Starfish Presents – Generations Unite

15/11/2023 by ben_898934jkerklfd90io2332

Hilary Clifford, Partner at Starfish Search, brought together leaders and experts for a webinar on Intergenerational Diversity.

Speakers included:

Rebecca Robins – a leading speaker on generational diversity
Lis Skeet – Director of Operations at Samaritans
Martin Rix (MRICS) – Chief Executive at Belong
Victoria McLean – CEO of City CV | International Career Consultancy | Hanover Group.

Starfish was created to change the world through human talent and as a company we bring dedication and commitment to authentic diversity as we search for tomorrow’s leaders. Diversity is more than representation and in the dynamic world of work today, intergenerational diversity is a significant factor in shaping the cohesion and performance of teams. Perhaps for the first time ever, we have five generations in the workforce and as we identify every generation, whether it is Silent, Baby Boomer, Gen X, Millennial or Gen Z, each brings its own perspective, strengths, and weaknesses.

Taking time to really understand the differences and identify the commonalities can be highly beneficial. Focusing on what we share as people in work and why we want to work in the jobs we have. Although we are all shaped by our experiences growing up, in education and employment, every generation also shares the same experience in getting a sense of purpose from work, valuing recognition and building relationships, connectivity and a sense of community with colleagues.  As the world in which we live and work changes at a rapid pace, we need to harness the strengths and experiences of each generation to build an agile and resilient workforce.

At Starfish Search we are future focused, developing leaders of tomorrow and working with many of our clients to consider the positive power of generational diversity. This may include sourcing from alternative talent pools and providing different career pathways to identifying the real benefits of each generation and celebrating this to promote understanding and reduce bias.  All of this is vital in considering your staff teams, working with volunteers, remaining relevant to current and future audiences and matching demand for your services.

Managing intergenerational differences effectively in the workplace is vital to create advantage and overlooking this can lead to communication barriers, bias and cultural fragmentation. When employers put time and effort into understanding different needs then there are many benefits to be had. At Samaritans, an organisation with over 20,000 volunteers and 300 staff, there is significant age diversity across the groups. Investing in intergenerational training, teams and structures creates higher levels of energy and understanding in a non-hierarchical structure with a common purpose, delivering support to people and preventing deaths from suicide.

At Belong, a leading provider of specialist care for older people, they value generational diversity, for their teams and their residents, seeing the value of reverse mentoring, innovation and implementation and providing reassurance and experience across the age ranges.

Many companies and charities are establishing Next Gen boards or Youth Advisory boards to inform future strategy, build market insight and test value propositions.

Organisations which value diversity and embed it across their structures, systems and processes, have a much greater chance of creating authentically inclusive cultures and in turn will attract people who want to join them and who have the curiosity, agility and appetite for learning which adds collaborative muscle to any employer.

Life is changing at speed and at Starfish we are here to navigate this unpredictability. Whether it is senior leadership talent, non-executive directors, or interim managers that you need, Starfish will help you find the right leaders to carry you upwards through change and beyond.

Contact Hilary.Clifford@starfishsearch.com  for a further conversation

Menopause in the workplace

09/11/2023 by ben_898934jkerklfd90io2332

Starfish Search’s Lorraine Payne and Sunita Patel look at the importance of breaking down the stigma around menopause for a more inclusive and empathetic workplace.

To view the article please click the image below

Top Talent: HR & OD

04/10/2023 by ben_898934jkerklfd90io2332

IMM Survey 2023

04/08/2023 by ben_898934jkerklfd90io2332

According to the Interim Management Report 2023, companies have been increasingly hiring interim managers with a key focus on change management to drive significant transformation projects. This indicates that businesses recognise the value that interim managers bring in guiding organisations through periods of change and ensuring successful project outcomes. Additionally, companies utilise interim managers to address temporary capability and competence gaps. This highlights the flexibility and adaptability of interim managers, who can quickly step into roles and contribute their expertise without the need for a long-term commitment.

Moreover, interim managers are sought after for their ability to handle urgent crisis management needs. Their experience and leadership skills make them valuable assets in navigating challenging situations and helping businesses respond effectively to unexpected crises.

The theme of Diversity and Inclusion is prominent in professional life, and it is really encouraging to see that this year’s respondents closely align with the ethnic diversity of the UK population. This indicates a positive step towards greater representation and inclusivity within the industry. Regarding gender diversity, the survey achieved a 30% female response rate, showcasing a gradual upward trend. Overall, these findings highlight the ongoing efforts to promote diversity and inclusion within the professional field, both in terms of ethnicity and gender representation, while acknowledging the importance of further advancements to achieve greater parity.

Our take on the 2023 findings: 

1. Increased Demand and Optimism: the survey evidences a strong bounce-back post COVID, indicating that economic activities are picking up, and there is a positive trend in the job market.
2. Importance of Recruitment Partners: The survey’s findings highlight an important aspect of the interim job market: securing the next assignment can be a significant challenge for many interims. There is evidence to show that increasingly individuals are sourcing roles via recruitment partners and not directly. Effective networking within this space is essential to maintain a strong pipeline of opportunities.
3. Increasing New Entrants: There has been an increase in individuals becoming interim managers and pursuing this as a career option. Individuals are recognising the benefits of increased flexibility, diverse work experiences, and the opportunity to work on challenging projects.
4. Communication is Key: Improved communication from Interim Providers is indeed crucial for the well-being and success of the interim community. Effective and consistent communication throughout the entire process – from seeking assignments to completing them – can significantly enhance the experience of interims and foster positive relationships.

Based on the findings, Starfish commits to supporting interims by:

1. Inclusivity: Starfish aims to make the interim profession more inclusive, and representative of the communities served by our public sector clients. Inclusivity is crucial for building a diverse and talented workforce that reflects the broader society’s demographics and experiences.
2. Support and Feedback: Starfish’s commitment to providing more structured advice and support to interims throughout the recruitment process, from application to onboarding, can significantly enhance the overall experience for interims.
3. Honesty: we treat clients and candidates with the upmost respect, we are honest with feedback, recommendations, advice, and support. We truly value our relationships and strongly believe in making sure that every conversation or interaction with Starfish, client’s and candidates have the best possible experience.

Here at Starfish, we are delighted with our jump from 64th in 2022 to 23rd in 2023, earning us gold tier provider status! Such significant progress in a year reflects the fantastic service provided to our clients and candidates, and it reaffirms the efforts made by the Interim Practice since its formation in 2019. Recognition of the rate of progression and the acknowledgment of the quality of service we offer are well-deserved rewards for our hard work and commitment to our clients and candidates. It’s evident that our relationship based approach has played a crucial role in achieving this success.

By continuing to maintain good practice and offering value-driven services, it’s entirely possible for Starfish to make even further progress and become a platinum partner next year.

At Starfish we are proud to collaborate with our clients in diversifying their leadership teams, extending our services to organisations across the public and social sectors. At Starfish Search, we offer specialised services in senior executive search and interim management, with a clear goal of assembling robust and diverse leadership teams. Our primary focus is on cultivating effective leadership by empowering individuals to reach their full potential. We are strong advocates for promoting talent from all backgrounds, aiming to foster an environment where new leaders are inspired to step forward.

For more information, please contact ben.manojlovic@starfishsearch.com

How current are you in the new leadership economy?

12/05/2023 by ben_898934jkerklfd90io2332

Any time of uncertainty, upheaval and distraction inevitably leads to change; to shifts in power and influence that ultimately shape the development of the cultures we live and work in. In a fast-moving digital age, instability creates space for new thinking and philosophies to develop and movements to take hold at pace, and at scale. Regardless of the stance we take individually on any number of open debates, it’s hard to argue that we don’t live in a time of tension, conflict and even stand off as the principles that will govern how we run our institutions and value our communities continue to be negotiated.   

Looking back on them from April 2023, the pandemic years of 2020-2022 have formed part of a broader, dramatic period of turbulence, and progress, on many different levels. When it comes to what we value in the running and governance of our institutions we are arguably in a ‘new’ skills economy, illustrated by an emerging premium on certain values and behaviours that are suited to flatter organisations and cultures, where power and influence is more distributed, and business happens increasingly through negotiation and partnership. 

In the new economy, modern institutions are more equitable in their structures, and in their cultures. As ever, there is a balance of course – all organisations require direction and order, yet the truly modern leaders of the post pandemic age exhibit very clearly a series of attributes that would have been considered ahead of their time only five years ago. In an equitable organisation, consultation may be more frequent yet there may also be greater onus on employees to accept their own personal accountabilities in getting the operation to work smoothly. As ever, where power is more distributed, so is accountability. 

The top 10 leadership attributes we observe in the new cohort of Chief Executives are:

1. They balance the clarity and order required to set direction effectively with a ‘low ego’ style in which they openly acknowledge that the institution doesn’t have all the answers. 
2. They’re emotionally intelligent, inspiring workforces to follow them, often through intensive and unsettling periods of change, through openness and unerring commitment to goals and values.
3. In settings where decision making is more devolved than ever before, and where employees demand increasing inclusion, they set an expectation that the workforce also has to assume greater accountability if the deal is to work.  
4. They are open to challenge and increasingly personally resilient. 
5. Many are big picture people with a willingness to bring constructive and bold challenge to whole systems and sectors.    
6. They tend to be collaborative and outward facing, having accepted that more can be achieved at scale by joining forces.  
7. They exhibit the confidence to occupy exposed positions in increasingly unpredictable environments, in the knowledge that a more agile and mission driven organisation is behind them. 
8. They are increasingly visionary.
9. They demonstrate strong personal motivation, often expressed through a commitment to social value or social justice.  
10. They are committed to the mission and manage performance, collectively and individually, through moral imperative which underpins attitudes to performance.  

There is inevitably greater pressure to evolve at pace in sectors that are most exposed to diverse populations of changing attitudes. Other institutions are slower to change for many reasons, yet they recognise subtle shifts in what is needed to lead and govern well. But there have been many stories covered by the press in recent weeks – whether about the role of Government Ministers, the culture of the Metropolitan Police and devolved governments, or the workers revolt at John Lewis – that perhaps suggest a prevailing new economy, in which we all have a say. 

Webinar Programme 2023

11/05/2023 by ben_898934jkerklfd90io2332

Webinar Programme 2023

At Starfish Search we are committed to work with people as they transfer through their careers. We run our quarterly webinars to offer practical tips and advice for candidates who may be looking for new job opportunities. These webinars are delivered in partnership with City CV. City CV provide a complete range of professional writing and coaching services to thousands of individuals within the not-for-profit and public sectors across the globe. This includes CV writing, LinkedIn profile writing, personal statements, cover letters and applications in addition to career coaching, executive coaching and interview coaching.

Incredible Interviews

June 14^th 12:00 PM – 13:00 PM

We know how daunting it can be to go to a job interview, particularly if you are a bit out of practice and not sure what to expect. The right preparation will make all the difference and give you the confidence to answer those tricky questions

https://us06web.zoom.us/webinar/register/WN_bdFbWkx2QDuHFCL83bLDSw

Get Board Ready: Launching your NED Portfolio Career

July 12^th 12:00 PM – 13:00 PM

Playing an active role in the success of another organisation can be hugely beneficial to your executive career. Whether you’re currently seeking a new challenge, launching or diversifying your portfolio career, or contemplating a staged route to retirement, this could be a great time to explore Non-Executive Director roles. We firmly believe you are never too young to start thinking about being a NED

https://us06web.zoom.us/webinar/register/WN_76FCk9WpR_mI93kw-O8-4A

The Perfect CV

September 20^th 12:00 PM – 13:00 PM

Writing your own CV doesn’t come naturally. Everyone benefits from fresh eyes, perspective and industry insight. With fewer open roles in the market, it’s never been more important to understand what recruiters look for in a CV, overhaul your CV and have your burning questions answered.

https://us06web.zoom.us/webinar/register/WN_IxV6h8rCQ0iWbvDmCQa4OQ

Get Board Ready: Launching your NED Portfolio Career

November 8^th 12:00 PM – 13:00 PM

Playing an active role in the success of another organisation can be hugely beneficial to your executive career. Whether you’re currently seeking a new challenge, launching or diversifying your portfolio career, or contemplating a staged route to retirement, this could be a great time to explore Non-Executive Director roles. We firmly believe you are never too young to start thinking about being a NED

https://us06web.zoom.us/webinar/register/WN_eU6bN_nmSKKWPWOKebrbVw

Staying visible in a hybrid world

by ben_898934jkerklfd90io2332

Hybrid working is here to stay, but we have to recognise that important changes need to be made in order to thrive in this new world. Working remotely gives employees greater flexibility and global connectivity. It also allows organisations to recruit more widely, enabling team members to join from almost anywhere. Many organisations have moved all their staff to hybrid working and downsized their offices, enabling colleagues to balance their work and life commitments more easily. The office for many people is now a tech platform, we can work from anywhere. What is there not to like?

All true, but of course any change brings new issues and hybrid working can result in many employees feeling less connected, with a sense of loss and lack of community within the workplace.

Collaboration can be the first thing impacted. Studies have shown two thirds of employees feel less connected at home; individuals feel like a ‘worker’ not a member of a ‘family’. If people begin to feel like workers rather than team members, there is evidence that it will impact negatively on morale and productivity.

When we spend less time working together face to face, we need to invest more time as leaders in our communication, checking in with colleagues both formally and informally. We need to be aware of proximity bias. Proximity bias describes how leaders tend to treat workers who are physically closer to them more favourably, and stems from the antiquated assumption that those who work remotely are less productive than those who work from the office. Proximity bias is not intentional, the mental short cut for managers can be that they make decisions on familiarity rather than objectives views. It can sometimes feel easier to evaluate the work of onsite employees and you can end up offering them more interesting projects because they are visible.

The opportunities for creating a more diverse workforce can suffer, people can feel a greater sense of exclusion; we have to be aware of how we communicate and engage with our employees and colleagues, to create a tangible sense of community where we all belong.

At Starfish we recognise that life is changing at speed, and we are here to help organisations in this unpredictable age by staying ahead of the curve and thinking creatively. We’ve recently run a series of webinars to help navigate the challenges that the new hybrid working world brings.

The visibility framework, recently shared by Victoria McLean CEO of City CV, in our webinar with Public Services People Managers’ Association (PPMA), gave us some interesting observations. Remote teams need consistent, inclusive interactions—but they need to be the right type, done in the correct way. This can be done in three ways.

• Social visibility,where you foster positive personal connections and building relationships in work time.
• Strategic visibility. Contributing ideas and advice on projects and having a say in business decisions.
• Supportive visibility. Building team members up by recognising and sharing their good work with others and creating equal opportunity situations.

What can we do as leaders to support visibility with our teams and colleagues?

• While virtual meetings allow greater attendance and flexibility, they can lack that social aspect. Some organisations now start their online meeting five minutes early to encourage social interactions.
• Encouraging staff to be more active on forums/team chats to connect beyond the transactional work discussions. Investing in our social dimension creates the glue for our teams and organisations.
• With strategic visibility, everyone should be given the same platform to contribute and give ideas whether they are working in the office or remotely. Leaders need to consciously recognise others and let everyone know about it, so that achievements and contributions can be acknowledged.
• Employees supporting colleagues has always been the key to a successful team. Being responsive and accessible is equally important wherever you are working.
• Communication and engagement is harder to get right across the different platforms, so it’s important to put the right training, support and measures in place. Our own definition of hybrid can be impacted by our different working habits. Our different environments, distractions and work-life balances all impact our view. You cannot ignore these experiences but working these into polices and expectations, can help with some of the challenges faced.
• In person inductions for new starters to provide more opportunities to learn and shadow.
• Requesting cameras are on in virtual meetings to encourage interaction and avoid distraction.

Hybrid working has shifted the focus for people and as leaders we need to invest in new approaches to ensure we are listening, communicating, and providing a work community which maximises potential. It is an ongoing process of connection, review, and response.  No one has all the answers, and it is a constantly evolving leadership issue that needs focus and commitment. What is important is to recognise this, and put in place as much support throughout your organisations to support your team members to thrive.

Starfish | Building Cultural Capital in a Hybrid World

05/04/2023 by ben_898934jkerklfd90io2332

Hybrid working is here to stay within many of the sectors that Starfish Search work with. It gives employees greater flexibility and global connectivity. It also allows organisations to recruit more widely, enabling team members to join from almost anywhere. Many charities have moved all their staff to home working and downsized their offices in the process, enabling colleagues to balance their work and life commitments more easily. The office for many people is now a tech platform, and we can work from anywhere. What is there not to like?

All true, but of course any change brings new issues and hybrid working can result in many employees feeling less connected, with a sense of loss and lack of community within the workplace.  If people begin to feel like workers rather than team members, there is evidence that it will impact negatively on morale and productivity. Ironically, the opportunities for creating a more diverse workforce can also result in a greater sense of exclusion if we don’t consider how we communicate and engage with our employees and colleagues, to create a tangible sense of community where we all belong.

We heard from three leaders at our webinar (link) who shared some fascinating examples of the work they are doing to encourage a greater sense of culture and community. Communication is once again critically important – to ensure that employees feel heard and providing opportunities for everyone, even those who are natural introverts, to participate in the discussion.

When we spend less time working together face to face, we need to invest more time as leaders in our communication, checking in with colleagues both formally and informally. We need to be aware of proximity bias, a situation where those who are more visible are more valued and, decisions can then be made on familiarity rather than evidence. If we have people working flexibly to manage their time and commitments, then the tools for communication such as instant messaging can be detrimental and flexible working becomes constantly working. Also, there is emerging evidence that remote workers will be promoted less often than those more visible in the workplace.

As leaders we need to consciously recognise others and let everyone know about it, so that achievements and contributions can be acknowledged. Investing in our social dimension creates the glue for our teams and organisations.

For any organisation, cultural capital is about the sense of us, our community linked to our purpose and understanding the centrality of people to the business. Hybrid working has shifted the focus for people and as leaders we need to invest in new approaches to ensure we are listening, communicating, and providing a work community which maximises potential. It is an ongoing process of connection, review, and response.  No one has all the answers, and it is a constantly evolving leadership issue that needs focus and commitment.

At Starfish we recognise that life is changing at speed, and we are here to navigate this unpredictable age by staying ahead of the curve and thinking creatively for our clients. Starfish was created to change the world through human talent – and we know that the right change must be driven by the right people.   If you would like a confidential conversation about our services, please contact Hilary.Clifford@starfishsearch.co.uk

Top Talent: Communications and Marketing

30/03/2023 by ben_898934jkerklfd90io2332

To view the article please click the image below

Starfish has recently joined This is Me which is a business led mental health campaign.

22/02/2023 by ben_898934jkerklfd90io2332

At Starfish we are committed to supporting the health and wellbeing of our colleagues and have a range of benefits and initiatives in place to ensure that everyone can be their best in the workplace. In support of our philosophy, Starfish is proud to announce that we have joined This is Me, part of the Lord Mayor’s Appeal. This is Me is a business led mental health campaign that aims to change attitudes towards mental health through open conversations and education.

Joining This is Me will give all Starfish colleagues access to 3 tools; The Green Ribbon Campaign (a visible commitment to help end the stigma around mental health), This is Me Storytelling which supports the sharing of colleague lived experiences, and Wellbeing in the Workplace learning resources which ensure that colleagues have the skills to support one another at work. Starfish colleagues will have the opportunity to take part in a number of wellbeing events this year as we seek to connect regularly and grow our business in a fun and sustainable way.

To find out more here