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Tag: Stuart Thomson

  • 2022 Highlights: Stuart Thomson on the Crucial Role of Public Affairs

    Stuart Thomson

     

    All organisations come with their own jargon, language, and structures. Understanding all that can be a full-time role. Public affairs can play a critical role, but it may not be talked about or can be a small part of a larger practice area. So, what it is all about and why should you take it seriously?

    The work a public affairs team focuses on involves influencing public policy outcomes. That means fundamentally knowing their way around policy making including politics, politicians, and Parliament. They are the people who know how government works.

    The foundation of any good public affairs operation should be to use the information, insight and intelligence gathered to play an active role in an organisation’s operations.

    An effective public affairs team, for instance, uses their political knowledge and understanding to inform an organisation’s assessment and management of risk. Politicians and government can bring attention to an issue but, crucially, also have the power to inflict operational damage.

    But it is not all down beat, good political insight can bring potential market and commercial opportunities with government as well.

    The public affairs operation may stand alone or can sit within a wider communications department which may itself be called external affairs. It can be part of a marketing function. For other organisations, it reports into the head of legal. There is no right or wrong organisational structure as long as its voice can be heard. It should all be about the constructive role it plays and how best it can engage and feed into the work of other parts of the organisation.

    In particular, that means having a role in the wider reputation management of an organisation. Having a strong reputation is critical with a range of audiences, not least political ones. Developing a strong reputation takes time, effort and resources and the public affairs team should have a critical role. Not least, it needs an organisation to consider all aspects of its delivery against the standards expected of itself. That can mean difficult and challenging conversations but unless any gap between ‘saying and ‘doing’ is removed then there is a potential for reputational damage.

    Any public affairs role is also well positioned to help grow a reputation through, for instance, thought leadership which can be tied into political and policy development. There are obvious ways in which a public affairs team can work closely with different parts of an organisation.

    Let’s take the HR function, for instance. Public affairs may have a role in the internal communications of an organisation so there is a direct relationship with HR. Public affairs will be very aware of the need for employees to act, sometimes vocally, as champions for an organisation. They are your best advocates. Employee relations and governance are also critical elements of an organisation’s reputation.

    Government and politicians always want to know how well run any organisation is, but employee relations are often an area where a ‘say-do’ gap can emerge, and rhetoric and reality diverge.

    So, whilst HR and public affairs fulfil different roles they often need to work together. This can also happen if something goes wrong. If someone on the management team were to misbehave then HR obviously needs to lead but the communications and reputation management are critical as well.

    So, what about the skills needed to be part of a good public affairs team? Firstly, it is about being a policy navigator and understanding how policy is made and what the processes are, as well as the audiences.

    Secondly, you need to be a strategy developer – that is, able to develop a public affairs strategy, pulling in the information and knowledge needed to do so. Thirdly, it helps to be a communications expert. That will include, everything from message development through to being able to work with the channels needed to get out to audiences.

    Other things are important too. You need to be an audience engager, and have the ability to know and understand stakeholder audiences so that you can identify what drives them, how to communicate with them and how to work with them over a potentially prolonged period. It’s also key to be a risk analyser, and possess the ability to consider a raft of information, as well as knowing and understanding politics, to identify potential risks. But also, how they should be addressed as well.

    That’s not all. You also need to be a networker – both inside and outside of the confines of work. It also helps to be a partnership developer, with the ability to work with a range of audiences, outside of politics as well, to build appropriate coalitions of interest.

    So look out for the public affairs in your organisation, you may wish to work with them. They can be hugely useful.

  • 2022 Highlight: Stuart Thomson – Beware Closed Minds Around You

    Stuart Thomson

    A creative working environment should recognise the abilities and contribution of everyone. Sadly, despite what they may say, not all organisations live up to the high standards they claim to live by.  But don’t give up on them.  Instead, think about how to encourage change.

    Starting a new job is always accompanied by a high level of excitement and expectation.  For those entering the world of work for the first time, there is trepidation but enthusiasm as well and, for most, a real willingness to get involved.

    Most organisations appreciate that input and drive, but some seem less willing to make the most of the opportunities.  Certainly, there can be structures and hierarchies that prevent voices being listened to but, more often than not, it is about the people. 

    Having such a closed mind goes against every leadership book you read or podcast you listen to, but it still happens.  The closed mind might be a result of a fear of being made to look bad, a poor personal relationship or, more simply, intransigence on their part.  An undying belief in ‘the way we’ve always done things’ should not be underestimated.  So those with a closed mind either don’t listen or don’t recognise the contributions that come their way.  They simply end up being dismissive.

    If you are faced with such a situation then do not downgrade your expectations. 

    The initial knee-jerk reaction is to look for a new job.  That is certainly one option but not one that guarantees success.  It is a cliché to say that the grass is not always greener but that definitely applies to the work environment.  All roles and employers have their challenges.

    Instead, your best option, and one that may help you in the longer-term, is to stay and fight to be heard.  If you can be successful, then opening up the organisation will not only be hugely rewarding personally but will enable you to make an impression which can only help in your career. Whatever the challenge is, consider your strategy and what it should include:

    • Are there any champions you can look to work with?  You don’t have to do this alone.
    • Try to work with and not against people, so recognise their opposition but try to address it.
    • Always be clear on the benefits and try to use real life examples or information rather than relying on instinct.
    • Are there internal teams that can help, such as HR?
    • Do you understand the structure of the organisation so that you know who to talk to?

    Remember, there is nothing wrong with applying some pressure and many will thank you for it.  Many employers often know when there are closed minds and are looking for ways to change.  You are providing the constructive encouragement they need. 

    Communication is critical.  Issues often arise and closed minds take root when the communication is poor.  Instead of organisations being able to deal with problems they don’t because the right people are not made aware.

    The input could be for a piece of client work, internal practices or focused on something more structural.  The same lessons and thought processes should apply, regardless.

    So do not give up and simply look to move on.  Rather, make every effort to help open the closed minds.

     

  • What Do You Want From The Office?

    Stuart Thomson

     

    All organisations are trying to work out what the future of the office looks like. But without your input, the final decisions may not help your career. Now is the time to speak up.

    Office environment

    It has become somewhat of a cliché to talk about the ‘new normal’ post-Covid office but the reality is that many organisations are still trying to work out what suits them best. The trouble is that such decisions can focus on the needs of the decision-makers themselves, often senior leaders, or the financial realities involved in running a physical office. There is a danger that they do not accurately reflect the needs of all those across the organisation, not least newer entrants to the team. The additional complication is that those newer members of the team may lack the channels to input their thoughts into a decision that will fundamentally impact on the shape of their future careers.

    Speaking up though is often easier said than done.

    Personal priorities

    In the first place, it is important to work out what your office priorities are. Going through this process will mean that you input is meaningful. Think about how you work, what you enjoy and, if you worked in an office environment before, either in your current role or previously, what did you like or dislike? Be honest with yourself and think about what you are missing out on.

    It may be useful to consider the office as having two main function – productive and social – both of which are hugely important.

    The productive side may dominate thoughts but the social aspect, especially for those starting off in a career, is just as important. It is everything from making the office an enjoyable place to be through to being relaxed enough to have the space to ask questions, and it starts to build your networks. Many of those I feel closest to personally and professionally are the people I met in my first job.

    It is also important to recognise that there is such a concept as ‘proximity bias’ that some carry with them. This bias suggests that senior leaders, and others in leadership roles, treat those who are physically closer to them better. Quite simply they favour them. This may be something to challenge or embraced if behavioural change is unlikely.

    However, what is clear is that new entrants to a team will lack everything from name recognition through to facial recognition with leaders. They simply don’t know who you are and that obviously limits opportunity. It reinforces the proximity bias. Think about how you would challenge that scenario.

    As an aside, I enjoyed listening about ‘proximity’ bias on the FT’s Working It podcast (Isabel Berwick, ‘How To Win The War For Talent’, 15 November 2022). I would recommend Working It along with The Nowhere Office, and This Working Life if you want podcast listening to help think more about your working environment. They can be really helpful in considering what you want from work.

    Your needs

    In the professional setting I would also be considering how can you continue to gain experience from across an organisation and make sure that this is not your only example of speaking up. What shape does the office take that allows you to secure a seat at the table in future as well? Once you have gathered your thoughts then you need to work out how to convey that information and to who. That may be more straightforward in some organisations than others. Many are running consultations to elicit information but if not then ask your line manager. If it is possible to make the case yourself, rather than going through others, then I would take that opportunity. I have personal experience of someone passing on my ideas but failing to say where they originated….

    Then try to make the engagement part of an ongoing dialogue rather than simply a one-off.

    Organisational benefits

    Fundamentally, speaking up allows you to help develop the type of future organisational culture that you want but it is also beneficial for the organisation as well. Try to put your feedback into that wider setting otherwise some dismiss it as merely personal pleading.

    Such input protects an organisation’s talent and allows for better people retention. There is also a positive story to tell in terms of addressing skills issues as well.

    By being pro-active and speaking up, you are helping your organisation react to the uncertainty they face and making them better prepared for the future. They will recognise the value in your contribution and that can only be a good thing for your future as well as theirs.

  • Stuart Thomson: ‘Universities need to protect and enhance their career offer’

    Stuart Thomson

    There is no doubt that most people’s time at University goes past in a flash.  It is a heady time of friendships, socialising, expanded horizons and, of course, learning.  But the realisation soon dawns that attention has to be turned to getting a job. That’s when things start to get really difficult.

    Universities must sell themselves to prospective students.  Most place an emphasis on the learning and wider life experiences that a student can look forward to when they study there.  There may even be a nod to how successful students are in finding jobs when they leave.  But such numbers are quite blunt and frankly don’t really reveal much about a students’ real job prospects.  What students really need are activist careers services that offer support from Day One.  Careers services are one of the most undervalued parts of university life but ever increasing in importance.

    There is no doubt that the government recognises the value of education.  It is constantly looking to help support students at schools and in further education. It sets standards and makes demands of institutions, not least for careers support.  For a large part higher education is no different but the case is different when it comes to careers services, where universities are left to their own devices.  While higher education institutions are not actually required to provide careers advice, they clearly must because students expect it.

    There is help and support available, so each university does not have to find its own way.  There is also help and support available to students. For instance, the Office for Students has issued a “Graduate Employment and Skills Guide” and has offered a local graduates competition to help graduates into local employment opportunities.

    The government has put in additional investment in the National Careers Service.  The Department for Education in Westminster is working with Universities UK, the Association of Graduate Careers Advisory Services, the Institute of Student Employers, the Office for Students, and others to understand what else they can do to support graduates entering the labour market.

    The Higher Education Careers Services Unit supports the work of careers and employability professionals and their institutions and AGCAS is a membership organisation for higher education student career development and graduate employment professionals.

    But the reality is that the picture remains a mixed one.  When political inquiries are undertaken into the careers support available then the picture that comes back doesn’t always reflect well on the university system.

    The All-Party Parliamentary Group on Social Mobility issued a report in 2017, “The Class Ceiling: Increasing Access to the Leading Professions”, which suggested that: “Universities should ensure careers services are a core part of the university support system and, in particular, target proven interventions at disadvantaged students to improve their awareness of career opportunities.”

    This highlighted the varied quality of careers advice but also suggested that employers needed to be more proactive in working with universities as well.

    There are often arguments about the balance between equipping students for the workplace and seeing education as a widening of horizons.  In other words, it shouldn’t just be about getting a better job.  But the reality, especially given the levels of debt that students come out of university with, is that there is an expectation that the institutions need to help students equip themselves for the world of work.

    Universities must challenge themselves as to the types of job markets they are looking at – local, national, global?  And that will vary between courses as well.  Many educational institutions are focused on the inputs – the courses, the variety of learning, quality of teaching, the research base – but there needs to be an emphasis on the outputs for graduates as well.

    The reality is that as universities come under the glare of government for how they have dealt with teaching during Covid, the money they pay their leadership teams etc, that makes more aspects of their operations open to government diktat.  This government isn’t averse to intervention so there is no reason to believe that the university sector should believe itself to be exempt.

    So, careers services certainly need to empower individuals, offer mentoring, provide online skills for LinkedIn but also help improve personal productivity.

    Universities also have to help students appreciate the importance of their careers service offer as well.  Most students only start thinking about these issues towards the end of their time at university.  The help and support from universities only comes in towards the end as well.  Instead, the careers advice should be built in from the very start.

    The reality is that a student that is ready for the job market has a CV that allows them to stand out.  That means giving it attention throughout university life, not simply looking at it towards of the end of their study.

    It is another pensions problem. One of those issues that we only start thinking about when, in reality, it is already too late.

    Universities need to protect and enhance their careers offer.  They need to ensure that at a time of tight finances, especially post Covid, that careers services are not cut.

    Built and financed properly, engaging with businesses, helping to challenge social mobility, a university’s career service can help to attract students looking to build a career and ensure a return on their investment.

     

    Read Stuart Thomson’s piece on the importance of a creative working environment

  • Stuart Thomson on the importance of building your personal reputation

    Reputations do not just apply to businesses. We all carry a reputation with us at all times – good or bad. Thinking about building our personal reputations, especially in a work setting, is a critical aspect of building a career.

    Reputations are, in their simplest form, what people think about you. In the workplace this is important when thinking about building a career, in the development of relationships with colleagues, or helping to build a practice and attract new work. So, your personal reputation is critical and needs to be invested in.

    There is no one way to build a reputation but they are not simply awarded for long or dedicated service. Instead, it helps us to think about both what we want from work but also what we contribute as well.

    In their excellent book, ‘The Squiggly Career’, Helen Tupper and Sarah Ellis encourage us all to think about our careers and recognise that “no one cares about your career as much as you do.” The concept of a career ladder is redundant and instead they are squiggly which means we all have more individual power.

    It is impossible to capture, in a simple way, the wealth of ideas in their book but taking their core skills – super strengths, values, confidence, networks, and future possibilities – shows that we need to think about our own career design and what is needed to achieve that.

    Taking the concept of a personal reputation seriously means considering both what you want to be known for and reflecting on how you are going to achieve that.

    Skills are, of course, important but you may also want to reflect on the type of work you do and who you do it for. But also think about how you communicate your brand. How will others know?

    One way is to gather evidence throughout. That could be through a social media presence with a clear work element but is also about accurate record keeping so you can provide examples of the good work in which you have been involved. Others may choose thought leadership to build their brand. The odd award or shortlisting here or there is another way in which you can show who and what you are.

    Just as a business will put steps in place to build and protect a reputation, which includes thinking about the risks and where it could go wrong, then the same thinking should go into career building. But what are the benefits?

    • It develops expectations – a reputation provides a shortcut to the knowledge that you deliver good work in your field, can be trusted to advise clients, work well in a group etc.
    • Stand out from others – it enables you to paint a picture of yourself. The competition for work and jobs is fierce so take every opportunity going to show how you are different and maybe even unique.
    • Are a representative – organisations like to know that their team can be trusted to represent them. Employees are, after all, the embodiment of any organisation. So a reputation, whilst important within an organisation, is also about your wider, external presence. That can be really valuable to employers.

    So, as Tupper and Ellis believe, “reflection, self-awareness and continual learning are now a career ‘must do’ rather than ‘nice to do’.” That means taking the time to reflect on your reputation and where you want to take it. Invest in yourself not just because it builds your career but because it helps others to know who you are.

  • Stuart Thomson: New Teams, New Opportunities

    Stuart Thomson: New Teams, New Opportunities

    Stuart Thomson

    When a team around you changes, it can feel threatening.  New people coming in can change established dynamics and ways of working.  But instead of worrying, the emphasis should be on grasping the opportunity.

    Worries can often be heightened when the change takes place in more senior leadership positions, especially those directly managing you.  But instead of worrying about yourself and what the change may mean for you, a more constructive approach is to shift from the inward to the outward.  An outward approach considers why the change has happened and what you might, to be frank, be able to gain from it.

    The recent Government reshuffle provided a very practical example of the need to understand why teams may need to change; it can have a number of drivers.

    Change or adaptation? – the core drivers of an organisation could be changed but often it facilitates a refocusing on them, a coming back to basic principles.  For Government, a reshuffle can help refocus on those policies that help get it elected in the first place. Boris Johnson’s government has had to deal with COVID-19 so this latest reshuffle meant it could ‘get back’ to what it really wants to deliver, such as ‘levelling up’.

    Unpopular positions can be conveniently jettisoned – new team members, especially leaders, can look again at the way an issue is dealt with and make their own mind up. In brutal terms, a new person could have the ability to make wholesale changes.  So for Government, a reshuffle means it could dump reforms least liked by their voters. A reshuffle enables the unpopular aspects of policy to be removed just as unpopular ministers can be removed.

    Space for new thinking? – on a much more positive note, a change can open up the space for new ideas. Any new team member wants to make a positive impact and preferably sooner rather than later.

    So, a new appointment should be seen as an opportunity for engagement which should be grasped.  Rather than waiting to be told what the new arrangements mean, look to proactively engage. 

    Adopting a positive attitude recognises that a different learning experience has opened up, that new ways of working could be available and the opportunity now exists for learning from different experiences.

    In the recent reshuffle, Nadhim Zahawi MP was appointed as the new Secretary of State for Education.  There is no doubt that he has many immediate issues to deal with, not least those caused by Covid-19.

    But if we found ourselves working with him, or any other new leader, what should our approach be?

    • Do your homework – find out what you can about them so you make your approach to them relevant.  In the case of the new Minister, he was recently featured in Finito World.  This type of background is extremely useful.
    • Immediate engagement – try to get in first, before others.  Lots of people should want to engage.  The more tailored the engagement, based on your homework, the more likely it is to stand out and be effective.
    • Have something well considered to say – based on your research, knowledge of your role and experience, be constructive rather than taking just problems to them.  Solutions are always going to be received more warmly than just another moan.
    • Be prepared to ask them questions – the engagement should be about listening to them but that does not mean you can’t shape the discussion.  Ask about what their priorities are, what they expect from those around them and it can also be fascinating to find out what their bugbears are so you can avoid them!

    Adopting a positive outlook with proactive engagement will put you in the best position to make the most of what might otherwise be a daunting prospect.

    The writer is the Head of Public Affairs at BDB Pitmans