The World As It Should Be…

Last weekend I went to a festival. An actual, proper festival, with camping and everything – which if you know me even slightly, is somewhat out of character, seeing as I am the fluffy towel, chocolate on the pillow kind of traveller. I should point out that I glamped – so got there to find the tent already set up, complete with bed, duvet, pillows etc, so it’s probably cheating if you’re a ‘real’ camper.

The reason I was prepared to camp/glamp (although there was the option to stay in a hotel nearby and take a minibus to and from the campsite) was the nature of the festival itself. Oh, didn’t I say? I went to the Primadonna Festival – the very first one, as it happens, created to celebrate brilliant writing, music and ideas. Catherine Mayer, one of the Primadonnas (a handful of fabulous women behind the Festival, including Sabeena Akhtar, Joanna Baker, Jane Dyball, Shona Abhyankar, Jude Kelly, Alexis Kirschbaum, Lisa Milton, Shola Mos-Shogbamimu, Sonia Purnell, Catherine Riley, Monisha Rajesh, Athena Stevens, Cathryn Summerhayes, Sandi Toksvig and Sioned Wiliam) described it as “the world as it should be for one weekend”, and it was the most extraordinarily warm, welcoming and inspiring experience.

The Primadonna Festival was designed to give ‘prominence to work by women’ and introduced ‘fresh voices alongside famous names in a fun and welcoming environment’. It totally lived up to and in many ways exceeded my expectations, for a number of reasons. Even from the beginning, it encouraged participants to be generous – at every stage there were opportunities to support others, whether it was the ability to donate a ticket for those who couldn’t stretch to it, donating fees for writers to enter the Primadonna Prize (so proud to be one of those longlisted), or donating against the cost of the minibus.

This generosity of spirit was embedded in everything about the Festival. Speakers were from varied backgrounds, opinions in discussion sessions were listened to, properly responded to whether agreed with or not, and everywhere, all the time, participants said hello to each other, made new friends and celebrated successes, large and small. I saw performance poets, met writers and agents, sang along with Ukelele karaoke, watched films by the campfire and laughed my socks off at Katy Brand, Sandi Toksvig and Ada Campe. But most of all, I came away feeling hopeful and energised for the first time in a long time, given what’s going on culturally and politically in the UK in recent years. It was the most fantastic example of female leadership in action – empowering, inspiring and engaging across the board. And what’s most interesting is that whether you attended or not, there’s been a ripple of extended engagement post the event on Twitter, so the spirit of Primadonna is being extended.

Fingers and toes crossed that this Festival runs again next year, because it’s an oasis of fabulousness in a world that feels increasingly claustrophobic.

Appearances matter

This time last week I was at the Creative Floor Awards, applauding outstanding creativity in the healthcare space. These particular awards are close to my heart, unique as they are in diverting a proportion of their profits – £65k and counting over the five years that the awards have been running – to charities focused on increasing diversity within the industry. Recipients of the Creative Floor Awards Talent Fund have included The School of Communication Arts 2.0, The Ideas Foundation, and the JOLT Academy.

Last year’s Talent Fund donations enabled The Ideas Foundation to help more than 370 kids from across the UK get exposure to the creative industries, including children from The Amos Bursary Trust which helps inspire and develop talented British students of African and Caribbean descent. It’s a rare example of a founder (Shaheed Peera) who has literally put his money where his mouth is, quite apart from the calibre of judges, which include Rankin, Trevor Beattie, Ben Kay from Apple and Tea Uglow from Google, as well as heavy-hitting creatives from healthcare specialist agencies.

Given all of that, the lack of diversity amongst those who took to the stage was striking. Bravo to Concentric Health for their fabulously female winners, and to agencies like McCann Health, Publicis Life Brands and Saatchi Wellness who appeared to take great care to share the limelight across mixed gender teams, but they were sadly few and far between. If you were a casual observer, or new to the industry, it would be easy to walk away thinking that opportunities for anyone other than educated white men are sadly lacking.

You may think that it doesn’t matter who goes up to collect an award, that they represent teams which are much more diverse than they appear, but it does, it really does. When you have a woman relegated to taking pictures from the sidelines for the company blog instead of up there on stage with the rest of the team, or the lone BAME team member sticks out like a sore thumb – I wish I’d been counting, it would have been a handful of times I saw a non-white face picking up an award (again bravo Concentric Health), you can’t help but go away with a view of the industry which is less than inclusive.

We have a responsibility as leaders to celebrate difference and to showcase diversity in all its forms. So when you’re thinking about who gets to collect the next award, or show up at an industry event, it’s worth bearing in mind that the best way to attract diverse talent is to demonstrate how open and inclusive your organisation already is or aspires to be. It’s not tokenism, it’s one of the ways you build the future.

Three things…

How’s it going with all those resolutions you made? You know, the ones where you were going to get to the gym four times a week, eat seven portions of fruit or vegetables a day, give up alcohol and sugar, and be nice to everyone you meet? Those ones. Chances are that whilst you’re probably still doing okay(ish) now, barely a week into January, by the end of the month most people are falling by the wayside, and by the time you’re halfway through February those promises will feel like distant memories.

The thing about New Year’s resolutions is that they’re often about deprivation, and there are usually far too many of them for any normal human being to stick to. Making new habits is hard, no matter which self-help books you’ve read that promise to make it easy to keep going with radical changes, so maybe there’s another way to look at it.

After years of well-intentioned but ultimately pointless resolution-making, this year I’m taking a different approach, streamlining the whole process into three key commitments – and guess what, they’re not all about me and the changes I want to make, they’re about promises I’m making to myself, to the teams I work with and the companies I engage with.

Let’s take them in turn. My personal promise is to be kinder to myself. In practice that’s going to mean making sure I’ve got a good balance between commitments to work, writing my novel (draft 3, since you ask) and juggling family demands, along with remembering to relax and have a bit of fun. Could be any of us, right?

For the people I work with, as individuals and teams, whether it’s as a consultant, a mentor or a leader, I’m going to ask them to be brave. 2018 is the year to step out of your comfort zone and do something different, maybe it’s something that scares you or means learning a new skill, or perhaps it’s about asking yourself the ‘so what’ questions. It might even be about being brave enough to say  ‘this isn’t for me’.

Being brave is just as important for companies and organisations as it is for individuals, but it seems to me that sometimes what companies need more than courage is someone to challenge their thinking in a constructive way, so that’s my company promise this year. It’s going to be about broadening business horizons, thinking about what the future holds and how organisations might need to adapt to best exploit what opportunities lie ahead.

I’m going to come back to these themes of kindness, bravery and constructive challenge throughout the year, and I’d love to know what your three words would be, if you could sum up what you want to happen in 2018 for you, the people you work with and the company that you’re part of.

Photo by Steve Harvey on Unsplash

 

Workplace Wellbeing

It’s unlikely that you’ll have missed it, but just in case, today is World Mental Health Day and the theme this year is all about wellbeing in the workplace. To their credit, numerous high profile individuals, including Lloyds Bank chief executive Antonio Horta-Osorio and Geoff McDonald from Minds at Work (and former Global VP of Human Resources at Unilever) have been open about the difficulties they’ve encountered, largely driven by stress in the workplace.

Many big companies and professional organisations have called for a greater focus on mental wellbeing, but the stigma associated with asking for help is enormous. According to the PRCA, 59% of PR and communications practitioners say they’ve experienced mental illness, yet only 37% would approach their managers to talk about the challenges they’re facing.

As leaders, we have a responsibility to create the right environment for people to flourish and that means cultures which enable individuals to openly seek help when they need it, hopefully before they reach a crisis point.  It’s not rocket science – to be compassionate, to look out for people’s welfare and to identify those who need support – but it’s also not something that’s focused on in management skills training. There’s always an element on how to manage performance (usually how to give constructive feedback, swiftly followed by how to manage underperformers out of the business), but not on how to help people who really need it.

And, because once the subject of mental ill-health comes up in businesses, HR departments get anxious about legal liabilities and confidentiality in a way that physical illness doesn’t seem to provoke, it’s all conducted behind closed doors. People ‘disappear’ from work, returning a few weeks later surrounded by rumours, unless they decide to be open themselves about what’s happened to them, all of which adds to the stigma.

Let’s train our young managers and leaders on how to spot people who’re burning out, but more than that, we need to keep talking and sharing our experiences. Presenteeism continues to be a curse in our industry, particularly for the ambitious, so highlighting the successes of flexible working and insisting that people balance their lives is an important leadership task. Yes, we can lead by example, but we also need to take action so that at all levels, our teams are able to manage their working pattern and preserve their physical and mental health as they build their careers.

Want to take that first step? Having been fortunate enough to hear Geoff McDonald speak very eloquently about how to create “mentally and emotionally healthy and human workplaces where individuals can flourish and organisations prosper” I can thoroughly recommend Minds at Work as a good place to start: www.mindsatworkmovement.com

Let me know how you get on.

 

Marcel and AI – the future of agencies?

First up, a couple of disclaimers. I used to work at Publicis some years ago, and still have some extremely fond memories of the place and the people. And secondly, what I know about Marcel so far, the AI system Publicis has just announced it’ll be spending all its award entry and sponsorship money on for the next year, is what’s publicly available.

Still, from what I can see, the majority of the reaction to Marcel has centred on the likely impact that missing out on awards might have on the motivation of creatives across the business. If they aren’t going to be recognised by winning awards, how can they judge their success, so the argument goes. Marcel is described by Publicis as a ‘professional assistant system’, which will incorporate detailed profiles of every member of staff in order to pull together teams to address specific client needs, the idea being that staff can ‘bid’ to be involved in client briefs.

Hmm. Let’s just take another look at that, shall we? Whilst it’s heralded as a natural next step in delivering the “Power Of One” approach that has supposedly done away with individual P&Ls to facilitate cross-company working (tell that to the poor souls presenting quarterly numbers for which they are being held accountable by the way), in my opinion the real promise that Marcel makes is to remove the need for managing directors and business unit leaders altogether. Well, if you have the technology to match people to opportunities across geographies, time zones and markets, what’s the point of having managing directors to manage those people? If the promise of the work itself is strong enough, one presumes, there will be no need for traditional leadership of any kind.

It kind of fits, though, with what’s happening across the communications business as a whole. The exodus of mid-level and more experienced account handlers from the PR and medcomms business continues as people walk away from the always-on demands of agency roles to freelance. They don’t seem too bothered about any lack of personal development or growth opportunities, in fact some see not having to participate in company-led initiatives as an advantage. Loose collectives or groupings of freelancers happy to work together on projects directly with clients are springing up all over the place, as our work becomes increasingly commoditised.  It becomes about the ‘stuff’ we deliver rather than the value of the thought behind it.  To be fair though, talented creatives and planners have long been able to name their price in the freelance market, picking and choosing the work they want to do and the hours they want to work.

The days when clients relied on agencies as their institutional memories are rapidly disappearing, as the value of long-term relationships is continually degraded. In the race to cut costs, most agencies now have to repitch regularly even when the client is happy, because that’s what procurement requires. The influence of procurement on agency selection increasingly forces marketers to view all creative agencies as much the same, and the only way to differentiate between services becomes about chemistry and teams rather than the ability to do the work to a higher standard or think differently.

What Marcel offers, in my view, is the opportunity to remove even that differentiation. It promises to use predictive technology to match talent with client briefs, wherever it’s located. The problem for me is about seeing ‘talent’ (or as I like to call them, people) simply as a series of building blocks, albeit with varying characteristics, rather than in all their rich diversity. Amongst other things, this limited view provides procurement with the opportunity to more clearly specify which blocks it wants to buy, at what price. So, I foresee a future where procurement will specify the use of x hours of y shaped talent at z price (not that different from what happens now), and the beauty of individual creativity will be lost in translation. If you’re a freelancer, you’ll be forced to fit into that mould too, whether you’re under the radar or not.

And if you don’t fit those specifications, if your creativity isn’t quite the right ‘shape’, or if you need a different kind of opportunity to grow your skillset, well that’s tough because there won’t be a manager or a leader in place who gets you and is willing to fight your corner.  In the race for flexibility, we are at grave risk of losing our individuality, the ability to engage with and support real creativity that’s different and chafes at being put in boxes.  Winning awards is often the result of creating environments that nurture difference, that encourage creativity and enable people to be themselves.  You can’t wish winning teams into existence just by picking people from all over the world and shoving them together to answer a brief, they need leadership and support, and technology alone won’t deliver that.

Maybe I’m wrong, hopefully I am, but my worry is that Marcel heralds a future where the importance of the individual contributor within agencies becomes meaningless, certainly from an account handling and management perspective. And once this AI system has got enough data on board about what makes a successful campaign, how long will the individual creative be safe? Whatever happens we can’t get this particular genie back in the bottle, because where Publicis leads, others will almost certainly follow.  In ten years time, perhaps the hottest shops on the block will be agencies that offer a return to ‘old school’ working, with teams all together in one place rather than scattered to the winds.   What do you think?

Nearly there…

After weeks of frantic election campaigning here in the UK we’re nearly there, and whatever your voting intentions tomorrow, you’ve got to admit that campaign managers from all sides have had their work cut out keeping their candidates on track, in control and on message.

Maybe it’s just me, but there have been times when I have yearned for candidates and party spokespeople to set aside their soundbites, stop using the techniques so painstakingly learned to avoid people’s questions, and instead speak to the electorate as human beings. Yes, it’s important to stay on message, but that doesn’t mean trotting out the same stock phrases out over and over and over again in response to numerous different questions. “Strong and stable” made sense the first time I heard it, but as time went on and every Conservative Party spokesperson hitting the airways used it, the phrase lost its meaning and became risible.

Don’t agree? Well, it certainly gave the opposition room to counter-attack with “weak and wobbly” every time manifesto promises were clarified and amended in response to public criticism. Oh, and by the way, do stop answering every question with “let me be clear”, it begs the question of why you weren’t clear in the first place. Why not drop the barricades a little and use your own natural speech patterns – unless of course you spend your time in the pub continually interrupting people and shouting “let me finish…” whilst completely ignoring the question you’ve been asked. No? Thought not.

Now, when I have gone into pitch for business, one of the key things we’ve done to prepare is to make sure we’ve got the facts at our fingertips. So, when going into a radio or TV interview to talk about say, the cost of policing, it’s a good idea to have written the numbers down in big letters where you can see them, so you don’t have to make up the answers on the fly (and get found out when you get it wrong – repeatedly). Also, on this same topic, maybe learn from your mistakes so that if you’re invited onto another programme to talk about perhaps local election results, you don’t make the same error all over again. In fact, if this is your candidate, I’d be taking them off the airways altogether  – oh…

In the communications world, there’s a lot of work that goes on behind the scenes on issues management – looking at where problems might lie for brands and businesses in order to defuse them before crises happen. So, if your own personal beliefs seem to be at odds with the mainstream, or even your own party’s policies, it’s worth taking time as a candidate to think through how you might respond to challenges about them. Just ignoring the issue simply makes it worse, and gives the appearance of not caring what people think about your views – as does a long period of silence followed by an unconvincing denial. We don’t all have to agree on everything, but pretending you do when you don’t can be fatally damaging to your reputation.

I worked with an HR manager years ago whose mantra was that you should take time to understand the intention behind people’s behaviours, because it was almost invariably good, even if the execution left a lot to be desired.  It was a good lesson, and worth applying in this instance, because I don’t believe any of the campaigners and their advisers went into politics with the intention of misleading or alienating the electorate. But I’d give anything to hear a politician today dropping the front, speaking like a human being, admitting when they’re wrong and talking about what really matters to them, and I’m sure I’m not alone in that.

So, some last minute advice to all the candidates today – lose the rhetoric, speak from the heart and remember what it is to be human. There’s an appetite for change, and those who can actively listen, engage openly and acknowledge other’s views in debate rather than simply blindly defend themselves are likely to make more headway in today’s environment.

 

 

Fake It Until You Make It

I’ve read quite a few articles recently about Imposter Syndrome, something that apparently many women in particular suffer from. The theory is that regardless of how successful you are, on the inside you regard yourself as something of a fraud – even though to the outside world you seem to be a high-flyer.  It is rooted in low self-esteem, and it can get worse the more successful you become, and the more you mix with other talented individuals.

It’s all about comparing yourself with others and finding yourself wanting – not a pleasant place to be.  Instead of being able to accept that you might, just possibly, be good at what you do, Imposter Syndrome means that you tell yourself that no matter what you achieve, those achievements are somehow fraudulent compared to those of others.

Well, I’d like to propose a different approach. How about, instead of deciding you’re successful despite your shortcomings, why not just decide to be successful and then worry about whether or not you deserve to be afterwards. In short, I’m recommending the “Fake it until you Make it” approach. Act as if you are already a winner, already on the path to success and soon enough you probably will be.

Last year I went to a masterclass on how to write a bestseller, run by The Guardian. One of the speakers was Clare Mackintosh, whose first novel “I Let You Go” hit the bestseller lists right off the bat. I’m over simplifying this, obviously, but she talked about how she’d essentially just “decided” that she was going to be a writer, quit her job and then got herself work as a freelance journalist by telling editors that she was already working as a freelance.  What Clare did was to become a writer through the power of living a writer’s life, rather than wait for someone else to tell her that she was one.  I found her really inspiring because of the clarity of her vision and the decisiveness of the actions she took. Also, her books are incredibly well written and definitely worth reading.

When my business partner and I set up our own communications agency, we didn’t agonise for months about whether or not we would be successful, we got stuck in and acted as though we were already there. That confidence meant that clients were able to trust that we’d deliver, right from the off and I am sure was a huge part of our ultimate success. We used to talk about it being our “field of dreams” strategy – you know, if you build it, they will come (and they did…).

I know this sounds obvious, but if you’re feeling like an imposter, try not to give in to the self-doubt. When you’re not feeling confident, try acting as though you are until you’ve developed the skills and tools you need for that confidence to be real.  You’d be surprised how quickly that can happen.

It’s also worth bearing in mind that we are all of us to one extent or another playing roles that we feel are expected of us, so spend your energy making sure you’re performing with confidence instead of agonising about what others might think.  It’s like wearing a dress that you secretly think is a bit too short. Style it out and nobody will know that you’re worried it’s too short, they’ll just be wowed by how fabulous you look.

Be Bold For Change

Thursday 8 March is International Women’s Day, a global day “celebrating the social, economic, cultural and political achievements of women”. It also marks a call to action to accelerate gender parity, something which is close to my heart and which I have written about in the past.

Do I think ‘international days of…’ continue to have value? Or generalised awareness weeks? Well, they certainly have their place but from a media standpoint unless you have something to say, an awareness initiative on its own is difficult to make newsworthy. For example, today (Monday 27 Feb) has been designated Strawberry Day, Polar Bear Day and Kahlua Day, and I can’t say I’ve seen any stellar coverage of any of these topics as I write.

One of the things I do think is interesting about International Women’s Day is the increasing involvement of big name businesses and organisations supporting this UN-led initiative, such as bp, Pepsico, AECOM, Metlife and Avon. The 2017 campaign theme is #BeBoldForChange and the lead sponsor is Ernst & Young.  Amongst a wide variety of events and initiatives, the HBA (Healthcare Businesswomens Association) is holding a three-hour virtual summit that can be accessed globally by its membership, and the WOW – Women of the World festival is taking place at the Southbank Centre in London from 7-10 March, sponsored by Bloomberg. You can find out more about these and other events at www.internationalwomensday.com

Here are some of the ways in which the organisers suggest that everyone can take action to support women and shorten the estimated 170 years still to go before gender parity

#BeBoldForChange and …

  • boycott all-male speaking panels
  • pull people up on exclusive language
  • challenge stereotypes
  • call it out when women are excluded
  • question all-male shortlists
  • monitor the gender pay gap
  • point out bias and highlight alternatives
  • embrace inclusive leadership
  • redefine the status quo

#BeBoldForChange and …

  • decide to buy from companies that support women
  • choose to work for a progressive employer for women
  • support or back a woman-owned business
  • take a junior female colleague to a major meeting or event
  • build conducive, flexible work environments
  • appoint a woman to the board
  • mentor a woman and sponsor her goals
  • invite women into situations where they’re not already present or contributing
  • measure and report on gender parity gaps and keep gender on the agenda
  • create new opportunities for women

#BeBoldForChange and …

  • raise women’s visibility as spokespeople in the media
  • drive fairer recognition and credit for women’s contributions
  • launch even more awards showcasing women’s success
  • hail the success of women leaders
  • applaude social, economic, cultural and polical women role models
  • celebrate women’s journeys and the barriers overcome
  • reinforce and support women’s triumphs

What will I be doing for #IWD2017? I’m looking forward to meeting up with some of the amazingly talented and inspirational female leaders in the WHAM (Women in Health Agency Management) networking group and seeing how we can collectively #BeBoldForChange. I’d love to know what you and your organisations are doing to make change happen and support women to achieve their greatest potential.

Change or chaos?

Originally, I had planned to write a post today about change and how to cope with it both as a leader and as someone on the receiving end of change for which they feel unprepared. I had intended to reference the excellent course on change management that I attended some years ago and to discuss the merits of the SCARF model1. If you don’t know what that is, the acronym refers to a framework by which it’s possible to understand people’s responses to change – and therefore how to make the process of change easier and more positive.

SCARF stands for Status (because we feel threatened if we perceive our status to be reduced), Certainty (because uncertainty about the future leads us to make mistakes), Autonomy (because if we don’t feel as if we have a choice, that puts us under increased stress), Relatedness (because if we don’t feel we belong, then we don’t trust people and situations) and Fairness (because we feel threatened if we believe we are not being treated fairly).

One of the reasons I wanted to write about change was because I met someone last week who is about to start a new role and it got me thinking about my own experiences of being a ‘new starter’ in a role or organisation. I had intended to share some words of wisdom about how to get through those first days and weeks and end on a generally encouraging note.

But over the past few days we’ve been exposed to change of a most radical kind and when you look at it through the lens of the SCARF framework, doesn’t it feel as though the new President of the US has got just about everything the wrong way round?  Whatever your views* on the rights and wrongs of the executive order he signed banning entry to the US for refugees for 120 days (and an indefinite ban on refugees from Syria) as well as all immigrants and visa holders from Somalia, Iran, Iraq, Libya, Sudan, Yemen and Syria for 90 days, don’t you feel that the way it was done is also a huge part of the issue?

In leadership terms, the first 100 days of any new CEO are vitally important, a time when the leader sets the direction for his or her tenure and it’s clear that the intention here is to signal strong leadership. Yet, quite aside from the moral and ethical questions associated with his current approach, what we’re actually seeing here is an example of how not to lead any organisation. Directives are unclear and poorly thought through, executives who are supposed to implement them don’t appear to have a clear understanding of their instructions, and huge damage is being inflicted upon the reputation of the organisation itself. This is not how to manage change. This is how to create chaos. Then again, perhaps that was the intention.

 

 

Note:

  1. The original SCARF paper was published in 2008 by Dr David Rock in NeuroLeadership Journal issue one.

*For the record, I’m one of the more than 1,646,055 people who have to date signed the petition calling for the proposed Trump state visit to be downgraded. And I’ve revised that number upwards four times in the last few minutes.

Looking the elephant in the eye

There’s an elephant in the room, so what are you going to do about it? Do you address the issue head on, or do you skirt it because you’re afraid of conflict? Do you do your best to stop people from talking about it, or do you find a way to have an open discussion? How can you find a way to agree to disagree when tempers are running high?

Don’t know what I’m talking about? I bet you do. In the space of a few short months, two popular votes that didn’t go the way that they were predicted to have had a seismic effect on relationships between friends, within families and in the workplace. I am of course talking about the EU Referendum and the US Presidential Election, both of which polarised opinions, sending shockwaves through our respective nations.

The problem is, regardless of which way you voted (or indeed would have voted had you been given the opportunity), we all have to live with each other after the votes have been counted, but that’s easier said than done when people’s emotions are so actively engaged.  I think it’s fair to say that both the referendum and the election campaigns were hard-fought, highly emotionally charged and many untruths were shared online and offline.

People have developed passionately partisan views, and it has sometimes felt (certainly in the UK) that those who disagree with the outcome of the vote are being pushed to accede without protest or further debate. For me, the truth at the heart of any democracy is the belief in freedom and equality between people, and that must mean the freedom to express one’s opinion whilst being open to constructive challenge.

As it happens, I think that’s at the heart of great teamwork and great businesses too, because people don’t work well in teams unless they feel listened to and that their views matter.  Teams don’t work well if they’re at each others’ throats either, and as leaders we need to help our people find new ways to work together after these difficult months. I don’t think anyone’s under the illusion that all of a sudden we can wave a wand and we’ll be skipping along hand in hand as though nothing’s happened, but we do have a responsibility to our colleagues to address the elephant in the room.

The big question is how? Well, for starters it’s probably not a good idea to stifle debate or close down discussion of the topic, that way it goes underground and can become even more divisive. I’m not suggesting you hold forums to debate which way the vote(s) went and whether people agree with it or not, more that you set the tone for any discussion. Personal abuse is not acceptable in any environment, and if that’s happening then it needs to be addressed regardless of the views being expressed.

Leading by example is also critically important in these difficult times, and that means showing through our own behaviour that outdated attitudes are just that – outdated. We must actively address any instances of sexism, racism, homophobia and other forms of discrimination, not simply for the sake of the individuals concerned, but also because of the wider impact it has on the world around us, including our workplace.

I realise that for many this is preaching to the converted, but in these troubled times we need to speak up rather than staying silent. Listen to what people say, acknowledge their point of view, but then stand up for what’s right, because if we keep ignoring that elephant it’ll never leave.