours out now.

  • Stuart Thomson on unleashing the power of autonomy in the workplace

    Stuart Thomson

    In any role, one essential question to ask is: ‘How much autonomy do I have?’ That will tell you a lot about your role, prospects and the type of organisation you work for. That one question can set you on an important future path.

    The question of autonomy in any workplace will tell you about the level of independence and self-governance that you can enjoy in your role. It is also provides an indication about your role in decision-making processes.

    The challenge

    Any employer should be able to give a good answer about autonomy. If they can then it says a lot about the consideration that has been given to granting employees the freedom to make choices. How much they are allowed to exercise their judgment and under what circumstances. How much ownership they have over their own work. It demonstrates that they know and understand how autonomy works at all levels and how it can benefit an organisation as well as an individual.

    Are you there to play a role in a system or a process or are you able to push boundaries? There will, of course, be limits but if an organisation is looking to deliver a service to clients, develop new products or seek to be innovative then a role for autonomy is critical.

    Autonomy allows individuals to have some control over their tasks, schedules, and approach to their responsibilities.

     

    A more autonomous approach means that line managers are not constantly keeping a check or exerting high levels of micromanagement.

    It is the type of question that should be asked in any interview. It can help you decide whether it is an organisation you really want to commit to.

    The benefits

    What does it deliver for you and the organisation you work for?

    1)    Increased motivation – a higher level of autonomy increases personal accountability and also motivation among employees. There is a feeling that ‘we are all in this together’.

    2)    Delivery of new ideas – autonomy provides the space to enhance creativity and innovation. When an individual knows that they are not going to face criticism for exploring new ideas or taking risks then it builds an environment that supports innovation.

    3)    Improved job satisfaction – having control over work tasks and a working day can lead to higher levels of job satisfaction. An individual is often better able to recognise their own strengths, and weaknesses, so can align their work with them.

    4)    Building your own path – going a step further, recognising those very strengths and weaknesses, fosters a path of continuous professional development and learning. That helps individuals and organisations.

    5)    A thirst for new challenges – with the skills in place, individuals feel better able to face new challenges and take on more responsibility. The path is one towards building and equipping the leaders of the future.

    There are studies that have shown that autonomy delivers improved productivity. Many organisations have a productivity challenge so autonomy is one way of addressing that.

    What do you need?

     

    Autonomy in a role is beneficial but always consider the support mechanisms that go with it. You will still need guidance, feedback, and a supportive work environment. Can you rely in a line manager to provide that or is there a risk of being cut adrift? You also need to think about how much autonomy you feel comfortable with at the stage of your career. There is no one fixed level, it can vary over time. With autonomy comes responsibility that you need to take ownership of.

    You may wish for a work environment in which you are respected enough to enjoy autonomy and that should be on offer. But autonomy can increase over time and a supportive environment is needed. Autonomy can help you to use your unique abilities to contribute to the success now and in the future of an organisation

  • Career Success: Why this One Habit is Crucial in the Workplace

    Stuart Thomson

     

    Starting a new job can be daunting, especially when you are surrounded by more experienced colleagues who seem to know exactly what they are doing. But do not worry, there is one habit can help build your career and boost your confidence: asking for feedback.

    There is no one typical workplace. They all have their own individual styles and approaches. This is down to the people employed as much as it is the systems and processes in place. But these is no denying that anyone coming into a new workplace can feel elements of doubt.

    This is the same for more senior appointments but especially those earlier in their careers, especially if a move represents a promotion or, for example, entering a new industry.

    Why feedback is critical

     

    However, some leadership teams now complain that newer entrants are too protected. That a non-critical culture has evolved which means that some team members are not as sharp as they should be. I don’t believe that this is the case for all organisations but for some that non-critical approach means that feedback is dulled and individuals can be isolated from challenge. This does no-one any good. The individual cannot develop the skills they need to succeed and the organisation could be left with team members who are not fully equipped to succeed.

    We all need feedback on our work, our approach and the future shape of our careers. The habit we all to get into is to ask for feedback.

    Constructive feedback will not only better equip us for the future but also helps us to stand out from others as well. Asking for feedback demonstrates a positive attitude, and a willingness to learn and develop.

    But if you do ask for feedback, be clear in what it is you want. Some organisations will help line managers to provide feedback but many still go on instinct or take the approach that they encountered earlier in their careers. Spoiler: that may not be a very constructive approach.

    How to ask for feedback

    So, be clear in the type of feedback that you want:

    1)    Ask for specifics – general feedback on approach can be fine but can be difficult to act upon so request more detailed feedback.

    2)    Be prompt – you want to receive the feedback soon after completing the task otherwise everyone is in danger of forgetting exactly what was done and why.

    3)    Ensure objectivity – the feedback needs to focus on the work and not veer into the personal criticisms.

    4)    Feedback as mentoring – be prepared to ask for details about how they would have approached the work and, importantly, focus on the ‘why’ as well. This will help to learn from their experience. The motivations for certain types of feedback can be just as important as the actual comments themselves.

    5)    Positive and negative – you want to hear about the good parts, not just those where improvement can be made.

    6)    Dialogue – whilst you need to listen to feedback, the person providing it also needs to listen to you. Good feedback is really about an open dialogue.

    7)    Actions, not just words – you need the feedback to give specific suggestions rather than being too general

    For those receiving feedback, it will only be forthcoming in future if it is taken on board and changes made. Otherwise, those providing feedback will simply loose interest. Rather than helping you develop, it will have the opposite effect.

    When it is acted upon then it helps to establish a positive loop where more feedback will be forthcoming. It is important to remember that this could from a range of people in an organisation as well, not just about a single line manager. That can really help to broaden horizons.

    Feedback is about learning and improvement, not blame or criticism. It is needed by all of us, every day. We should all adopt the habit.

     

     

     

     

  • Stuart Thomson: Don’t Be Afraid To Ask Questions in the Workplace

    Stuart Thomson

     

    We all want to learn by receiving feedback on our work but sometimes that just isn’t enough. But rather than simply being grateful for the words of advice, we should challenge more and ask questions.

     

    Learning from others is how many of us develop skills and progress in our chosen profession. The idea that you are briefed to deliver a piece of work, deliver that work and then receive feedback on it is a cornerstone of the workplace. It is how everyone from interns and trainees upwards get better at their jobs and progress. Even when you reach ‘the top’, the idea that the best leaders still listen and learn from feedback features in any good management or leadership book.

     

    But that approach often fails to recognise that the person giving the brief or the feedback is any good at doing so. They may never themselves have been given any particular instruction and are instead relying on their similar experiences of 20 or more years before.

     

    You should always be prepared to ask questions designed to help you deliver better quality work. Questions are completely acceptable at each stage:

    ·      Briefing – think about whether you are receiving the information you need, everything from context through to delivery date.

    ·      Drafting – it is useful to have opportunities to ask questions as your work develops rather than have to wait until the endpoint. The process should be an iterative one.

    ·      Feedback – the days of the red pen used liberally to change words, phrases, sections or scribble indecipherable comments may not be as much a thing of the past as one would hope. When the feedback is not clear then questions are essential.

     

    Some questions may seem silly to the person you are asking them of. But that is their problem, not yours. You need to ask the questions that help you to learn and understand, not what they think you need to help you.

     

    The questions should ideally not cover the same sort of ground every time. You should consider different aspects of your work. That approach would be more constructive from your perspective and has the added benefit of not unnecessarily antagonising the person you are working with.

     

    With questions though should come close attention and good listening on your part. Going over the same ground each time simply because insufficient attention was paid will not be forgiven.

     

    If, however, you find yourselves revisiting the same territory for most work then that may betray a deeper, underlying problem. Either you are not learning from what you are being told or the explanations provided are of a poor quality. In these sorts of circumstances, it would be beneficial to seek the input of others.

     

    Personally, I take notes at every stage. It is useful to refer back to feedback received and it is doubtful that you will remember everything discussed. It also means that if you are ever challenged on any aspect of the work then you have a record to fall back on. Recollections of what was asked for can, for instance, easily vary.

     

    A good workplace should encourage a challenging and questioning approach. An organisation can learn as much as any individual can. If the approach is more ‘command and control’ then I would question its approach and consider whether it was the type of place I wanted to work? Whether it was the type of place that I could really develop myself and my skills?

     

    So, don’t be afraid to hold back but do remember that asking questions is about people as much as it is direct learning.

     

     

  • The importance of personal branding

    Stuart Thomson

     

    Standing out from the crowd is important at any stage of a career but it is best to get into good habits early on. Thinking about your personal branding should be one such early consideration.

    Looking ahead to the key issues for 2023, Isabel Berwick highlighted the importance of personal branding on Working It. I would wholeheartedly endorse that and would encourage those at the start of the career to think about the what that means from them.

    There is a disputed story that when former Conservative Minister and challenger to Margaret Thatcher, Michael Heseltine, was still at university, he mapped out his future career on the back of an envelope.

    But planning your career and personal branding a little different. Personal branding focuses on how you market yourself and your career as a brand. This means thinking about having an image or a position that distinguishes you from others.

    Personally, I have tried to carve out a position in public affairs and communications by focusing on writing and speaking about key issues and trends. This built on my academic background but was also, luckily, something that I have always enjoyed. But when I spoke on a panel about this approach, I was roundly condemned by one of the participants for being too inspired by the US. Which I thought was actually a good thing… So, always be prepared for some to sneer if this is an approach that you choose to adopt.

    The options for developing a personal brand are large. You can use social media, personal websites, LinkedIn and so many other tools to broadcast your messages but also engage. Dialogue can be even more important than broadcast. It is not just about the written word either. A focus on images and video might be the most effective for you.

    To start with, think about:
    ·      Who it is you are trying to speak to through your personal branding? Who is your audience? It is potential employers? Potential customers? Think about what will resonate with them.
    ·      What unique talents are you trying to demonstrate? Do you have a particular interest you wish to explore? Is there an emerging issue that you can become an absolute expert in that can set you apart?

    Once you have considered what your brand is, how you stand out from others, then you need to be:
    ·      Motivated – a personal brand takes time and effort to develop and implement, it is not a quick fix.
    ·      Consistent – that brand needs to be in everything you say and do, across every communication channel
    ·      Proactive – look for ways to demonstrate your brand for instance by reacting to news stories on the issues involved. Also, think about how you can consistently stretch and build your network. Look to reach out to relevant contacts.
    ·      Authentic – if there is ever a feeling that you are pushing your own brand for selfish reasons then it will not resonate with your audience.

    There are some fantastic examples of those who have built personal brands in a variety of walks of life – Richard Branson, Stormzy, Idris Elba, Jamie Oliver, Lizzo, Steven Bartlett, Beyoncé. Take a look at what they have done and see what might work for you. Also look at existing operators in your own chosen field as well. Those with strong personal brands do not always have to be high-profile.

    Always remember that a personal brand is not just for a New Year’s resolution, if you adopt a long-term approach from the outset then it can help build a career and you stand out in a crowded marketplace.