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As a leader I am sure you will agree that leadership is a rewarding journey on the whole. However, it’s often a journey that is travelled under significant pressure. The weight of responsibility, decision-making, and managing people can lead to stress that doesn't just impact you but ripples out to your team, organisation, and your family life. Recognising, understanding, and managing this stress is crucial for sustaining effective leadership and fostering healthy workplace cultures. The Dynamics of Stress in Leadership Stress manifests differently for every leader. For some, it may show up as physical symptoms like fatigue, headaches, or difficulty sleeping. For others, it's emotional or behavioural—irritability, indecisiveness, or withdrawal. Prolonged stress can lead to burnout, reduced productivity, and poor decision-making (Harvard Business Review, 2022). Stress isn’t always about workload. It can stem from unclear expectations, navigating complex team dynamics, or facing the weight of constant change. The challenge is that leaders often feel they must carry this weight silently, believing vulnerability undermines authority. Yet, the reality is that unaddressed stress can lead to miscommunication, disengagement, and a culture where pressure becomes the norm rather than the exception. The Ripple Effect of Leadership Stress Individual Impact: Chronic stress can erode a leader’s health, relationships, and overall wellbeing. It can lead to poor mental health outcomes and diminish one’s sense of purpose and satisfaction in work. Family Impact: The stress a leader experiences doesn't stay at the office. It can strain relationships at home, reduce emotional availability, and contribute to feelings of guilt and isolation. Team Impact: Leaders set the tone for their teams. Stress can result in less empathetic leadership, strained communication, and a lack of psychological safety. This may discourage innovation and increase turnover. Organisational Impact: Persistent stress in leadership can contribute to a toxic culture, poor performance, and higher absenteeism rates. It affects organisational resilience and long-term sustainability (CIPD, 2025). Recognising Stress Managing stress starts with awareness. Leaders need to recognise not just when they are under pressure but how it manifests. Reflection is key, as is understanding the unique triggers and patterns that heighten stress levels. Here, subtle insights from personality frameworks like the 5 Voices can offer valuable guidance. Each leadership style may respond to stress differently. For instance: • Leaders who prioritise harmony may feel overwhelmed when facing unresolved conflict. • Leaders who value precision and excellence might experience stress when faced with ambiguity or rushed decisions. • Vision-oriented leaders could feel trapped if they're bogged down in details. • Process-driven individuals might struggle when systems break down or when rapid change disrupts routines. • Empathetic, people-focused leaders may carry the emotional weight of their team's wellbeing. Understanding these tendencies can help leaders pinpoint when stress is rising and why. It also highlights that there's no one-size-fits-all solution. Managing stress is about recognising what matters most to you and ensuring those needs are met sustainably. Strategies for Managing Stress Pause and Reflect: Take time to identify stress triggers and patterns. Journaling or quiet reflection can help in recognising emotional signals early. Connect with Peers: Leadership can be lonely. Building networks where honest conversations are welcomed can provide perspective and reduce isolation. Embrace Healthy Boundaries: Knowing when to switch off is vital. Leaders who model balance encourage the same for their teams. Reframe Pressure: Sometimes, changing the narrative around challenges can reduce their emotional weight. This doesn't ignore reality but reshapes how it's perceived. Coaching Support: Engaging with a coach offers a safe space to explore challenges, build resilience, and develop strategies for maintaining balance. Coaching can provide insights into stress responses and practical ways to manage them without compromising leadership effectiveness. To summarise Stress is an inevitable part of leadership, but it doesn't have to define it. By recognising how stress manifests, understanding personal triggers, and implementing practical strategies, leaders can sustain their wellbeing and lead with clarity and purpose. To help understand what your triggers are why not take our free 5 Voices assessment here Investing in personal development and seeking coaching support is not a sign of weakness but a commitment to sustainable leadership. It ensures that the leader, their team, and the wider organisation thrive—not in spite of challenges but through navigating them with resilience and authenticity. Book a call with me here to talk through what you are experiencing and what you would like to achieve. Harvard Business Review. (2022). Managing Stress as a Leader. CIPD. (2025). https://www.cipd.org/uk/knowledge/factsheets/stress-factsheet/ Giant Worldwide. (n.d.). The 5 Voices Framework.

In leadership it’s easy to believe that success comes from having a plan and going for it perhaps with big, bold moves. But the reality? Curve balls. Progress is almost always built step by step. And that’s not just okay—it’s powerful. Let’s be tenacious! Leader’s who succeed are tenacious, they show determination and persistence in pursuing goals despite challenges and setbacks. Tenacity encompasses: - Resilience : Bouncing back from failures and continuing to push forward. - Commitment : Staying dedicated to the vision and objectives, even when progress is slow. - Problem-Solving: Continuously seeking solutions and not giving up when faced with obstacles. - Inspiration : Motivating and encouraging the team to stay focused and driven, no matter the difficulties. Tenacious leaders are often seen as role models who inspire others to persevere and achieve success. Tenacious leaders take one step at a time. The Small Step Advantage Why do small steps matter so much? Because they build momentum. Every small, intentional action creates a sense of progress, which fuels motivation and confidence over time. Recognizing small wins can significantly boost motivation and performance (HBR, 2011). Regardless of your leadership style, borne from your personality preferences, small steps help achieve goals. For leaders who value stability, small and steady progress provides a reliable foundation for sustainable growth. For those who dream big, small steps turn ambitious visions into achievable milestones. And for leaders focused on relationships, each small moment of connection strengthens trust and fosters deeper engagement. Meanwhile, those who thrive on supporting others can find meaning in everyday actions that nurture growth, while leaders driving towards bold goals benefit from breaking ambitions into clear, actionable steps that maintain momentum (McKinsey, 2022). How to Lead with Tenacity, One Step at a Time 1. Define What Progress Looks Like: Start by getting clear on what small progress means for you and your team. It might be setting weekly goals, holding reflective check-ins, or focusing on one key priority each day. 2. Celebrate Consistent Wins: Don’t underestimate the power of acknowledging small achievements. Recognition of progress—no matter how small—builds momentum and motivation within teams. 3. Embrace Uncertainty: You won’t always know the next step, and that’s okay. Tenacity means trusting the process, learning as you go, and leaning into uncertainty with curiosity, not fear. 4. Seek Support: No leader thrives in isolation. Connect with peers, mentors, or a coach to reflect on your progress and challenges. Feedback and perspective can be the catalyst for confident next steps. 5. Reflect and Refine Take time each week to reflect. What’s working? What needs adjusting? Reflection isn’t a luxury; it’s a leadership necessity for long-term resilience. The Real Secret to Sustainable Leadership Success isn’t about speed or perfection. It’s about showing up, step by step, and staying committed to the journey. The leaders who thrive are those who understand that persistence isn’t about relentless hustle—it’s about consistent, thoughtful progress. So, if you’re feeling overwhelmed or uncertain, remember this: small steps lead to big change. And that’s more than enough. Go to The Unlikely Executive Podcast Episode 5 where I explore the power of tenacity in leadership with CEO and Founder of StrokeInformation Nick Clarke. If you’re looking to build resilience and lead with clarity, this episode is for you. Take a step now Come and join me on 5 Voices for Teams programme where we cover tenacity, resilience, leadership and team performance. You get a chance to celebrate your approach to tenacity while understanding other perspectives, leading to enhanced performance for everyone. I support leaders in non-profit organisations and those passionate about Leadership for Good. My mission is to help leaders recognise their brilliance—and that of their teams—so growth is sustained and accelerated.

Taking on a senior leadership role, whether Project Director or Chair of the Board, is a significant milestone. When you think about why you took your last role do you recall seeking advice from others on whether the role was right for you? Nick, in the throws of trying to recover from a stroke, was encouraged by a fried to write a blog. The friend had created a blog page in anticipation of Nick’s answer. Nick had been thinking about writing a book, but recovery was slow, so he accepted his friend’s challenge to start writing a blog. The blog gained momentum, ultimately resulting in a charity for stroke survivors being set up by Nick. Well timed actionable encouragement indeed! We are often influenced by the advice and encouragement of colleagues and friends, even if in reality they know very little about what your day job is! While this support can be invaluable, it's essential to navigate the pros and cons of acting on others' advice and maintain control over your choices. Pros and Cons of Acting on Others' Advice Pros : • Diverse Perspectives: Friends and colleagues can offer different viewpoints, helping you see challenges and opportunities from various angles. • Emotional Support: Trusted friends provide encouragement and reassurance, boosting your confidence in making decisions. • Experience Sharing: Colleagues who have faced similar situations can share valuable insights and lessons learned. Cons : • Over-Reliance: Relying too heavily on others' advice can lead to a lack of personal accountability and decision-making autonomy. • Conflicting Opinions: Diverse perspectives can sometimes lead to conflicting advice, making it challenging to determine the best course of action. • Pressure to Conform: Feeling obligated to follow friends' advice can result in decisions that don't align with your values or vision. Staying in Control of Your Choices To maintain control over your choices while benefiting from others' advice, consider the following strategies: • Reflect on Advice: Take time to reflect on the advice you receive and how it aligns with your goals and values. • Seek Multiple Opinions: Gather insights from various sources to ensure a well-rounded perspective. • Trust Your Instincts: Ultimately, trust your instincts and make decisions that feel right for you. • Set Boundaries : Establish clear boundaries to ensure that you remain the primary decision-maker in your leadership journey. • Work with a Leadership Coach who can challenge you in a non-judgemental way to help unlock your own thinking about a situation or an opportunity Take a step now If you want to find out more about Nick’s journey please visit The Unlikely Executive Podcast Episode #5 where I explore how Nick Clarke CEO of StrokeInformation stepped into his role. If you are curious to know how other people’s actions and intentions influence your decisions come and join me on the 5 Voices for Teams programme where we cover personality preferences, communication, getting your message across and what it is like to be on the other side of you. I support leaders in non-profit organisations and those passionate about Leadership for Good. My mission is to help leaders recognise their brilliance—and that of their teams—so growth is sustained and accelerated.

You stepped into a new role—congratulations! But if you’re anything like most new leaders, at some point, you’ve probably had that sinking feeling… “Am I ready for this?” “What if I mess up?” “What have I done—get me out of here!” You’re not alone. The reality is, stepping into leadership can feel like being thrown in at the deep end—expected to make big decisions, manage complex dynamics, and lead with confidence, all while trying to prove yourself. But here’s the truth: You don’t have to have everything figured out on day one. The Hidden Challenges of Being a New Leader Every great leader has been exactly where you are. And while people might not talk about it openly, the first months in a leadership role are often a mix of excitement, uncertainty, and self-doubt. The weight of decision-making feels heavier than expected. It’s one thing to have ideas—it’s another to make the final call. You suddenly feel like you should have all the answers. But the reality? The best leaders ask great questions, not just give great answers. You worry about being “found out.” Imposter syndrome is real—research from KPMG found that 75% of executives have experienced it at some point in their careers. You’re managing people who might know more than you. And that can be intimidating, especially if you’re leading former peers or experienced team members. For different leadership personalities, the struggles show up in different ways: • The Guardian in us worries about making the wrong call and disrupting stability. • The Creative in us has big ideas but struggles with the reality of execution. • The Connector in us focuses on relationships but might hesitate to set boundaries. • The Nurturer in us wants to support everyone but may avoid difficult conversations. • The Pioneer in us pushes forward but risks leaving the team behind. What the Research Says: Leadership Takes Time Confidence isn’t instant —it’s built over time. A study from Harvard Business Review found that leaders who focus on small wins each week build confidence and resilience faster than those who expect immediate success. Most new leaders struggle with imposter syndrome. A survey by the International Coaching Federation found that over 70% of new managers experience self-doubt in their first year. Clarity comes with experience. Research from McKinsey shows that leaders who actively seek feedback and coaching in their first 6–12 months adapt faster and make better long-term decisions. So, How Do You Lead with Confidence (Even When You Feel Unsure)? 1. Accept That You Don’t Have to Know Everything Your job isn’t to have all the answers—it’s to ask the right questions, listen well, and make thoughtful decisions. Try this: Instead of pressuring yourself to “know it all,” start each day by asking: What’s one thing I can learn today? Who can I ask for insight or advice? 2. Build Relationships, Not Just Authority Your influence as a leader comes not from your title but from trust. Spend time getting to know your team, their challenges, and what they need to thrive. Try this: Set up 1:1 check-ins with key team members—not just to talk work, but to understand their motivations and perspectives. A Gallup study found that leaders who build strong relationships with their teams see 50% higher engagement and performance. 3. Set Boundaries Early New leaders often fall into the trap of trying to do everything—which leads to burnout. Boundaries are key to sustainable leadership. Try this: Be clear about working hours (for yourself and your team). Prioritise ruthlessly—not every issue is your issue. Practice saying no with confidence. Research from Stanford found that leaders who set clear boundaries experience 35% lower stress and make better long-term decisions. 4. Seek Out Feedback—But Don’t Take It Personally Feedback isn’t a sign you’re failing—it’s a tool for growth. Great leaders actively seek it, but they don’t let criticism shake their confidence. Try this: Ask your team, “What’s one thing I could do better as your leader?” and listen with curiosity, not defensiveness. A study in the Journal of Applied Psychology found that leaders who regularly ask for feedback improve their effectiveness by 22% within the first year. 5. Play the Long Game—Leadership Is a Marathon, Not a Sprint You don’t need to have it all figured out today. Focus on consistent, small improvements rather than overnight success. Try this: End each week with a reflection: What’s one thing I learned? What’s one thing I want to improve next week? Research from MIT Sloan found that leaders who engage in weekly reflection are 25% more effective in decision-making and team leadership. Final Thought: You’ve Got This It’s okay to feel unsure. Every leader starts somewhere. What matters isn’t perfection—it’s your willingness to learn, adapt, and lead with intention. So, if you’re in the early stages of leadership, or supporting someone who is, remember: ✔️ You don’t have to be perfect to be effective. ✔️ Your team values authenticity more than authority. ✔️ The best leaders grow into their roles—one step at a time. What’s one thing you’ll focus on this week to step into leadership with confidence?

Your mission is too important to let busyness steal your impact. The world needs leaders who don’t just run organisations but truly lead them—boldly, wisely, and with purpose. So, here’s the question: Are you leading with clarity, or are you just surviving the chaos? The Silent Crisis: Leaders Running on Empty If we don’t set clear professional boundaries, we risk losing ourselves in the process. The constant demands of leadership—meetings, emails, fundraising, team issues—can make it feel like there’s never a right time to step back. The problem? Without boundaries, burnout is inevitable. Think about your leadership style, and read the following to see if the descriptions resonate.. • The Guardian in you wants to ensure everything is done properly—but without boundaries, work never stops. • The Creative side thrives on vision and innovation—but exhaustion drains inspiration. • The Connector loves to support others—but when do you get the support you need? • The Nurturer puts people first—but neglecting your own wellbeing isn’t serving them either. • The Pioneer drives forward relentlessly—but pushing too hard can mean losing sight of the long game. The Evidence: Why Boundaries Matter for Leaders The research is clear: ✅ Burnout is a leadership risk: A Harvard Business Review study found that nearly 70% of nonprofit leaders experience burnout—leading to poor decision-making, high turnover, and reduced organisational effectiveness. ✅ Rested leaders make better decisions: Neuroscience research from the University of California shows that mental fatigue reduces strategic thinking ability by up to 40%. When you’re drained, you’re reactive, not intentional. ✅ Healthy boundaries improve team culture: Leaders who model work-life balance create healthier teams. A McKinsey study found that organisations with strong leadership boundaries have 23% higher employee engagement. ✅ Nonprofit leaders struggle to switch off: Research from the Chronicle of Philanthropy found that 62% of nonprofit CEOs work late evenings and weekends—even though studies show overwork decreases productivity after 50 hours per week. So, How Do You Set Boundaries Without Guilt? The idea of boundaries can feel uncomfortable—especially in a sector where giving, supporting, and showing up is central to the mission. But boundaries aren’t about saying no to your work; they’re about saying yes to leading well. 1. Define What’s Non-Negotiable for You If you don’t set the boundaries, the demands of leadership will set them for you. Get clear on: • Your working hours (and stick to them!) • When you’ll check emails (instead of being available 24/7) • What leadership priorities you’ll protect (vs. constant reactive work) 📌 Practical step: Block time in your calendar for deep work, strategic thinking, and rest—just like you would for an important meeting. A study in the Journal of Occupational Health found that leaders who set clear availability hours had lower stress levels and higher long-term productivity. 2. Communicate Your Boundaries with Confidence Your team and stakeholders won’t respect your boundaries if they don’t know what they are. Be upfront and frame boundaries as a way to be a better leader—not a lack of commitment. Try saying: “For me to bring my best thinking to this organisation, I’m protecting time for strategic work on Fridays.” “I don’t check emails after 7 PM, but I’ll respond first thing in the morning.” “I want to be fully present in meetings, so I won’t take calls during leadership sessions.” A Stanford study found that leaders who communicate clear boundaries gain more respect, not less—and create healthier workplace cultures. 3. Lead by Example—Give Permission for Others to Set Boundaries If you set boundaries but expect your team to be ‘always on,’ they won’t follow your lead. Create a culture where rest is valued as much as productivity. • Encourage team members to step away from emails in the evening. • Model taking breaks and leaving work on time. • Recognise that sustainable leadership is about pace, not just intensity. A Deloitte study found that organisations with leaders who openly prioritise wellbeing see a 25% improvement in overall team performance. 4. Reframe Rest as a Leadership Responsibility You can’t lead well if you’re exhausted. Taking time to recharge isn’t selfish—it’s strategic. The best leaders protect their energy because they know: 🚫 Overworking = Diminished creativity 🚫 Always being available = Reactive leadership 🚫 No time for thinking = No time for growth What’s one small shift you can make this week to protect your time and energy? Final Thought: Boundaries Make You a Better Leader The world needs you at your best—not burnt out, overwhelmed, and running on fumes. The stronger your boundaries, the stronger your leadership. So this week, challenge yourself: 🔹 What’s one boundary you need to reinforce? 🔹 What’s one thing you’ll stop doing to create more space for what matters? Because leading with impact isn’t about doing more—it’s about leading wisely.

You know you are in the right place, and that you want to make a different, not just to the bottom line, but to the people you work with and the communities you serve. But let’s pause for a moment. Are you leading with impact, or are you bogged down in the day-to-day? The guardian in you might be keeping the organisation steady, ensuring governance, compliance, and financial sustainability. Meanwhile your creative side sees a future full of possibilities, new initiatives, and big, bold change and your connector instinct wants to build partnerships and rally support. Another part of you, the Nurturer within you wants to ensure your people feel supported and valued. And then there’s the Pioneer—the strategist, driving forward with vision and courage. But here’s the challenge: when everything feels urgent, it’s easy to lose sight of what’s most important. The Risk of Getting Stuck in the Weeds Meetings. Emails. Stakeholder demands. The never-ending to-do list. It all feels necessary—because it is—but is it truly moving the needle? Research backs this up: A study by the Bridgespan Group found that non-profit CEOs spend up to 60% of their time on internal operations—meetings, problem-solving, and crisis management—leaving little time for strategy, innovation, and external engagement. Yet, high-impact leaders intentionally shift 25–30% of their time toward long-term priorities, such as fundraising, strategic partnerships, and leadership development. For many leaders, the reality is this: The guardian in us gets caught ensuring policies and processes are perfect but struggle to carve out time for forward-thinking strategy. (A Harvard Business Review study found that leaders who focus too much on risk aversion often miss innovation opportunities that drive real progress.) The creative in us has a hundred visionary ideas but then we find ourselves bogged down in operational constraints. Those of us with a strong connector tendency spend time nurturing relationships but may neglect structured long-term planning. (Data from Stanford Social Innovation Review suggests that nonprofit partnerships are most successful when backed by clear, measurable objectives.) Our nurturer tendencies sees us pouring energy into people and culture but hesitating to make hard, strategic decisions. (A survey by Nonprofit Quarterly found that 43% of nonprofit leaders struggle to address underperformance in their teams due to a strong people-first mindset.) And on top of all this the pioneer tendency within us may push for progress but forget to bring the team along in a way that ensures sustainable impact. Step Back. Get Clear. Lead with Purpose. So, how do you step out of the whirlwind of daily demands and refocus on what truly matters? 1. Make Reflection Non-Negotiable You can’t lead effectively if you don’t give yourself time to think. Schedule it. Protect it. Prioritise it. Ideas…. • Start each month with a 90-minute clarity session. Review what’s working, what’s not, and what needs to change. • Use weekly “thinking time.” Even 30 minutes to zoom out can reset your priorities. • Ask yourself: Am I leading the organisation forward, or just keeping it running? A study by Bain & Company found that the most effective leaders schedule at least 10% of their time for strategic reflection—leading to better decision-making and higher performance. 2. Define Your “Big Three” Priorities Not everything on your to-do list is equally important. Identify the three most critical priorities that will create the biggest impact over the next year. Useful questions to ask yourself: • What will make the greatest difference to my mission? • What will set the organisation up for long-term success? • What’s something only I can lead or influence? Then, structure your time accordingly. If your calendar doesn’t reflect these priorities, something needs to change. Research from McKinsey shows that leaders who focus on 3–5 strategic priorities (rather than juggling everything) deliver stronger, more sustainable results. 3. Audit Your Time—Relentlessly Look at your schedule for the last two weeks. How much time was spent on: ✅ Strategic thinking? ✅ High-value relationships? ✅ Developing leaders in your team? ❌ Unnecessary meetings? ❌ Firefighting problems that others could handle? If most of your time is spent on reacting rather than leading, it’s time to delegate and reset your focus. The Chronicle of Philanthropy found that non-profit CEOs who proactively manage their schedules for strategic work see a 40% increase in organisational effectiveness. 4. Empower Your Team—Let Go to Lead More Your role is not to do everything. It’s to create the conditions where others can step up. • Delegate with trust. If you’re still signing off on minor decisions, ask yourself why. • Develop leaders, not just employees. Give your senior team more ownership. • Ensure clear decision-making frameworks. Everyone should know what they’re responsible for. A Deloitte study found that organisations with high delegation and trust see 33% higher performance and retention rates in senior teams. 5. Lead with Your Strengths—But beware of how you show up influences and affects others Every leader has a dominant leadership voice, but great leadership happens when all perspectives are considered. If you’re are an ideas and big picture thinker ensure there’s someone balancing big ideas with practical execution. If you’re a not big on risk taking or you worry about what people think, don’t let risk management or team bonding hold back necessary bold decisions. If you’re someone who values connections, make sure relationships don’t overshadow clear, measurable impact. Diverse leadership voices lead to better decision-making and more resilient organisations. And finally remember that teams with a balance of strategic thinkers, relational leaders, and operational experts achieve higher long-term success rates. You don’t and you shouldn’t be doing everything. Focus on your priorities and let others flourish alongside you.

Coaching vs Classroom learning - the pros and cons

Sadly, for many, professional development reviews fail to meet expectations.

How many times have you handed out your business card at a networking event but not followed up any connections with an email? Alternatively, have you engaged with someone during an online forum but not linked up on social media to further cement the relationship? What about attending a national association meeting but omitting to contact the person you met who is a member of your local industry branch? Well don’t worry you are not alone. Very few of us follow up business connections made when networking which begs the question, why do people join organisations or attend the events in the first place? What is networking? Networking is defined as “individuals attempts to develop and maintain relationships with others who have the potential to assist them in their work or career. To consciously engage in this type of interaction is unnatural for most, which is why many of us feel awkward about it. However, avoiding networking is not the answer if you want to get ahead in the workplace. According to research, networking is invaluable to career growth. Some estimates suggest that up to 85% of all jobs are filled via networking. Although all the evidence proves that networking is good for your career, it’s a skill that doesn’t come naturally to most people. In fact, starting a conversation with a stranger at a conference or asking a question during an online event incites outright dread for many! And surprisingly, HR professionals can be some of the worst offenders. According to Barbra Carlisle, a leadership coach with extensive business experience, many people professionals are so busy helping others to get ahead in the workplace they often neglect their own careers. Whether this is due to low confidence or a lack of engagement in their own development, Barbra believes that HR practitioners are not grabbing the many opportunities for networking that exist, particularly when organisations are going through a transition. A skill anyone can learn If the age-old adage: ‘it’s not what you know but who you know’ has never been more accurate, how can we foster those genuine connections which will be invaluable to our HR or L&D career? The good news is that networking is a skill that anyone can learn. You don’t need to be a smooth operator or an extrovert to be successful, you just need to use the right strategies . Barbra recommends dividing networking into internal and external opportunities. Internal networking, she explains, has become more difficult since the pandemic as increasing numbers of professionals work remotely, but there are still ways to develop those important networks. “In many progressive businesses, there is not a clear route for advancement. Much depends on being in the right place at the right time. I always encourage people professionals to speak up and not to be afraid of talking about their ambitions or what they are looking for in a future role,” Promote your capabilities “Think outside of HR and challenge yourself to make a new connection or look out for internal mentoring programmes. Don’t be afraid to get in touch with the chief finance officer or whoever inspires you in your organisation and make that connection. “Be proud of what you are good at and promote your capabilities. Take on a stretch role for a few months. It might mean that you work slightly longer hours, but it will be great for your CV,” Barbra adds. While creating professional relationships internally might be more challenging now compared to pre-2019, there is a plethora of external networking opportunities. “There are so many events from formal sit downs to informal freebies at local or national level, virtual or face-to-face meetings, evening or morning get togethers, open to all or gender specific,” Barbra says. “I would advise people professionals to start with the CIPD which offers events at local and national level. Join your local branch and simply get involved. Coming up, the CIPD has a national Festival of Work conference for two days in June. It’s free to go and you can network at workshops or with exhibitors,” she adds. 5 key ways to be an effective networker Whether we like it or not, networking is important which means we need to know how to do it well. There are lots of different angles to consider, so to help you on your way, we have put together a five- step plan to building and maintaining professional relationships. Step 1: Have a plan At the beginning of any new learning journey, it’s always important to have a plan on who, what, where, why, when and how. Start by asking yourself:  What are your career dreams and how can they be achieved?  What are your expectations of networking?  Do you want your networking efforts to lead to a different role, a promotion or even a new career?  Do you want to expand your knowledge by linking with industry experts?  Do you want a mix of both? Use this list before signing-up for any online or face-to-face networking opportunity so you know exactly why you are going and what you want to get out of each event. Step 2: Be kind to yourself We know that many of us don’t enjoy networking so try and choose an occasion where you will feel comfortable for your first event.  Start with a small group of like-minded professionals from the same sector, a lunchtime workshop, for example.  Do your homework and try to get a list of attendees before going to an event so you can research the people you would most like to meet.  Challenge yourself and know why you are going but don’t attend thinking you have to talk to everyone. Experts suggest that three productive conversations in a two-hour networking period is a good result.  Think about what you’ll say and listen to the responses.  Know how to end a conversation by exchanging business cards to signal the discussion is coming to a close and add that you are looking forward to keeping in touch. Step 3: Add value to your contacts Remember successful networking is a two-way street so you need to add value to the relationship…  Share materials that you have found useful with others and try to stimulate a debate.  Offer to collaborate where there is a common interest. Could you run a lunchtime learning session with others from your local CIPD branch, for example?  Celebrate your success and the achievements of others. If you have led a great workshop, post about it on LinkedIn. Congratulate your contacts when they promote their good news.  Share and like announcements that your contacts post when it is of interest to your audiences.  Lay the groundwork for developing continued professional relationships by meeting for a coffee or lunch to prove that you are serious about staying in touch.  If asked, put in a good word about one of your connections to other professionals. They will hopefully do this for you and who knows where this could lead.\ Step 4: Always follow up if you want to maintain good relationships Whatever you do, wherever you go and however you meet your professional contacts, one of the key recommendations to successful networking is to follow up and be authentic.  Don’t procrastinate but be proactive and follow up your contacts as soon as possible with an email.  Be organised - keep a brief note of your networking conversations so you can refer to them when you are making contact.  Connect with the people you meet on LinkedIn and Twitter. Check out their profiles, tweets and websites for useful background information about their work and views.  Look out for any new posts from your contacts that you can share with your network.  Make it easy for new connections to follow you. Pop your contact details in a chat box when attending an online event and say you would like to connect with others. Step 5: Be creative and curious Be curious about those you meet. The good news is most people love to talk about themselves so if you ask your new connections lots of questions, they will enjoy the interaction. If you know who you want to meet before an event, do some research about their professional background. Expressing genuine curiosity will allow the conversation to flow more smoothly than stilted small talk. Be creative about seeking out new opportunities at work to increase your networks. Be immersed as an integral part of your organisation. Become involved in company-wide projects. Ian Nicholas , Global Managing Director at Reed advises: “Think wider when considering your general development. Gaining wider operational and commercial experience is going to help any future career within HR, as will any role involving people management. Undertaking such options will help, rather than hinder your longer-term career in HR.” The most successful networkers are those who have gained greater visibility in their profession by discussing and sharing their ideas over time with a whole range of people including old acquaintances. Could you make more of the connections you already have both inside and outside of work? Be reflective. Networking takes time to get right so it is important to consider what went well or what you could do differently at a future event whether it’s online or in person. Reed Learning offers a wide range of in-company training courses, professional qualifications and learning solutions for businesses and individuals. For further information call us on 020 7932 2760.