ceo company boss give helpful information to young diverse professionals

5 Simple Hacks Used by Every Successful CEO

By Jeannette Linfoot, founder of business support platform, Brave Bold Brilliant

The path to becoming a CEO is often seen as complex in the dynamic world of business, but beneath the surface of each triumphant leader lies a set of strategic hacks that consistently drive their success.

While each CEO’s journey is unique, there are common threads that tie together their strategies for leading companies toward sustained growth and innovation.

Here are five simple hacks that are integral to the playbook of every successful CEO.

1. Master the art of delegation

The most effective CEOs understand their time is a finite resource. Therefore, they focus on high-impact activities and delegate everything else. This doesn’t just mean offloading tasks—it means empowering their teams and trusting their expertise.

Delegation is about building a strong team and enabling them to take ownership of their responsibilities. This approach allows CEOs to maintain a strategic overview of the business rather than getting bogged down in day-to-day operations.

For example, Sundar Pichai’s leadership at Google is marked by his ability to delegate effectively, allowing him to focus on the company’s long-term vision and innovation strategies.

Successful delegation hinges on clear communication and setting expectations. By communicating the vision and goals clearly, CEOs ensure their teams are aligned and motivated.

Regular check-ins and feedback loops are also crucial to ensure the delegation process remains dynamic and responsive to any changes in the business environment.

2. Embrace continuous learning

In a world where change is the only real constant, successful CEOs are lifelong learners. They read voraciously, attend conferences, seek out mentors, and stay abreast of industry trends.

Continuous learning enables them to anticipate market shifts, innovate continuously, and make informed decisions. Satya Nadella’s leadership transformation at Microsoft, for instance, was significantly influenced by his commitment to learning and fostering a culture of growth and innovation within the organisation.

This commitment to learning extends beyond formal education. Many CEOs engage in learning through experience, experimentation, and reflection. They embrace new challenges, view failures as learning opportunities, and continuously seek ways to improve their skills and knowledge.

This growth mindset not only enhances their leadership capabilities but also inspires their teams to adopt a similar approach to learning and development.

3. Prioritise mental and physical Health

There is a strong link between a CEO’s performance and their well-being. High achievers prioritise their mental and physical health, understanding that they can’t lead effectively if they’re not at their best.

Regular exercise, meditation, and adequate sleep are non-negotiables. Richard Branson, the founder of the Virgin Group, credits his high energy levels and productivity to his commitment to physical fitness, often stating that staying active is a key component of his daily routine.

Beyond physical fitness, mental health is equally important. Many CEOs practice mindfulness and meditation to manage stress and maintain focus. Arianna Huffington, founder of The Huffington Post, has been a vocal advocate for mindfulness and well-being, highlighting the importance of sleep and stress management for effective leadership.

By prioritising their health, CEOs can ensure they have the clarity and energy needed to lead their organisations successfully.

4. Cultivate a growth mindset

A growth mindset is the belief that abilities and intelligence can be developed through dedication and hard work. This mindset fosters resilience and a love for learning – both essential traits for navigating the ups and downs of business.

CEOs like Mary Barra of General Motors and Brian Chesky of Airbnb exemplify the power of a growth mindset. Barra has driven innovation and transformation at GM, embracing new technologies and sustainable practices, while Chesky’s approach to learning and adapting has allowed Airbnb to continuously evolve in the competitive hospitality market.

A growth mindset encourages experimentation and risk-taking. It drives CEOs to challenge the status quo, explore new possibilities, and continuously push the boundaries of what is possible.

This mindset not only fuels their personal growth but also creates a culture of innovation within their organisations. Teams are encouraged to think creatively, embrace challenges, and learn from their experiences, leading to a more dynamic and adaptive business environment.

5. Leverage technology

In the digital age, leveraging technology is an absolute necessity. Successful CEOs use cutting-edge tools to streamline operations, enhance productivity, and gain a competitive edge.

Whether it’s implementing AI for data analytics or using project management software to improve workflow, tech-savvy CEOs are always on the lookout for tools that can drive efficiency and innovation.

Technology not only enhances operational efficiency but also enables CEOs to make data-driven decisions. By harnessing the power of data analytics, CEOs can gain valuable insights into market trends, customer behaviour, and operational performance. This allows them to make informed decisions that drive growth and innovation.

Technology also facilitates better communication and collaboration within organisations, teams to work more effectively and respond quickly to changes in the market.

Final thoughts

These hacks are not just about improving productivity – they’re about cultivating a holistic approach to leadership that balances strategic thinking, personal development, and technological acumen.

As a business leader or aspiring CEO, integrating these hacks into your routine can set you on a path to success. Remember, the journey to becoming a successful CEO is a marathon, not a sprint. Stay committed, stay curious, and above all, be brave, bold, and brilliant.

Jeannette Linfoot

Attracting and Retaining a Multi-Generational Workforce: How to Create an Inclusive Employee Experience

Today’s workforce is the most age-diverse ever witnessed, with four, sometimes five, generations working side by side, ranging from Baby Boomers to Gen Z. While the diversity in people’s backgrounds and skills can be really valuable, it also presents challenges for businesses looking to attract, engage, and retain talent across different age groups.

In an era of ongoing talent shortages, companies that effectively foster an inclusive environment for employees at all stages of their careers will thrive. But how do you create an employee experience that works for everyone?

Here, we’ll look at ways businesses can attract and retain multi-generational workforce.

Tailored Recruitment Strategies

When it comes to attracting talent, businesses need to adopt targeted recruitment strategies that appeal to different generations.

For younger generations, job searching starts online, and they often rely on platforms like LinkedIn, Glassdoor, and even TikTok. Companies should invest in a strong online presence, highlighting their culture and values through social media, employee testimonials, and videos that show what life is like inside the company.

To engage Gen Z, emphasise career growth and development opportunities. Highlight mentorship programmes, training and development, and lateral career paths that offer variety and challenge.

For older generations, focus on job stability, retirement benefits, and opportunities to mentor younger employees. Many Baby Boomers want to stay active in the workforce, but they may be more selective about where they choose to work based on the company’s culture and respect for their expertise.

Creating a Culture of Inclusion

Inclusivity is a fundamental part of retaining a multi-generational workforce, with employees being more engaged and satisfied when they feel seen and valued.

By encouraging collaboration between generations businesses can break down stereotypes and allow employees to learn from each other. Initiatives like cross-generational mentorship programmes or project teams that mix experience with fresh perspectives can foster a more cohesive workplace.

By offering flexibility, businesses can attract and retain a broader talent pool. Gen Z and Millennials might want remote work options or non-traditional hours, while Baby Boomers might value phased retirement plans or reduced hours.

While Millennials and Gen Z value continuous feedback and recognition, older generations appreciate structured performance reviews. Having a blend of informal check-ins and more formal evaluation methods ensures everyone feels supported.

Wellness Strategies for Everyone

Employees expect companies to care about their mental, physical, and emotional health. However, different generations have different wellness needs, so companies need to offer a range of wellness programmes that cater to this.

Ben Mercer of Leisure Lakes Bikes, the UK’s leading road bikes supplier, says: “One great way to promote wellness for employees of all ages is the Cycle to Work scheme. Not only does it encourage people to stay active but also helps the environment and allows for tax-free savings on bikes and accessories, meaning younger employees can save money and help the environment, while older employees can benefit from staying active.”

Investing in Continuous Learning

Continuous learning is essential to keeping employees engaged and motivated, regardless of age. Baby Boomers and Gen X, for example, may want to keep their skills relevant as the workforce evolves, while Millennials and Gen Z are eager to learn and advance in their careers.

Also, mentorship programmes, pairing younger employees with seasoned professionals, can create a culture of learning and knowledge transfer. Younger generations benefit from the wisdom of experience, while older employees stay connected to the fast-changing work landscape.

In today’s talent-short market, it’s not just about hiring people—it’s about creating an environment where everyone can thrive, no matter what stage of life they’re in. By offering tailored recruitment strategies, cross-generational collaboration, wellness initiatives, and continuous learning opportunities, businesses can engage employees at every stage of their careers.

Key KPIs Every Call Center Team Leader Should Track

Whether you’re running an inbound or outbound call center, consistently tracking your most critical metrics and KPIs (Key Performance Indicators) is incredibly important. Staying on top of your call center metrics and KPIs can help you evaluate your team’s performance, the quality of customer service your team provides, and the overall efficiency of your call center operations.

What’s more, it can help you figure out what’s not working well and where improvements are needed. Below, we’ve listed some of the most common metrics and KPIs every call center team leader should track.

Top Metrics and KPIs for Outbound Call Centers and Why Track Them

Outbound call centers are mostly sales-oriented, with agents involved in making outbound sales calls. Some of the key metrics and KPIs that outbound call center team leaders should be tracking to evaluate the effectiveness of their outbound calling efforts include:

Call Answer Rate

Call Answer Rate (also known as Answer Success Rate) is one of the critical outbound call center metrics to measure. It shows the percentage of outbound calls answered by prospects or customers out of the total number of attempted calls over a certain period. Along with other metrics, it helps you evaluate the effectiveness of your outbound calling strategy. If you are using automated outbound call software, you can improve your Call Answer Rate by enabling local caller ID. That allows you to call prospects or customers from local numbers, increasing the chances of your calls being answered.

Dropped Call Rate

Dropped Call Rate is the percentage of outbound calls that are dropped before the prospect is connected to an agent. That may happen when you use auto dialing solutions, and it means that you might need to adjust your dialing strategy. It’s particularly important to keep an eye on your dropped call rate because outbound call centers using auto dialers must comply with specific regulations – and failing to adhere to these regulations can result in fines and penalties.

Conversion Rate

Conversion rate measures the percentage of outbound calls that result in a successful outcome. Based on your business and the specifics of your product or service, that could be a booked demo call, an event sign-up, a closed sale, or anything else. Conversion rate is the most straightforward metric that directly shows the effectiveness of your outbound calling campaigns and who your top performers are.

First Call Close

First Call Close shows the percentage of outbound calls that result in a desired outcome during the first interaction with the prospect or customer. This is an essential metric to measure for certain types of outbound calling campaigns, such as lead generation, appointment setting, telemarketing, fundraising campaigns, and other. A low First Call Close rate suggests that you might need to improve your sales scripts or train agents to handle objections more effectively.

Top Metrics and KPIs for Inbound Call Centers and Why Track Them

Inbound call centers deal with incoming customer calls and are service-oriented, for the most part. Here are the most important call center metrics and KPIs that you should keep an eye on if you’re operating an inbound call center:

Average Handle Time (AHT)

The Average Handle Time measures the average amount of time a call center agent takes to handle a customer service call from start to finish, including the actual talk time, hold time, and any post-call follow-up activities (like updating customer data in the CRM). The industry standard for the Average Handle Time is around 6 minutes. If you see that your numbers are significantly higher, that may negatively impact your customer satisfaction levels. And it might also indicate that your reps need additional training.

First Call Resolution (FCR) Rate

First Call Resolution rate is one of the key metrics and KPIs inbound call center team leaders should track. FCR basically measures the ability of your call center reps to resolve customers’ issues during the first interaction without customers having to call you back regarding the same issue. This metric is also closely tied to customer satisfaction, as consumers naturally want to get their issues handled in one call. In fact, according to a study by SQM Group, every time a customer has to call back to get the same issue resolved, customer satisfaction scores (CSAT) drop by 15% on average.

Call Transfer Rate

Call Transfer Rate shows the percentage of inbound calls that had to be transferred to other departments or agents. Excessive transfers can negatively impact customer experience and customer satisfaction. If your reps often have to transfer customer calls, it might mean that your call routing strategy needs adjustment. One of the best ways to minimize transfers is to set up an Interactive Voice Response (IVR) system that will interact with callers, capture customer intent, and route your customers to the right destination automatically.

Call Abandonment Rate

Call Abandonment Rate will show you the percentage of inbound calls that were abandoned by callers before being connected to an agent. That usually happens when your inbound call volume is higher than your reps are able to handle, and callers are being put on hold for unreasonably long. And based on a study by Software Advice, even one minute of hold time feels like too much for over 60% of consumers. You can reduce the abandonment rate and improve customer experience by simply offering customers an in-queue callback option.

Customer Satisfaction Score (CSAT)

Lastly, the Customer Satisfaction Score shows how satisfied your customers are with the level of customer service they receive from your team. While that depends on the industry, overall, a CSAT score between 70% and 90% is considered good. Customer satisfaction naturally plays a key role in customer loyalty – that’s why it’s important for businesses to maintain high CSAT scores and leverage customer feedback to implement improvements when CSAT scores fall below the average.

Wrapping up

Keeping track of your most critical call center metrics and KPIs helps you evaluate the effectiveness of your call center operations, assess agent performance, identify improvement opportunities, and make better informed, data-driven decisions. Luckily, call center software solutions typically come with built-in reporting and analytics tools, allowing you to track these metrics and KPIs automatically.

professional social network concept connected human figures representing business relationships and networking

Gender-Segregated Networking is Dangerous for Growth

By Lee Higgins, founder of Diverse Talent Networks

Networking has changed. It is no longer a white male-dominated exercise taking place on a golf course or in a pub. Of course, that kind of networking does still exist but a new kind of networking is taking over. Thankfully, networking is moving towards a more gender-neutral and comfortable experience for individuals from all backgrounds and races. As the founder of Diverse Talent Networks, I have worked hard to ensure this change happens and that this kind of networking movement gathers momentum and helps more organisations realise their potential. However, we are still hearing that female gender segregation is a big part of networking and, whilst it appears to be done for all the right reasons, it can also be unhelpful for women in the workplace.

Despite women being natural networkers, a 2023 study found analysis of more than 1,100 companies shows that women hold just one-quarter (25.1%) of senior management or leadership roles. That figure is up slightly from 24.0% in 2022 and 23.0% in 2021. So what is the problem? We know that when women leave the workforce to have children, there can be difficulties coming back to work and juggling a main caring role alongside a fast-paced full-time job. We know that sometimes, a lack of flexibility can contribute to this. We know that the UK has the highest childcare costs, making a return to work for some females impossible. However, for those who stay, career progression often doesn’t follow the same trajectory as their male counterparts. Part of the problem may be that women say that they are having to fight against unhelpful segregation when it comes to women-only networking groups.

Undoubtedly, women-only events are valuable at some level, but they also reinforce gender segregation. Many of the senior women in organisations that DTN works with know that building networks need to be across gender lines for true career advancement. Exploring the real reasons behind this hesitation in organisations to change is important. Women-focused events, mentorships and professional organisations can be brilliant avenues for women to connect and advance their careers, but they aren’t enough, and as CEOs and leaders, we must ensure that gender division does not muddy the waters of inclusivity and diversity when advancing careers and hiring talent.

One of the biggest challenges highlighted by professional women is the pervasive myth of meritocracy. Many women who enter the workforce believe that career advancement is solely a product of hard work and talent. However, as they progress, many find that simply “keeping your head down” and excelling in their roles does not guarantee promotion. We know that success in many industries relies heavily on networks, alliances, and sponsorships—connections that women may not naturally have access to if they remain isolated within gender-specific groups. The reality is that much of professional advancement hinges on “who you know,” which is a problem if you cannot access influential leaders, who are generally men, as you are restricted by echo chambers.

Networking is the new way of recruiting. We know that the traditional way of recruiting is outdated and often allows bias. It is still there as a way to introduce people, to facilitate promotion in some cases and to connect, but the way it’s done is different. At DTN, we often work with law firms and large corporations.  We unpick hiring strategies which are holding organisations back in terms of diversity and inclusivity. Taking networking away from the traditional arenas of the pub and the golf course is important. Instead, we look at modern types of networking that are inclusive. Those strategies include working out which members of the organisation can serve as advocates, mentors, and sponsors and who we think in or out of the organisation can make a difference to another. We all need allies, and those allies shouldn’t be gender specific.

What does non-gender-specific networking look like? It is about creating inclusive spaces where people of all genders can connect, share ideas, and build professional relationships without gender-based biases or barriers. It is about thinking about communication in a non-gender-specific way, so think about neutral language. It includes but is not specific to ensuring events and spaces represent all genders, that one gender does not dominate the discussion and that topics include everyone and are not skewed one way or the other.

While women-focused networks provide valuable support, the risks associated with echo chambers should not be ignored. Encouraging cross-gender networking, fostering supportive relationships among women in senior roles, and advocating for a more inclusive culture can help mitigate these risks. Success in the professional world is not achieved in isolation; it is a collaborative process that requires allies across all levels and genders. By breaking down the walls, women can access broader networks, gain critical sponsorship, and build the relationships necessary for true career advancement.

This article is written by Lee Higgins who is the founder of Diverse Talent Networks. He set DTN up after 23 years in recruitment and executive search which saw him overseeing over 900 projects globally in M&A, private equity, asset & wealth management, energy and consulting. Lee set up DTN to help organisations engage talent from all backgrounds through the power of networking. Lee endeavours to create a future where talent wins.

Alchemy Crew - innovation

Highlighting Alchemy Crew Ventures’ Dedication to its Craft

Madalina Preda’s expertise lies in supporting and cultivating high-impact ecosystems across education, insurance, healthcare, and deep tech sectors, where cutting-edge technologies drive transformative change through servant leadership. Her journey spans academia, life sciences, finance, insurance, automotive industries, and alternative mobility solutions across 8 countries.

Madalina’s unique trajectory through academia and industry has shaped her into a thoughtful innovator. While teaching modern British and American literature across European universities, she resonated deeply with F. Scott Fitzgerald’s words: “Books are like brothers and I am an only child.” This academic foundation fostered a nuanced understanding of diverse perspectives and emotional intelligence, echoing the timeless wisdom: “whenever you feel like criticising anyone, just remember that all the people in this world haven’t had the advantages that you’ve had. Reserving judgments is a matter of infinite hope.”

During her academic years, she mastered the power of storytelling and embraced continuous learning – skills that define her leadership approach. Her expertise helps entrepreneurs craft compelling investor pitches, transforming ideas into narratives of opportunity and impact. As Reid Hoffman, Co-Founder of LinkedIn, notes, “The best pitch decks don’t just present data; they tell a compelling story about opportunity and potential.”

While researching her comparative literature thesis, she explored how storytelling and mythology fortify cultural resilience, exploring their role in shaping the collective subconscious during times of oppression in Ireland and Transylvania. By examining these narratives, she uncovered the power of stories to preserve identity, inspire hope, and unify communities in the face of adversity.

While at Corning Inc., Madalina learned three crucial lessons about innovation. First, collaboration – between corporations and startups – sparks groundbreaking innovations, as evidenced by Corning’s pivotal contributions to Thomas Edison’s lightbulb and the iPhone. Second, innovation requires serndipity, disciplined processes, and patient capital. Third, the long-term impact of innovation is profound and changes people’s lives: Corning developed Pyrex cookware, TV tube glass, the hair-thin glass strands forming the internet’s backbone, and Gorilla Glass, now used in over 8 billion devices worldwide.

While working for LeasePlan Corporation (currently Ayvens Corporation) Madalina led the transformation in customer experience for the automotive and leasing industry during Europe’s shift to electric vehicles (EVs), with Scandinavia and the Netherlands spearheading adoption and expansion into Central and Southern Europe. Her focus was on working with the global organistaion on adapting traditional processes to meet the unique demands of a transition industry, including EV-specific assets, safety standards, and service models, while tackling the complexities of insuring new vehicle types. This transformation required close collaboration across internal stakeholders, driving an organizational culture shift to embrace sustainability and innovation.

These efforts involved navigating regulatory landscapes, developing charging infrastructure, and aligning with the evolving expectations of eco-conscious customers. Under her leadership, the organization positioned itself at the forefront of a sustainable, tech-driven future, setting a new industry benchmark in a rapidly changing market.

As Head of Startegic Partnerships for Innovation Department at NN Group, she led the Startegic Partnerships team, its daily operations and build strategic relationships with global Venture Capital partners. This exposure has provided deep insights into how funds and LPs invest in innovation, what VCs look for in startups, and how they differentiate successful ventures from those that falter.

Madalina Preda
Madalina Preda

By engaging closely with top investors, fund managers, and entrepreneurs, she remains at the forefront of industry developments. A committed advocate for growing the insurtech and fintech ecosystems across Europe and the U.S., she champions innovation through high-impact projects in both Dutch and international markets. Her collaboration with fintech thought leaders in the Netherlands has further strengthened partnerships between startups and industry incumbents, fostering a dynamic environment for growth and innovation. She has managed relationships with global Venture Capitals in innovation hubs such as London, Barcelona, LA, Madrid, Amsterdam, and San Francisco.

She has spearheaded the establishment of innovative healthcare and elderlycare platform services through strategic partnerships in the Netherlands, Spain, Greece, Romania, Poland, Turkey, and Hungary. To strengthen internal collaboration ion inovation, she has build a the Innovation Partnerships Community of Practice.

Her commitment to diversity is evident in her efforts to elevate female representation in both Venture Capital and entrepreneurial landscapes, supporting more female investors and entrepreneurs. Recognized by Femtechnology as a thought leader in femhealth, she has championed innovation and investment in femhealth, elderly care, and broader healthcare sectors. A strong advocate for impact investing, she actively supports initiatives that close the insurance gap, foster climate resilience in insurance, and promote the transparent and ethical implementation of AI.

As she notes, innovation and impact are realized when stakeholders unite to share resources, ideas, and a vision for transformative change. As a seasoned insurance and technology leaders, Sabine VanderLinden and Madalina have joined forces through Alchemy Crew Ventures to drive transformative innovation in the InsurTech industry. This powerful partnership represents a convergence of exceptional expertise, visionary thinking, and complementary skill sets that positions them at the forefront of a rapidly evolving landscape.

Sabine VanderLinden brings over 25 years of deep industry experience to the table, having established herself as a thought leader in the InsurTech space. As the CEO and Venture Partner of Alchemy Crew Ventures, she has demonstrated a keen understanding of corporate innovation, venture capital, and the transformative potential of technology within the insurance sector. Her co-authorship of ‘The INSURTECH Book’ and recognition as a Most Influential CEO underscores her influential standing in the industry.

Complementing Sabine’s expertise, Madalina offers a unique global perspective, having navigated diverse industries spanning academia, life sciences, finance, insurance, and automotive across eight countries.

One of the key synergies between Sabine and Madalina lies in their shared commitment to fostering collaboration and building dynamic ecosystems. Sabine’s focus at Alchemy Crew Ventures on bridging the adoption gap between corporations and growth ventures through open innovation and design thinking aligns seamlessly with Madalina’s experience in building strategic relationships with global venture capital partners and championing innovation through high-impact projects.

The partnership further benefits from Madalina’s strong background in storytelling and communication, developed during her academic years and through her expertise in evaluating compelling investor pitches. This complements Sabine’s role as a thought leader and tech ambassador, enhancing Alchemy Crew Ventures’ ability to articulate its value proposition and engage effectively with stakeholders across the InsurTech ecosystem.

Both leaders share a deep passion for driving social impact and supporting diversity in the tech and insurance sectors. Sabine’s track record of supporting female-founded startups and diverse InsurTech leaders aligns perfectly with Madalina’s focus on empowering female investors towards creating meaningful social impact. Together, they possess the potential to amplify these efforts, fostering a more inclusive and equitable InsurTech ecosystem.

As the insurance industry witnesses rapid integration of advanced technologies such as Artificial Intelligence, Machine Learning, Internet of Things, and blockchain, Sabine and Madalina’s combined expertise positions Alchemy Crew Ventures to capitalize on these transformative trends. Their understanding of the applications of these technologies in automating underwriting processes, enhancing risk assessment, and personalizing insurance products will be crucial in driving innovation.

Moreover, Sabine and Madalina’s global perspective and experience managing relationships in innovation hubs across Europe and the US provide a strong foundation for Alchemy Crew Ventures’ international expansion. Their combined networks and insights into diverse markets can facilitate cross-border collaborations and knowledge sharing, which are essential for addressing global challenges in the insurance industry.

Sabine and Madalina
Sabine and Madalina

In a rapidly evolving landscape where InsurTech startups and traditional insurers are increasingly collaborating, the partnership between Sabine VanderLinden and Madalina through Alchemy Crew Ventures is well-positioned to play a pivotal role. Their ability to bridge the gap between established insurance companies and innovative startups can accelerate the adoption of new technologies and business models, transforming the industry’s trajectory.

California’s robust innovation ecosystem presents a particularly exciting opportunity for expansion. The state’s strong focus on sustainable technologies and its thriving InsurTech sector align perfectly with the vision for Alchemy Crew Ventures. By tapping into California’s network of research institutions, government agencies, and private enterprises, we can foster collaborations that drive innovation in areas such as AI-powered risk assessment, usage-based insurance models, and sustainable insurance solutions.

Alchemy Crew Ventures exists to bridge the critical gap between innovation and impact – a gap that often defines the success or failure of digital transformations. Its mission is to turn brilliant ideas into market-shaping realities, moving them from R&D into the mainstream to drive meaningful change in sectors like insurance and finance. It’s here to bring innovations to life in ways that redefine entire industries and unlock new possibilities for its many clients.

Alchemy Crew Ventures understands that true transformation requires more than technology; it demands a thoughtful balance of visionary innovation, pragmatic application, and deep market insight. “Our values – rooted in open innovation, collaborative ecosystems, and democratized knowledge – drive our work. These principles make us the partner of choice for organizations not only ready to adapt but to lead.”

For senior leaders in financial services and insurance, the path to digital transformation is complex and daunting. They visit Alchemy Crew Ventures not for ideas alone but for results – market-ready solutions that tangibly elevate their businesses. Its clients need more than a roadmap; they need a partner who can transform strategic ambition into concrete success.

What sets Alchemy Crew Ventures apart is its unique integration of corporate venturing, strategic expertise, and operational execution. Where others propose theories, Alchemy Crew Ventures delivers. Its methodologies, grounded in open innovation and validated through real-world testing, focus relentlessly on translating digital potential into measurable outcomes.

Alchemy Crew Ventures is driven by its people – seasoned industry experts, innovation specialists, and digital transformation strategists who blend rigorous analysis with bold problem-solving. Its culture is a fusion of scientific precision and creative vision, designed for professionals who are as comfortable in boardrooms as they are in startup spaces. This balance allows us to speak the languages of both traditional finance and digital disruption.

The financial services and insurance industries are in a period of radical transformation. Traditional models are being dismantled by technology, evolving customer expectations, and new market entrants. Alchemy Crew Ventures doesn’t see this as chaos; it sees it as fertile ground for innovation.

The company is focused on three key pillars for the future: the democratization of advanced technologies, ecosystem-centered business models, and scalable innovation frameworks. Its role is to guide organizations through these shifts, helping them maintain a competitive edge in an evolving landscape.

Alchemy Crew Ventures believes the future belongs to those who can bridge innovation with implementation. Its vision extends beyond consulting; Alchemy Crew Ventures is leading a movement toward more practical, scalable, and actionable approaches to digital transformation. It’s not waiting for the future to arrive – it’s actively shaping it.

Consider Alchemy Crew Ventures your guide in the digital revolution – armed with proven expertise, robust methodologies, and a relentless focus on impact. It empowers organizations not just to keep pace with change but to lead it, redefining what’s possible in financial services and insurance.

Business woman giving a speech in a boardroom meeting

How to Lead Your Organisation Through a Customer Experience Transformation

By Ian Nicholls, CEO of Explic8

No matter your industry, delivering exceptional customer experiences should be a top priority for every business. If you fail to meet rising customer expectations, your company is at risk of being left behind but, by embracing customer experience [CX] transformation, you can not only gain a competitive edge but also build long-term customer loyalty and brand equity.

A customer experience transformation goes far beyond just tweaking processes or adding a few new tools. It involves rethinking the way your entire organisation interacts with customers, from the first touchpoint to long after the sale.

Here’s how to lead your organisation through a successful customer experience transformation.

Start with the customer journey

To build a truly customer-centric organisation, you first need to gain a deep understanding of the entire customer journey. This involves identifying pain points, recognising where expectations aren’t being met, and pinpointing opportunities to exceed customer expectations.

According to PwC, one in three customers will leave a brand they love after just one bad experience. So, it’s essential to invest in customer journey mapping tools and conduct thorough customer research.

Additionally, implementing real-time feedback mechanisms can help your business stay in tune with evolving customer needs, ensuring you can adapt and respond quickly.

Create a cross-functional customer-centric culture

Customer experience is everyone’s job, and not just the responsibility of your customer service or marketing teams. For a CX transformation to truly be successful, you need to have buy-in and participation from all departments, from HR to finance and product development.

Operational excellence can help with cross-functional collaboration by ensuring processes are streamlined, aligned with customer needs, and capable of being executed efficiently across departments.

Encourage collaboration and break down barriers by holding regular cross-departmental workshops and aligning on shared CX metrics. In addition, empower employees at all levels to take ownership of the customer experience, ensuring everyone understands their role in delivering exceptional service.

When each department works in harmony towards a common CX goal, it creates a unified, customer-first culture that drives long-term success.

Leverage technology to enhance CX

Technology is one of the driving forces behind a successful CX transformation, and digital tools like CRM systems, AI-driven analytics, chatbots, and self-service portals can enable your company to deliver faster, more personalised services, improving efficiency and customer satisfaction.

However, technology alone isn’t enough. It must be seamlessly integrated into the broader CX strategy and aligned with human interactions to create a truly cohesive and frictionless experience for your customers. The key is to ensure technology enhances, rather than replaces, the human touch.

Invest in the right tech stack, focusing on tools that support automation, data collection, and personalised engagement. By doing so, you can empower your teams with the insights and capabilities they need to respond to customer needs more effectively.

Invest in employee training and engagement

Employees are the frontline of your customer experience, and when they are engaged, empowered, and equipped with the right skills, they are more likely to deliver exceptional service.

According to Gallup, companies with highly engaged employees see 21 per cent higher profitability, 17 per cent more productivity, and 10 per cent higher customer ratings. This highlights the importance of providing ongoing CX training for employees, covering everything from communication skills to empathy training and technical product knowledge.

In addition, create feedback loops where employees can share insights on customer pain points, as they often have the most direct connection to customer needs.

Data-driven decision making

To drive continuous improvement in customer experience, your business should leverage data to make informed decisions. Customer feedback, survey results, sales data, and behavioural analytics provide invaluable insights into areas where your customer experience is thriving and where there’s potential for improvement.

Establish a system for collecting, analysing, and acting on customer data. Implement feedback tools such as Net Promoter Score [NPS] surveys or Customer Satisfaction [CSAT] surveys to gather actionable insights, and then use that data to refine and optimise your processes.

According to PwC, 59 per cent of customers will stop doing business with a company after multiple bad experiences. This makes it crucial to continuously assess the customer journey and take proactive steps to improve every touchpoint.

Data-driven decisions enable you to stay ahead of customer expectations and build long-term loyalty.

Empathy and personalisation are key

Today’s consumers expect brands to not only understand their needs but to anticipate them. They want relevant content, offers, and interactions at every touchpoint, and this requires both human empathy and sophisticated data systems.

Use customer data to create personalised experiences across all your channels, whether that’s through personalised email campaigns, dynamic web content, or tailored recommendations.

Personalisation efforts are not only appreciated by customers but are also proven to drive results. According to Epsilon, 80 per cent of consumers are more likely to purchase from a brand that offers personalised experiences. By integrating empathy with data-driven personalisation, you can build stronger connections with your customers and create a more impactful, memorable brand experience.

Measure and continuously improve

CX transformation is an ongoing journey, and the most successful businesses are those that commit to continual assessment, optimisation, and improvement.

Whether it’s improving response times, streamlining processes, or addressing customer feedback, creating a culture of continuous improvement will ensure your organisation doesn’t stagnate.

Establish key performance indicators [KPIs] related to customer experience, like customer satisfaction scores, customer lifetime value, and first-contact resolution rates, and monitor these metrics regularly.

Final thoughts

To successfully lead your business through a customer experience transformation, you must have a clear vision, a well-defined strategy, and flawless execution.

Prioritise empathy, collaboration, and continuous improvement to ensure your company not only meets but exceeds customer expectations. This approach will create a stronger, more resilient organisation, positioning you for sustained, long-term success.

By embracing a customer-first mindset and aligning every part of your business around delivering exceptional experiences, you’ll distinguish your brand while building deep customer loyalty.

This, in turn, will transform your customers into passionate advocates who champion your business for years to come.

Ian Nicholls
Group of young people working together.

Are UCaaS and CCaaS Better Together?

By Rob Smith, CTO, CloudClevr  

Technology alone cannot drive results, it needs to connect with employees, customers and business processes 

In the world of business communications, everyone is trying to solve a persistent challenge. How do we communicate effectively to drive high revenue growth, customer satisfaction levels and staff productivity?   

At the heart of this challenge is the need for communications tools that deliver happier customers. This in turn leads to business success and, ultimately, revenue growth. To meet these goals, companies typically turn to two main types of solutions: Unified Communications (UCaaS), which is a standard telephony and meeting and collaboration tool and Contact Centre tools (CCaas), which now incorporates Artificial Intelligence (AI) and automation features. 

Changing expectations 

However, customer preferences have changed over time. In the past, companies only had a few options to consider- email, face-to-face meetings and phone calls. But now we have a huge range of technology solutions that help address customers changing expectations.  

As well as customer expectations changing, collaboration tools are also changing the way we communicate internally within a team. Instead of relying solely on phone calls, teams are increasingly using a mix of voice, chat, shared documents, and project platforms. This makes choosing the right vendor and designing effective collaboration and customer contact solutions an important area of focus. The gap between getting it right and getting it wrong can be huge.  

Given these changes, businesses must now consider is whether integrating UCaaS and CCaaS into a single solution makes sense.  

Vendors are increasingly offering converged solutions 

The choice of single systems offering a complete solution has increased since 2020 led by Microsoft, Zoom, and Webex from the collaboration world, along with RingCentral and others from the cloud telephony space.   

Primarily, Unified Communications (UC) providers such as Zoom and Microsoft launched Zoom Contact Centre in early 2022, and Microsoft Dynamics 365 Contact Centre respectively earlier this year. Conversely, CCaaS specialists like NICE also have introduced their own UCaaS offerings.   

While a converged solution is now the preferred option for most vendors for obvious reasons, what is the right approach for customers? Should UCaaS and CCaaS be delivered in one solution, or is the integration of two specialist services a better approach?  

Inarguably, businesses need to choose whichever solution creates the best result in terms of simplicity, impact value and customer satisfaction. Simplicity to deploy, simplicity to manage, and simplicity for staff to adopt, measured against the impact value of the functionality delivered, is crucial.  

Customer and agent experience for the win 

A single solution has some obvious benefits. It may reduce licence inventory and costs and it may also mean a consolidated supplier relationship and reduced training costs. Fewer active applications on an employee’s desktop mean they don’t have to switch between multiple applications, and this results in improved productivity.    

This also would mean agents can collaborate better with subject matter experts and resolve issues faster. Agents are not expected to know everything and a converged system would make it easier for them to reach out to the right experts faster. Ultimately, this improves customer experience (CX), which is the main goal for any business. All employees in an organisation should have a single pane visibility on their customer’s journey, which can only help in positive ways.  

A single or converged solution 

For a large number of organisations, especially small businesses, a single product would make sense. However, if CX, agent productivity and return on investment (ROI) of a specialist Contact Centre solution such as NICE or Puzzel are more effective, then opting for specialist solutions and then integrating them with UCaaS might be the way forward.    

Take NICE as an example. It is a top-end CCaaS product with much higher levels of functionality than a solution like Zoom, but also comes at a higher price. If a business can justify the cost with a solid ROI, proving that the solution makes them more efficient or if their compliance needs require the extra features, then combining a basic UCaaS system with a specialist CCaaS is the best option. For others, a simpler, more affordable solution like Zoom might be a better fit.  

It’s not a ‘rip-and-replace’ approach 

Organisations need to set aside what they know about UCaaS and CCaaS and work through a detailed review process based on their customers, staff, processes and commercial productivity goals. 

While the idea of ‘rip and replace’ is not a pathway many organisations like to consider, it is far less dramatic in most cases with a progressive roadmap that takes customers from where they are to where they need to be.   

While business size does not really dictate the choice between a single solution and an integrated system, smaller organisations may elect to move first to a single solution to streamline their new workflows and business processes before stepping up the contact centre element if it proves worthwhile.  

Technology alone cannot drive results. It is about how well it connects with employees, customers and business processes. Ultimately, the customer and agent experience should act as a guide as to whether an organisation should implement a single solution or a converged one.  

Rob Smith
Diverse business team meeting with professional coach

The Art and Reality of Mentorship: Breaking Through Self-Imposed Limitations

After three decades of being mentored and two decades of mentoring others, I’ve come to understand that true mentorship is far more than just sharing wisdom – it’s about catalysing transformation. As someone who has guided thousands of individuals, both one-on-one and in groups, I’ve observed a fundamental truth: while many aspire to be mentored, few are truly prepared for the work it demands.

The Myth of Mentorship Magic

There’s a prevalent misconception that success can somehow be absorbed through proximity – that a successful mentor will sprinkle some sort of magical dust that transforms mentees overnight. This couldn’t be further from reality. As I often tell my mentees, “You can lead a horse to water, but you can’t make it drink.” A mentor can provide knowledge, direction, tools, templates, and blueprints, but the crucial step of breaking free from limitations must come from within.

This process reminds me of nature’s wisdom: just as prematurely cutting open a chrysalis would prevent a butterfly from developing the strength it needs to survive, or cracking an egg would rob a chick of its crucial developmental struggle, true growth requires personal effort and transformation.

The Mirror of Reality

One of the hardest truths I’ve learned to share is that people are exactly where they are ‘choosing’ or allowing themselves to be. This position is shaped by three critical factors:

– The knowledge they’ve gained

– The work they’re willing to invest

– The decisions they’re making daily

While this reality can be uncomfortable to face, it’s essential for growth. As I frequently remind my mentees, “If you keep doing what you’re doing, you’ll keep getting what you’re getting.” Want different results? You’ll need to learn different things and take different actions.

The Strategic Approach to Transformation

Over my 20+ years of mentoring, I’ve developed and refined a systematic approach to transformation. At its core is what I call the “strategic plan” or “transition map” – a comprehensive blueprint that incorporates my behavioural profiling and has been extensively tested across thousands of mentoring relationships.

This system focuses on three key elements:

1. Clearly mapping the current state

2. Defining the desired future state

3. Identifying the specific areas, work, actions, and initiatives required to bridge that gap

Think of it like planning a journey to a new destination – you’ll need to travel roads you’ve never taken before and make choices you’ve never made. The familiar path will only lead to familiar destinations.

The Reality of Success

What truly sets successful mentees apart is their willingness to embrace discomfort and put in the work. They understand that transformation isn’t about finding shortcuts or magic solutions – it’s about systematic, dedicated effort guided by experienced insight.

For entrepreneurs seeking mentorship, I offer this advice: before you seek a mentor, prepare yourself for genuine change. Be ready to:

– Challenge your existing assumptions

– Embrace uncomfortable truths

– Commit to consistent action

– Take responsibility for your outcomes

The Path Forward

True mentorship is a partnership in transformation. While I can provide the roadmap, tools, and guidance drawn from decades of business experience, the journey itself belongs to the mentee. The most rewarding moments in my mentoring career have come from watching individuals not just achieve their goals, but fundamentally transform their approach to business and life.

As we navigate an increasingly complex business landscape, the value of mentorship has never been greater. However, its success depends not on the mentor’s achievements or wisdom, but on the mentee’s readiness to embrace change and put in the necessary work. After all, new destinations require new paths, and new success requires new actions.

About Mike Greene

Entrepreneur, Leadership Mentor, and Philanthropist

https://mikegreene.co.uk

Mike Greene is a dynamic and visionary entrepreneur renowned for his extensive background in executive leadership, strategic business growth, and philanthropic endeavours. With a keen eye for innovation and a knack for fostering strategic partnerships, Mike is committed to cultivating strong corporate cultures while leveraging his business acumen to drive positive social impact and support local communities.

Mike’s commitment to nurturing entrepreneurial talent is evident in his investment portfolio, which includes over 30 start-up and growth businesses such as Shazam and Chargemaster. Currently, he serves as a mentor and strategic advisor to over 40 UK businesses, providing invaluable guidance and support to aspiring entrepreneurs.

Mike’s influence extends into the media realm, where he has been featured on Channel 4’s “Secret Millionaire” and is a regular commentator and pundit on business-related topics.

Following the programme, which had a great impact on him, he sold his main business and took a three-month sabbatical with the personal challenge to raise £100,000 for 100 charities in 100 days. He was successful in this bid and was inspired to go on to commit one-third of his time to help charities and mentoring people to change their lives for the better.

Renowned as a sought-after public speaker, he has delivered keynote addresses on business, investing, property, and education across the UK, Europe, US, Australia, and New Zealand. Additionally, he is the esteemed author of the book “Failure Breeds Success”.

As the Founder and CEO of Global Research Business, Mike successfully led the growth of a multi-million pound global research enterprise, ultimately orchestrating a highly profitable exit and the rebranding of the company as Lumina Intelligence.

Mike’s influence extends beyond his own ventures, as he has served as a main board advisor and speaker at events for numerous global corporations spanning various sectors including energy, retail, consumer goods, food and beverage, tobacco, pharmaceuticals, and finance. Notable engagements include advising industry giants such as BP, Tesco, Coca Cola, and GSK.

Throughout his illustrious career, Mike has held various executive positions across multiple industries, driving strategic change and growth. Notably, he holds the distinction of being the youngest Chairman and longest-serving board member of the Association of Convenience Stores, advocating for over 33,500 small retail establishments in the UK.

Beyond the boardroom, Mike is actively involved in large-scale property development projects in the Peterborough and Cambridgeshire region, contributing to urban revitalisation and community enhancement efforts.

Driven by a passion for giving back, Mike has dedicated his time and resources to various philanthropic causes. From serving as a Trustee of Peterborough Cathedral to advocating for the establishment of Peterborough University, he remains deeply committed to making a meaningful difference in his community. Additionally, his role as an Ambassador for the Cambridgeshire Children’s Hospital underscores his dedication to healthcare advocacy and fundraising.

In addition to his professional pursuits, Mike embraces physical challenges and adventure pursuits. From sailing in the Clipper 2013/14 Round the World Yacht Race to summiting mountains like Kilimanjaro and Annapurna, he continually pushes the boundaries of achievement and inspires others through his endeavours.

Mike’s dedication to excellence has been recognised with an Honorary Doctorate in Education from Anglia Ruskin University. Furthermore, he has been honoured as one of the 100 most influential Leaders, Thinkers, and Agitators shaping the Grocery Industry, solidifying his status as a trailblazer in his field.

Mike Greene
Businesswoman giving a high five to a colleague in meeting

Leading with Values and Vision

Spotlight on Rebecca Sutherland, Entrepreneur, Investor, Business Coach and Mentor

Rebecca Sutherland is no ordinary business leader. Having built multiple successful ventures, Rebecca’s entrepreneurial spirit is deeply ingrained. “It’s just who I am,” she says. “I struggled being an employee, so becoming an entrepreneur was the only option.” Her passion for spotting problems and applying her expertise to solve them has driven her throughout her career. But, more than anything, it’s her unwavering commitment to shared values that defines her leadership.

Leading with Values

As both an entrepreneur and investor, Rebecca’s approach to backing businesses goes beyond the typical numbers game. “For me, it’s all about values. I need to know that the person I’m investing in has honesty, integrity, and a real passion for making things better,” she explains. It’s not just about the idea—Rebecca looks for alignment in vision and a willingness to manage expectations. “If someone has a great idea but they’re not executing well, I can help with that. But first, our values have to align.”

Challenges in a Male-Dominated World

Rebecca has navigated industries where women are often underrepresented, facing her share of bias and unprofessionalism. “I’ve been asked to speak to ‘the man in charge’ or had people complain about me to my husband, who is also my business partner. Men don’t face the same scrutiny women founders do.” She’s determined to change these narratives. Titles like ‘Mumpreneur’ are something she understands but doesn’t apply to herself, despite having children and being a working mum, “I’m trying to change things, and not everyone likes it.”

Imposter Syndrome and Overcoming Self-Doubt

Despite her achievements, Rebecca admits to struggling with imposter syndrome. “It’s hard to back yourself sometimes, especially as an entrepreneur. You’re juggling so much that it’s difficult to focus on your wins.” Her advice for overcoming these challenges? Build a strong team who believe in you and share your values. “They remind me of my successes and help me reflect on the lessons learned from my mistakes.”

Female Entrepreneurs Bring Something Different

Rebecca doesn’t engage in the men-versus-women debate as she believes in the best person for the job, but she does believe women can sometimes bring a unique perspective to the boardroom. “Female entrepreneurs often have less ego and a greater focus on value and purpose.” She’s also a firm believer in the power of representation. “Having women in leadership roles encourages diverse entrepreneurship and helps drive funding to women-owned businesses, plus it helps inspire the younger female generations who want to be entrepreneurs.”

Business Achievements and What Keeps Her Moving

One of Rebecca’s proudest moments was selling her first business, a lettings agency. “I turned it around in six months and did it all on my own. It encouraged me to continue and start other projects.” For Rebecca, adding value is what truly motivates her, not just financial success. “Money gives options, but it’s not the motivator. Creating something meaningful is.”

Her approach to work-life balance is clear: “I don’t believe in working 80 hours a week to be successful. Missing out on family experiences isn’t worth it, and I communicate that to the people I invest in. My first question to them is, ‘What do you want your life to look like?’ “

Advice for Female Founders

For women seeking investment, Rebecca’s advice is simple: “Find your people. Surround yourself with like-minded individuals who have done what you want to do—ask for help and build a strong network.” Rebecca stresses the importance of having a support system, especially in tough times. “The people I’ve met through networking have positively impacted my career. If it weren’t for them, I wouldn’t be where I am today.”

What’s Next for Rebecca?

Looking ahead, Rebecca isn’t focused on a particular industry but is excited about supporting individuals doing things differently, if their values align with hers. “The sector is irrelevant to me—it’s all about the people and the impact they want to make.”

With her clear leadership, values-driven approach, and passion for empowering others, Rebecca Sutherland continues to be a formidable force in the world of business.

Rebecca Sutherland Bio

Rebecca Sutherland is an investor and entrepreneur with a passion for turning overlooked businesses into market leaders. As the Founder of Aluminium Fire Systems, she has built a reputation for reshaping industries by transforming “boring” businesses into opportunities for growth. Rebecca specialises in identifying potential where others see roadblocks, driving profitability through innovative solutions and strategic direction.

With a strong focus on business acquisitions and turnarounds, Rebecca doesn’t just invest in companies—she redefines what’s possible. Her ventures, including PITCHINVEST and Harbar Six Limited, are dedicated to fueling the rise of founders who refuse to play by the old rules. She’s on a mission to back visionary leaders who challenge assumptions and disrupt the status quo in their industries.

Originally from Birmingham, Rebecca’s reach extends across international borders connecting growth-oriented businesses with the resources they need to thrive. Her unique ability to bring investors and entrepreneurs together has enabled countless ventures to achieve success on their own terms.

For Rebecca, it’s about more than just the bottom line. She believes in empowering teams, fostering creativity, and ensuring that people—not just profits—are at the heart of every business. Whether she’s guiding emerging leaders, scaling businesses, or investing in disruptive ideas, her commitment to shaping the future of UK business is undeniable.

With a growing community of 10,000+ followers, Rebecca is leading the charge for founders who are ready to break boundaries and turn their bold visions into reality.

Rebecca Sutherland | LinkedIn

Rebecca Sutherland
businessman leaning on table with laptop, looking away

A CEOs Guide to Navigating Uncertain Times

If there’s one thing that’s guaranteed to happen in business, it’s change. How you respond to change and navigate through it is the difference between a business that thrives and a business that barely survives. 

Your team and your clients and customers want to know that you are consistent, and that you are doing the right thing, for the company and for them. This is especially true when you grow, when change can often seem overwhelming.

Change isn’t always a huge catastrophic crisis,  but if you’re not paying attention it can become negative and snowball into a bigger issue.

Here are three effective strategies to use when those uncertain times are keeping you up at night. 

1. Cultivate trust:

Early in my career, my favorite boss and mentor gave me sage advice. He said, 

“People in real estate want to shake your hand and look you in the eye. This is how we build trust.” I don’t know what’s happened to the handshake in today’s world but the concept is the same and it applies to any business.

Since so many of us are working remotely or in a hybrid environment, establishing and earning trust has to come first, no matter where your team is based. People want to work with those they like and trust.

2. Communication counts:

Communication really is everything. When change is in the air, transparency, genuineness and authenticity should be at the top of their list. Here’s why: when our communication is light or even non-existent, people filI in the gaps. 

Follow along with what I call  the “Exploding Engine Theory”. If I take my car in for service at 9:00 am and my service rep Jack says “Shannon, I’ll be back by 9:30 to tell you our status- what’s good, and what isn’t.” and he does exactly that, what happens? My shoulders relax and I believe him.

If he doesn’t come back as planned and I have to find him, my mind fills in those gaps. I figure something must have gone very wrong if Jack doesn’t return: perhaps the engine exploded. Of course, that’s highly unlikely but it’s the consequence of poor communication.

3. Spend time with your people:

This sounds simple, but it often isn’t. As CEOs we have many demands on our time. Our employees want to know, and see that we’re paying attention.

This can be especially challenging when change is going on all around us and we have in-person, hybrid and remote teams. 

Remember why your leaders joined your organization in the first place. It can be lonely for team members out there. Seeing and hearing you and your leadership team can make all the difference. 

Try these strategies to improve communication and clarity:

1 . Onboarding is key and can be difficult in a hybrid or remote work environment. What you want is to get new hires’ buy-in quickly and in advance. Don’t wait until the day they start to bring them into the fold. Send them a little company swag or have “thank you” notes sent by their leaders-to-be.

2 . This sounds simple, but often we forget to provide people with the who/where/what and they may be too shy or hesitant to ask. This works for both new and existing employees. Let them know how communication works in your environment, how decisions are made and what you’ll need to do to be able to do it quickly for them.

3 . Providing a mentor or “buddy” can be key. Again, this works for new and even existing team members, especially with a distributed workforce. You have to figure out how to replace or add onto that “water cooler” effect when there is no water cooler. It’s great to offer a peer buddy across departments, for example. You can also mentor both ways. Have younger professionals mentor seasoned professionals in certain areas too.

4 . Especially when working with newer leaders, it’s critical to help them understand that a big part of their job is to pave the way and remove obstacles for their team. To do that, their ability to communicate with clarity is key. The transition from manager to leader can be a tough one and it often shows up right away when their teams aren’t right in front of them; they are in another city, or their only contact is on a screen. Often, the key is simply to ask “how can I help you today?”

KEEP CALM AND COMMUNICATE

Your team really is paying attention to you and they will notice your actions. They are looking to you for guidance and reassurance. Being able to communicate effectively under the pressures of the day will help the team feel like they’re coming together as one entity and focusing on what needs to be done at any given moment.

The last thing you want is for rumours to start circulating as this creates a fractured team who will feel like they’re working against each other. The best thing to do in any situation of uncertainty is to address everyone within the organization at the same time, as soon as possible, that way everyone is hearing the same information at the same time from the same person. It eliminates doubt and reduces the anxiety that people naturally feel during uncertain times.

Emotional intelligence is a huge priority when navigating uncertainty, so it’s important to remember that you’re a human being communicating with other human beings. In a crisis situation it’s natural for people to go into freeze, fight or flight mode, so the sooner you can allay their fears and insecurities, the better.

LISTEN TO UNDERSTAND

When you’re in a leadership position it’s easy to fall into a hierarchy model where you sit at the top, call all the shots and make all the decisions, but this isn’t always the best approach to take as you’re making assumptions on what you think people need, rather than listening to what they actually need.

People want to feel seen and heard, they don’t want to feel dictated to. Not only does this impact their morale but it will also affect their performance and willingness to work towards the vision and mission of the business. 

One way to help employees feel more engaged is to create a weekly ‘open door’ policy, where people can spend time with you to discuss their ideas or challenges and get input from you. This will help you to feel more connected to those driving your business forward, but also improves their sense of belonging. When people feel like they’re being taken seriously and that their voice matters, they’re more motivated and committed to doing good work over a longer period of time. 

AN OPPORTUNITY FOR GROWTH

The most successful leaders know that they can’t predict the future, but they certainly have plans in place for when the inevitable does happen. Resilience is key in navigating choppy waters, so investing in building resilience at a team and individual level will pay off in the long run. This means professional development for your team is a must.

You may have heard the saying “Pay me now or pay me later”. This is especially true when you consider the cost of professional development. If you don’t offer it, encourage it and put it on your agenda, you’ll soon discover your employees will leave you for another organization that does. 

Don’t wait! Hiring specialist consultants and trainers throughout the year helps to equip employees with the skills needed to not only navigate but successfully pivot during uncertain times and forge ahead regardless of the situation. Resilient teams tend to perform better under pressure and can adapt and evolve when needed, with limited disruption to the overall performance of the organization.

While navigating uncertainty can be challenging, the best leaders recognize that this can be their “secret”. It provides opportunities for innovation and growth and gives them a competitive edge. The comeback is always greater than the setback and there’s always a lesson to be learned, sometimes that lesson is to be better prepared for uncertainty.

Bio: 

Shannon Alter, CPM ® works with organizations that want to communicate with clarity so they can gain influence in their market, build better relationships and grow their business. She has over 30 years of experience in commercial and retail real estate management and hospitality. Her programs have been used throughout the United States and internationally by organizations of all sizes.

Shannon is a National Instructor for the Institute of Real Estate Management (IREM®), and the American Management Association (AMA) and has trained professionals in 10 countries. She has held the volunteer position of RVP for IREM and is a Past President of IREM Orange County. 

Her 3rd book, “Be Influential: Surefire Ways to Improve Your Presentation Skills” was published in Summer 2023. She is the author of two earlier books, leadership white papers and numerous industry articles, including a long-time industry column.

She is a graduate of the University of Southern California. 

Website: www.leadersexceed.com

LinkedIn: www.linkedin.com/in/shannonalter

Shannon Alter
meeting with company directors to discuss financial figures and results

Avoiding AI Pilot Purgatory Requires Full Support of the C-Suite

Developers can earn buy-in from leadership teams by clearly conveying how AI projects deliver value and align with key business objectives

Despite being a clear focus for companies across a wide array of industries, it’s expected that numerous AI or machine learning initiatives will become stuck in the pilot phase over the next 12 months, with this stagnation commonly referred to as pilot purgatory.

Gartner estimates at least 30% of generative AI (GenAI) projects will be abandoned after the proof of concept (PoC) phase by the end of 2025, primarily due to poor data quality, inadequate risk controls, escalating costs or unclear use cases. 

According to Bartek Roszak, Head of AI at STX Next, development teams should consider a project’s feasibility and potential from the outset to earn the backing of the C-suite and successfully transition from PoC to production.

Roszak said: “A swathe of companies have rushed to implement GenAI solutions, but the reality is that the bulk of these projects will never come to fruition. Gartner’s prediction that 30% will be abandoned looks to be conservative at this stage – this figure is more likely to be around the 75% mark.

“For many C-suite leaders, AI is still relatively new, which can create hesitation when it comes to making considerable investments in the technology. To gain their support, it’s important to first present a clear outline depicting how AI can transform the business and satisfy long-term goals. 

“After establishing the vision, the next step is to introduce low-risk pilot projects that deliver quick, measurable returns. These pilots help prove AI’s effectiveness and demonstrate that more ambitious goals are achievable, which builds confidence and trust among key individuals in the proposed strategy.

“AI projects, like any other, must ultimately deliver clear business value. When we say AI strategies should align with business goals, it simply means that before a project even begins, there must be a well-defined objective and a consistent way to measure whether or not targets have been achieved. 

“The reason we emphasise this so much now is that, in the past, many companies treated AI implementation as a goal in itself. This has led to myriad pilot projects failing to reach production because it was difficult to justify significant investment in something that didn’t clearly benefit the company.”

Roszak also believes development teams must contain strong leaders, capable of working with a range of stakeholders, to deliver AI deployment.

“Leaders need collaboration and communication skills to foster effective teamwork between AI experts, subject matter experts, and other stakeholders to encourage everyone to work towards shared objectives. Agility and flexibility are also key for adjusting plans and resources as challenges arise, keeping the project on track. 

“A strong technical understanding of AI enables informed decision-making and helps balance innovation with feasibility. Finally, effective change management is essential for navigating organisational shifts, securing buy-in and ensuring smooth AI adoption.”

Roszak concluded: “Successfully scaling a GenAI project requires a solid strategy and a well-structured AI roadmap that enables a seamless journey from PoC to production, with no room for PoCs that are impractical or too costly. Following these steps can win the support of the C-suite and help initiatives avoid the dreaded pilot purgatory phase.”

upset entrepreneur and tired business owner with burnout

C-Suite Burnout: Is Your Business Encouraging Sabbaticals?

By David Banaghan, Interim CEO at Occupop

In today’s fast-paced corporate world, the wellbeing of C-Suite employees is increasingly under threat.

According to a landmark study by Deloitte, 70% of C-Suite executives interviewed were at risk of burnout and considered moving to organisations that offer better workplace cultures.

This alarming statistic raises fresh questions about how businesses can improve their wellbeing support to help retain staff and precent burnout.

David Banaghan, Interim CEO at recruitment software experts: Occupop said: “With 20% to 50% of employee turnover a result of burnout, burnout is a pressing concern for businesses and HR departments in particular.

“One option to combat this could be the use of sabbaticals which can have restorative health benefits while improving your internal staff retention statistics.”

We explore how businesses can enhance their wellbeing initiatives, with a particular focus on the benefits of sabbaticals.

The importance of C-Suite wellbeing

As the highest management level in any given organisation, C-Suite executives are often the driving force behind a company’s strategic vision and long-term success.

Despite this, C-Suite wellbeing can often be overlooked with 73% of C-Suite reporting they don’t feel able to take time off work and fully disconnect.

While 20% of UK workers experience burnout, it can be particularly detrimental at executive level because it affects not just the individual, but also the entire organisation.

Stressed and overworked leaders may consequently struggle to make clear decisions, foster innovation and effectively guide their teams. Over time, this can erode company culture and employee morale, leading to higher turnover rates and a decrease in overall performance.

To mitigate these risks, businesses need to take proactive steps to support the wellbeing of their executives. By doing so, they can retain top talent, ensure long-term leadership stability and create a more resilient organisation.

Can sabbaticals be a powerful tool?

One of the most effective ways to support the wellbeing of C-Suite executives is through sabbaticals. A reported 90,000 UK professionals are estimated to take a career break each year with a further 62% saying they’d take one if it were an option.

Historically, sabbaticals have been rare outside of academic professions, yet businesses are starting to embrace their benefits: affording executives the opportunity to recharge and return with renewed energy and a greater sense of perspective.

The benefits of sabbaticals are well-documented. In the UK, 50% of respondents who took sabbaticals did so relieve stress: 43% of which reported improved mental health as a result.

For executives, a sabbatical offers a rare chance to reflect on their personal and professional goals, explore new ideas and gain fresh perspectives. This period of reflection can lead to greater clarity in decision-making, improved leadership skills and a deeper commitment to their role.

Encouraging sabbatical uptake

Despite some clear benefits, many executives may – understandably – be hesitant to take sabbaticals. When asked why C-Suite executives were reluctant to take time off, 24% reported having too much work to do while 22% questioned whether others would be able to cover for them while away.

Businesses can play a crucial role in encouraging sabbatical uptake by addressing these concerns and fostering a culture that values and supports employee wellbeing at all levels.

Here are some practical tips to encourage uptake:

Create a sabbatical policy

If you are considering employing a sabbatical policy, be clear around what expectations are. Having a clear and well-communicated sabbatical policy is the first step in encouraging executives to take time off.

The policy should outline the eligibility criteria, duration of the sabbatical, and any expectations around communication and workload management during the break.

By providing a structured framework, companies can make it easier for executives to plan their sabbatical and feel confident that their absence will not negatively impact the business.

Promote the benefits

Businesses can promote the mental and physical health benefits of taking an extended break through internal communications, wellness programs and workshops.

By highlighting the positive impact that a sabbatical can have on stress levels, companies can make a case for why executives (who may be silently suffering) should open-up and prioritise their wellbeing.

Provide support for roles in transition

Clearly, not all businesses will be set up to allow for sabbaticals and this may only be done in exceptional circumstances. One of the main concerns around sabbaticals will be how responsibilities are managed in an employee’s absence.

To address this, businesses can provide support in the form of succession planning, cross-training or interim leadership appointments.

By ensuring that there is a clear plan in place for managing the executive’s duties, companies can help alleviate the anxiety around taking a sabbatical.

Conclusion

In an era where nearly 70% of C-suite executives are considering leaving their organisations for better wellbeing support, businesses cannot afford to ignore the importance of executive health.

A sabbatical may be an effective means of addressing this and is not just beneficial for the individual – but your organisation as a whole.

David Banaghan, Co-Founder and Interim CEO at Occupop