Welcome to the Legally On the Move Festival of Entrepreneurs miniseries, recording live here from the Birmingham NEC. We’re going to be diving into some of the sharpest minds across the UK, some of the top CEO, some of the top cutting edge businesses for an exciting, fast-paced series. So stay tuned, get excited and looking forward to delivering even more from the show. 

In this second minisode of the series, we talk to Clare Moses. She is the Head of Proposition at Barclays Eagle Labs, a division of Barclays that supports entrepreneurs and startups. She played a key role in launching a new digital platform that centralises and organises the wide range of support Barclays offers to founders. Clare emphasises that the aim is to personalise support for entrepreneurs and help grow the UK SME ecosystem, which in turn benefits Barclays as well. She believes in building a connected community of founders and sees events like the Festival of Entrepreneurs as key to bringing that community together. We also have an additional surprise guest panel after her interview, so do stay tuned afterwards!

So why should you be listening in? 

You can hear Rob, Clare and the panel discussing:

– Barclays Eagle Labs Digital Platform

– Support for Startups and Legal Tech

– Focus on Mentorship and Community

– Championing Female Founders

– Building Culture to Scale Teams

Connect with Clare Moses here – https://uk.linkedin.com/in/clare-moses-0904b629

Transcript

Robert Hanna  0:00  

Welcome to the legally speaking podcast, legally on the move, recording live here from the festival of entrepreneurs at the Birmingham NEC. And I’m joined by name, title and organisation,

Clare Moses  0:14  

and Claire Moses, head of proposition for Barclays Eagle labs, you

Robert Hanna  0:19  

sure are. And I loved meeting you earlier, because you’re telling me all the great things Barclays is doing and potentially modernising the services. So you can tell us a bit more

Clare Moses  0:27  

absolutely so Eagle lab has been running for 10 years. We’ve got this amazing pile of stuff that we can offer to help founders connect, innovate and grow, but as of today, we present that all by a beautiful digital platform that is free, open market and free where you can access mentors, events. You can filter by industry, by your life cycle stage. You can connect with other founders, promote your business on our B to B directory. So, very

Robert Hanna  0:52  

exciting, very exciting. So if you’re, say, a law firm startup, or you are a legal tech entrepreneur, what are some of the things you would say to them that they could really get value from something like

Clare Moses  1:02  

this. You could log on right away. You can google Eagle labs, community. You can log on. You can set up your business profile, connect one to one with other founders. There are some member awards on there. So all those kind of services from other businesses that can help you set up and grow in the right way. You can access programmes to help you grow accelerator programmes. They’re all listed on here. A lot of support for female founders, too. Mentoring, huge mentor database, including some legal specialists, which you may not need if you’re a legal firm, but you can filter again by the specialism that you need and connect. So you’ve really got to connect, you know, connect with each other, help each other grow

Robert Hanna  1:44  

Absolutely, very, very exciting. Love what you’re doing. Why do you decide to do it in the first place? Well,

Clare Moses  1:49  

we had organically grown a big pile of amazing stuff, but it was quite hard to navigate. So the point here is, if you, if we can personalise it for you, I feel like this is your sort of personalised proposition for whoever you are, obviously, for Barclays, because people are suspicious, like, of why we do it, yeah, but we, we want to help the UK eco, you know, SME ecosystem grow, because that ultimately does benefit us. Obviously, if someone chooses to bank with us in the process of this, then we won’t say no. But yeah, it was, it was about organising our stack of support in the right way.

Robert Hanna  2:24  

Yeah, always choose Barclays. No other banks available. I can say it. You can’t in terms of more generally, though, at the event, we’re good friends here with Alex Chisnall, who’s one of the co founders of festival entrepreneurs, obviously, Barclays are sponsoring the event as well. Tell us about how your experience has been so far the festival entrepreneur, yeah.

Clare Moses  2:42  

Festival, entrepreneur, yeah, absolutely brilliant, really high energy. Lot going on. It’s really nice array of stands, and we’ve just had a female founder session on the main stage, which was really insightful. So, yeah, good. I mean, you know, a lot of entrepreneurs are embarking on this world on their own and and I think you know, to help navigate through that difficult journey, it’s just nice to know you’re part of a bigger community, and it’s brought together

Robert Hanna  3:07  

today. Yeah. And it’s great that such huge brands like Barclays are coming to events like this, particularly those businesses who are trying to kind of get to that next stage and scale up. It’s amazing. 

Clare Moses  3:19  

Okay, so if people want to get in touch with you or learn more about the platform where they need to go just just Google, Barclays, Eagle labs, community, simple as that.

Robert Hanna  3:23  

Well hank you so much for joining me today, and from now, from all of us here recording live at the league’s been podcast at festival entrepreneurs over and out.

Panel

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So let’s get into the discussion for

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today on the panel, which is talent that

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scales. Let’s see. My name is Rob Hanna.

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I’m the founder of KC Partners. We’re a

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leading legal talent solutions and

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content creation firm and also the host

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of the Legally Speaking podcast, which is

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the number one show for law in the UK.

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We are sponsored by an organisation,

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Clio, the world’s largest legal

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technology company and we have a combined

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mission to transform the legal experience

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for all. And I’m joined by a very

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star-studded panel today. We’re gonna go

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from left to right for some short

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introductions and then I’m going to jump

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into, as I say, talent that scales, how

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top down there’s build teams that drive

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growth, please. I’ll take notes make sure

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you take action on what you hear today.

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So so the only thing you would you mind

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Briefly introduce yourself. Hello

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everyone, thanks for coming. My name is

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Niki Avraam. I am an employment lawyer by

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trade. I have an Old Firm life founded 11

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years ago. Howard Ingram likes this now

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to help people to fall in love with their

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work. And I

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do that by working with organizations to

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build strong resilience autonomous teams

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and I work with work well. I’m building

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up Europe to spread the word that we

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need to be regulated by the work. Thank

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you very much. Nice.

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Hey guys, I’m Roei Samuel. I’m CEO and

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founder of connectors. I’ve been a

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founder for the last 12 years. Originally

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building in caring for economy, helping

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people launch podcasts and videos. Sold

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that company in 2018 to have a gaming

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company at which point they started to

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invest in startups and advise startups as

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well and work with startups contractual

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capacity and became obsessed with the

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idea of the future of work. Fluid,

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fractional, slightly connected now for

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the last 4 1/2 years.

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Hello and thanks for coming along. My

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name is Simon Gardiner on the cofounder,

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a technical recruitment company called

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Carrington West. We founded back in 2011,

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sort of like a cliche garage startup

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if you like, just two of us,

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and we’ve scaled that to 110 people

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and last year we were. Next

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month’s before the year and we’re the

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investors of people planning for the year

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as well for 2023. So that’s been quite a

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journey for the two laptops in the garage

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to to you know, we’re looking after our

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team, which is why I’m here today.

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However, we don’t always get it right and

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we obviously improved on behalf of our

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clients as well We we still don’t get it

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right so. Absolutely. And

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we’re here to share last season. Yeah,

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it’s on the way. And my, my job is to

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hopefully moderate this thing. You leave

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with some practical, tactical things that

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you can go ahead and implement into your

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businesses from today onwards because

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we’re going to be talking about how

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families move from solo operators,

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actually building teams that truly scale.

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So the first part of the panel, there’s

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gonna be 3 sections. First part is all

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around founder to employers and early

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lessons. So I’ll start with you yeah,

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Simon, because apparently W, as you

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mentioned, has been recognized as one of

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the UK’s best employers. So what

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practical steps did you take early to

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make a culture a true growth driving

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1. Our story really started because

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of the disastrous first fourteen months.

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We thought that, you know, we, we asked

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my brother if we could share his garage

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at the bottom of the garden. So to have

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it, to have our office and things. And we

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were, you know, we said, you know, in six

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weeks we’re out of here, We’ll make those

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money or people that it’s not just

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regular and so forth. Few months later,

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we still hadn’t drawn down a single

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pound. Personally, we couldn’t attract

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anyone, we couldn’t identify it. He wants

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to work with us, even though we both

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worked at large corporate recruitment

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companies with hundreds of people and

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many of their friends. And so it was born

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out of frustration. So the first

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practical step is we made a decision.

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After 14 months to you broke the goal

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down because high in the sky as it

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sounded to become the UK’s best employer

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and you’re changing. My dad at the time

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and he said if you want to attract the

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best talent, if you want to attract the

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best experience people the most, you

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know, young children, graduates, you need

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to become an attractive place to work and

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it was quite simple. More involved, but

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from that moment onwards, rather than

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just create the recruitment company like

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all the others, because one thousandth of

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the budget and no brains and we’ve

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decided we’re going to be the best

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employer country that happens to be

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recruited. So everything we did, we means

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tested against the UK’s best employers in

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the well known. Everything that was in

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Europe, you know the whole story there.

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But after 10 years, we, we were, we,

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we’ve named that. And so you know, the

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industry average in our, in our registry

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is 45%.

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I’ll say 8 to 10%. So it’s really the

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retention piece that gets labeled that

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we’ve done it and I can share some

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really. Practical tips there’s not

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one silver bullet there’s a hundred

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different things you were there yeah now

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and thank you for being so sort of open

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about that and the success stories that

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in front away from your journey very very

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inspiring Nicky Similarly, you know you

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have built and scaled 2 law firms and now

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help organisations create ownership

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driven teams really like that so how can

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founders. Instill those values when

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their teams are doubling and potentially

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tripling in size, You know, going on what

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Simon Says about how we, how we attract

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talent and keep them. You know, I, I’ve

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looked at it and thought, how do we,

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how do we manifest that passion that

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founders owners often have about their

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business and everything really. Yeah, If

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someone loves what they do, they’re

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living and breathing the mission and the

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values of the company, how do we

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operationalize that? And one of the

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conclusions that I reach in my own

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journey, you know, I was as the younger

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lawyer, I was effectively selling law and

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there’s nothing drier. So I was building,

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implementing partners in bigger London,

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Northland. And why I. Invested without

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having equity or ownership of the actual

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business was because I was allowed to be

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an entrepreneurial right when others

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other younger lawyers were in the

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backroom jobs and contracts because the

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firm allowed that they saw that that was

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part of my main part and I was

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allowed to bring myself to work so.

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When we talk about building autonomous

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ownership cultures and teams, it is

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really about how can we rethink or

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look at the design of the actual

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job and look at how the workforce

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moves around that and looking at cops

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think of job around people while the

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squeezing people into into these kind of

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narrow. You know that

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that’s never worked and it won’t work in

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the world that we’re going into. So

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looking at the alignment between people

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skills, their talents, their purpose and

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their job that they are actually doing,

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that’s how you invigorate them. That’s

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how you migrate people and that’s how you

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engage them and you know. Not that we’re

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going into, we need to look at

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how people can transfer their different

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skills across the organisation so that

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they can grow with the company and

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bring on be more imaginative with the

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way that we use for our workforce

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skills. So for me, it’s so important

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to look up what people can bring.

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Even if things like 25%, what can

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we allocate that goes outside the

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immediate agreement of the technical part

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of someone’s role? That’s how you really

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engage with people.

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Again, thank you for such practical

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advice and it comes down to what I was

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saying what’s favorite radio station,

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what’s in it for me and understanding

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people not just that they’re not a number

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they’re a person actually have benefits

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to them that thrive in that environment

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and I think you’re curating Roei. Thanks

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sitting there very patiently and very

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powerful intro and very impressive

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background and it connected has truly.

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They were passed by matching startups

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with fractional talent, which you lead

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into. So what confounders learn from this

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model about flexible and stable home.

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Yeah, it’s it’s a really good question.

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And I totally echo with these guys are

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saying and I’m pulling a second

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microphone doesn’t have knocked this off

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my belt. So I’ll just say. Before I

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talk about fractions, however, I think

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when it comes to building in terms of

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options and you guys around 100% right.

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It’s it’s for me, I think there’s we

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think about managing thing that’s scaring

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teams to get a three legged stool in that

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you need all three legs for it to work

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and it’s remuneration, it’s opportunity

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and it’s genuine. Relationship, and I

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think that’s one of the things that get

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so often overlooked when we talk about

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scaling culture and scaling teams. You

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have to genuinely care for the people.

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Yeah, it’s not enough to just pay them

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out. We’re not. Yeah, we give, we pay

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people well, We give everyone equity. But

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unless you have managers who genuinely

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care about the relationships, they go

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with their individuals. In

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terms of fractional, I think you know,

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there will be significant societal,

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demographic and technological shifts that

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have happened over the last few years

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that have permanently disrupted the world

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where it’s the point will never be the

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same again. COVID obviously changed

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everything in terms of no more commute,

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geographic sensitivity doesn’t matter

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anymore. Doesn’t matter where we are more

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focused on how the more focused than

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speed, the less focused on the types of

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things that he’s performed back

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traditional recruitment. He then had this

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big technological shift. All of these

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collaborative tools are coming through

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online, Notion, Slack, Zoom, everything

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that you’ve done in the virtual world, it

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doesn’t need physical space. And then you

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think you have this massive demographic

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shift as well. Individuals who.

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Full time working in corporate career.

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Herman do it anymore. They missed their

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kids growing up. They don’t want to miss

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their kids growing up. They don’t want to

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give all of their time to being in some

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place like Faceless called what they want

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to do work that’s meaningful, meaningful

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for them, purposeful for them and give

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them that flexibility. So all of those 3

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trends have really coalesced. Fractional

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working away, which recently has been

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totally destructive. We launched in

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January 2022. We’re now here with 7000

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customers, 200 employees globally just

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because of the partners distraction

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movement. People really want to change

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the way they’re working and for a

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founder, it’s this ongoing challenge of

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how do I hire full time. Environmental

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time, we’re trying to solve so much. When

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you’re hiring fractionally, you’re hiring

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more about culture and more they’re

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hiring more about, you know, working

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together in a specific tangible outcome

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rather than just trying to place the

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order or income. The challenges become

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the normal employment. So I’ll, I’ll,

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I’ll do this, you know, well, there’s a

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lot of that has changed.

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Yeah, there’s two points. Married very,

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very well in this specific is terrific

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and set it on the earlier panel today.

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But you can understand that people come

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in, they’re more motivated, it’s

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delivering on that particular project and

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you haven’t got all the headaches that

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passed and actually giving people what

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they want as well, right, which is

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important. So we’ve talked about the

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first stage, they’ve sort of found the

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truck for some of the early lessons and

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now I’m going to move on to. Finding the

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right person’s long term fit and

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obviously time you’ve had tremendous

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success story with your business. So how

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do you ensure that the people knew Hitler

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are the right thing or your company

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culture specifically? Well, as I said at

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the top of the interview, we don’t always

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get points. And as I said, you don’t need

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5000, 2005 clients and required hundreds

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of people returning. There’s always the

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ratio. Umm. But

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for us, it’s our success came

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when we stopped hiring based on

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a CD. Now for

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our clients, you know, if you’re not, if

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you’re a student from qualified

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architect, there has to be some

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background, there has to be some

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qualifications. With us, it’s slightly

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different. We hire the person and we

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teach these a bit, which is the job. So

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you know, some of our competitors are

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still hiring and 27 year olds. For

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you based on their last two years

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experience and almost completely

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forgotten the 1st 25 years of their life

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and it’s that you know if your toddler

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onwards is when you’re that’s when the

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broadcast attributes are upset. You know

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resilience and if it needs listening,

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communication skills and soft skills that

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seem to be lacking these days, they’re

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setting nursing people.

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So if you if you’re not interested in

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this bit and you’re just interested in

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this bit tends to get it right. And so

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you know, but that, but that was a

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learning curve for us. And it’s funny

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that the first part of the work culture

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is completed. So we’ve created a bit of a

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cult. And there was

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a stack last year. There are internal

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premium team for us, which we only find

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1.3% of that person is internally. So

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there’s thousands of applications for us.

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And that’s because we’re open 20%. So

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there’s not just what we need something

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in January. Let’s start, let’s, let’s

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have a tiger on tobar 3 interviews.

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Actually, it’s a, it’s a 24/7 open door

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and see myself the South one. Yeah. And

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so if the people are if, if you, you

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know, and if there’s people in the room

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that have only got two or three employees

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and that that’s, that’s at one stage, we

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always had some opportunity money decide

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where we could get it if one of these

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people pay for themselves, but they’re

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excellent. You know,

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they’re, they’re, they’re, they’re,

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they’re hungry, they’re given. That’s

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what we call then we bring them in. If,

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if, if you, if you’re not firing on that

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00:13:40,315 –> 00:13:42,416

particular point and they don’t hit all

365

00:13:42,416 –> 00:13:44,817

those markers. It’s just what I know. And

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by the way, the people that you deploy

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segmentation to really have to have such

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an amazing experience for.

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Yeah, he’s, you’re saying no to 99.7% of

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people. They have to then go into your

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local community, local town and go. I’ve

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almost made it. Yeah, I almost, you know,

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maybe next year. That’s, that’s the

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environment. I love that. And I love this

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sort of always open to opportunity,

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always thinking about things. I always

377

00:14:08,919 –> 00:14:10,801

say very openly, I shouldn’t give you

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any. Relation to away from changing your

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life and that could be a great next

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00:14:15,016 –> 00:14:17,231

employer could be immense or it could be

381

00:14:17,231 –> 00:14:19,170

a leader, could be anybody, could be

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00:14:19,170 –> 00:14:21,108

somebody here today. That’s where we come

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00:14:21,108 –> 00:14:23,046

in the room network being out there,

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00:14:23,046 –> 00:14:24,707

connect, etcetera. OK Nicky, coming back

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00:14:24,707 –> 00:14:26,645

to you in building your companies and

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00:14:26,645 –> 00:14:28,030

advising leadership teams across Europe

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when founders are hiring fast, how do you

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keep culture strong enough to make people

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00:14:32,183 –> 00:14:33,750

stay?They also grow.

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00:14:37,440 –> 00:14:39,997

That as well you know when when you’re

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00:14:39,997 –> 00:14:41,915

when you’re starting out, you’re worrying

392

00:14:41,915 –> 00:14:44,152

you’re growing falls and you’re trying to

393

00:14:44,152 –> 00:14:46,709

pump gas. Things need to be done right.

394

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So you need to hire and that things will

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00:14:49,586 –> 00:14:52,143

be done. It’s it’s hard not to sometimes

396

00:14:52,143 –> 00:14:54,061

higher, but the complete wrong them

397

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whether it’s. For the rest of the Banu

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00:14:56,983 –> 00:14:59,346

or someone who’s not really lying to the

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00:14:59,346 –> 00:15:01,710

the yen values of the company and that

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causes all sorts of pain, right. I know

401

00:15:04,073 –> 00:15:07,028

it that you can fill in the pit of the

402

00:15:07,028 –> 00:15:09,096

stomach and they’re not quite right the

403

00:15:09,096 –> 00:15:11,164

organisation, but you do it because you

404

00:15:11,164 –> 00:15:13,527

just thought you need to. I think you

405

00:15:13,527 –> 00:15:16,306

know there are roles that are. Than

406

00:15:16,306 –> 00:15:19,217

others. But beyond that, I the primary

407

00:15:19,217 –> 00:15:22,129

thing that I’m looking at on retreatment

408

00:15:22,129 –> 00:15:25,040

is #1 teachability. I don’t want no

409

00:15:25,040 –> 00:15:27,536

equals. Whatever the age, whatever the

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00:15:27,536 –> 00:15:30,447

background, I’m looking at the quality of

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00:15:30,447 –> 00:15:33,359

their questions. I’m looking at how much

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00:15:33,359 –> 00:15:35,854

they’re willing to grow with the

413

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organization. And adaptability because

414

00:15:38,189 –> 00:15:40,449

we’ve, we’ve talked about it companies in

415

00:15:40,449 –> 00:15:43,032

order to survive, they need to be that’s

416

00:15:43,032 –> 00:15:44,969

faster than therefore the workforce needs

417

00:15:44,969 –> 00:15:47,552

to adapt with it. So their roles will

418

00:15:47,552 –> 00:15:50,458

need to live and breathe. And we need to

419

00:15:50,458 –> 00:15:53,364

look at the hiring for the job that might

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00:15:53,364 –> 00:15:55,624

happen going forward and how the company

421

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might grow. An expansive how we

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how we keep people. I mean, for me,

423

00:16:01,110 –> 00:16:03,234

I take engagement over attention. Anytime

424

00:16:03,234 –> 00:16:05,713

the time that people are there, engage

425

00:16:05,713 –> 00:16:08,192

them, make them invigorated part of the

426

00:16:08,192 –> 00:16:10,317

whole part of the default build

427

00:16:10,317 –> 00:16:13,150

anization. One of the best ways to do

428

00:16:13,150 –> 00:16:15,983

that is to engage with people in the

429

00:16:15,983 –> 00:16:18,948

mission of the company. Every task that

430

00:16:18,948 –> 00:16:21,860

they do and to have a paddle

431

00:16:21,860 –> 00:16:24,357

back versus what’s your back colture,

432

00:16:24,357 –> 00:16:27,269

because that’s when people feel that they

433

00:16:27,269 –> 00:16:29,765

can stretch in whatever they’re doing.

434

00:16:29,765 –> 00:16:31,845

And that’s when immigration happens.

435

00:16:31,845 –> 00:16:34,758

That’s when great work happens and that’s

436

00:16:34,758 –> 00:16:37,670

when we create a culture of electricity.

437

00:16:38,260 –> 00:16:40,910

That people can move around. So I

438

00:16:40,910 –> 00:16:43,560

mean we’ve got all organizations we have

439

00:16:43,560 –> 00:16:45,832

to internal labour model. That doesn’t

440

00:16:45,832 –> 00:16:48,482

mean we have to hang on to

441

00:16:48,482 –> 00:16:51,132

people for the rest of eternity, but

442

00:16:51,132 –> 00:16:53,782

it means tapping into the potential from

443

00:16:53,782 –> 00:16:56,433

people that you’ve got and also being

444

00:16:56,433 –> 00:16:58,326

more imaginative, bringing in fractional

445

00:16:58,326 –> 00:16:59,840

support as it’s required.

446

00:17:01,880 –> 00:17:03,587

People need to grow living free with

447

00:17:03,587 –> 00:17:05,782

them. Yeah. And I think if you build that

448

00:17:05,782 –> 00:17:07,246

culture, creating this safe places, like

449

00:17:07,246 –> 00:17:08,709

you said, the creativity and the

450

00:17:08,709 –> 00:17:10,416

innovation that comes from it is is

451

00:17:10,416 –> 00:17:12,124

infinite. And I remember very early on,

452

00:17:12,124 –> 00:17:14,075

it’s a bit tongue in cheek when someone

453

00:17:14,075 –> 00:17:16,026

said to me, or I’ll be thinking about

454

00:17:16,026 –> 00:17:17,977

firing, it’s better to have a hold of

455

00:17:17,977 –> 00:17:20,172

them and a hole. And I stand by it.

456

00:17:20,172 –> 00:17:22,532

Sometimes it’s. They can cause you so

457

00:17:22,532 –> 00:17:24,871

many troubles and so many problems and a

458

00:17:24,871 –> 00:17:27,503

lot of money and a lot of headaches. So

459

00:17:27,503 –> 00:17:29,549

sometimes waiting it out is best, right?

460

00:17:29,549 –> 00:17:31,596

Coming back to you after, you know,

461

00:17:31,596 –> 00:17:33,350

hugely successful exit with Real Sport

462

00:17:33,350 –> 00:17:35,397

and now Scalings connected. How do you

463

00:17:35,397 –> 00:17:37,736

decide when it’s time to invest in senior

464

00:17:37,736 –> 00:17:39,783

hunters versus keeping a very lean team

465

00:17:39,783 –> 00:17:42,663

10 Senior High?So I

466

00:17:42,663 –> 00:17:45,541

think the reality of Senior High is

467

00:17:45,541 –> 00:17:48,009

they need resources, they need context,

468

00:17:48,009 –> 00:17:50,477

they need infrastructure to be effective

469

00:17:50,477 –> 00:17:53,356

because the more senior someone is, the

470

00:17:53,356 –> 00:17:56,235

more they become a manager than they

471

00:17:56,235 –> 00:17:59,114

are an institution. And we’re at the

472

00:17:59,114 –> 00:18:01,842

early stage. We need execution. This

473

00:18:01,842 –> 00:18:04,579

quickly gets your hands, of whom here is

474

00:18:04,579 –> 00:18:06,290

a founder, onto the employer.

475

00:18:07,680 –> 00:18:09,790

And who’s got like less than 10

476

00:18:09,790 –> 00:18:11,900

employees? OK. So Barbara Joyce, I want

477

00:18:11,900 –> 00:18:14,312

to tailor my answer to make it as

478

00:18:14,312 –> 00:18:16,723

valuable as possible for you guys to stay

479

00:18:16,723 –> 00:18:18,834

away from team members. And whatever you

480

00:18:18,834 –> 00:18:21,245

do, stay away from people just come out

481

00:18:21,245 –> 00:18:23,657

of your offices so offended anyone in the

482

00:18:23,657 –> 00:18:25,767

room because someone told me once if

483

00:18:25,767 –> 00:18:27,877

you’re going to hire someone who’s come

484

00:18:27,877 –> 00:18:30,007

from consultancy. To make sure there’s at

485

00:18:30,007 –> 00:18:32,019

least two companies between you and them.

486

00:18:32,019 –> 00:18:34,319

So just good lessons we learned. We all

487

00:18:34,319 –> 00:18:36,618

learned a lot and also believe we know

488

00:18:36,618 –> 00:18:38,630

Arsenal policies. And so when you’re at

489

00:18:38,630 –> 00:18:40,355

the early stage, senior hires aren’t

490

00:18:40,355 –> 00:18:42,367

necessarily going to give you what you

491

00:18:42,367 –> 00:18:44,953

need to be. You need to be the leader

492

00:18:44,953 –> 00:18:47,253

leader. You need to be the senior higher

493

00:18:47,253 –> 00:18:49,898

you need the team on. Very alive, purpose

494

00:18:49,898 –> 00:18:52,115

driven generalists to help you get

495

00:18:52,115 –> 00:18:53,962

everything done. Don’t expect answers,

496

00:18:53,962 –> 00:18:55,810

expect brute force, expect inspiration,

497

00:18:55,810 –> 00:18:57,657

determination to people who really,

498

00:18:57,657 –> 00:19:00,613

really want to be aligned on the mission.

499

00:19:00,613 –> 00:19:03,568

But when it comes to their senior hires,

500

00:19:03,568 –> 00:19:06,524

they need to have a piece of this.

501

00:19:06,524 –> 00:19:09,110

They need to have the context of.

502

00:19:09,180 –> 00:19:11,009

Complained about was that you’ve built

503

00:19:11,009 –> 00:19:13,143

windows generalists stage 1 and you guys

504

00:19:13,143 –> 00:19:15,277

it’s not about senior highs don’t get

505

00:19:15,277 –> 00:19:17,716

trapped by whole big name you know big

506

00:19:17,716 –> 00:19:19,850

background they’re going to come in and

507

00:19:19,850 –> 00:19:22,593

and be able to do on a full time

508

00:19:22,593 –> 00:19:25,337

basis what we need them to do This is

509

00:19:25,337 –> 00:19:27,471

where fraction was your friend all the

510

00:19:27,471 –> 00:19:29,300

men for those really really powerful.

511

00:19:29,400 –> 00:19:31,164

Really, really driven generalists with

512

00:19:31,164 –> 00:19:33,986

talent that you wouldn’t want to bring in

513

00:19:33,986 –> 00:19:36,808

a full time. This especially for you guys

514

00:19:36,808 –> 00:19:38,924

who have small stage focus more

515

00:19:38,924 –> 00:19:41,394

automation, focus more on on, you know,

516

00:19:41,394 –> 00:19:43,158

reverse engineering and weaknesses and

517

00:19:43,158 –> 00:19:45,980

seeing where you can use AI, you can

518

00:19:45,980 –> 00:19:48,802

use other tools to to really cover those

519

00:19:48,802 –> 00:19:51,553

those weak spots. And and and those those

520

00:19:51,553 –> 00:19:53,628

those first highs going to be journalists

521

00:19:53,628 –> 00:19:55,704

and all the members in your fractions

522

00:19:55,704 –> 00:19:57,780

rather really love that. And we watching

523

00:19:57,780 –> 00:20:00,152

all the content piece. I love sound like

524

00:20:00,152 –> 00:20:01,931

some fractional if your friend landed

525

00:20:01,931 –> 00:20:03,710

really well. And so essentially. So

526

00:20:03,710 –> 00:20:06,082

that’s the the second part of the time.

527

00:20:06,082 –> 00:20:08,455

So just to recap, we’ve gone from founder

528

00:20:08,455 –> 00:20:10,827

to employ some of the early lessons that

529

00:20:10,827 –> 00:20:12,949

the panelists. Yeah. Then we’ve just gone

530

00:20:12,949 –> 00:20:14,701

through hiring for growth versus long

531

00:20:14,701 –> 00:20:16,744

term fit. Now we’re gonna talk about

532

00:20:16,744 –> 00:20:18,203

retention diversity in future briefing

533

00:20:18,203 –> 00:20:20,247

teams. If you have learned some things,

534

00:20:20,247 –> 00:20:22,582

make sure you write them down now and

535

00:20:22,582 –> 00:20:24,333

hopefully you will have time some

536

00:20:24,333 –> 00:20:26,668

questions at the end. So please get your

537

00:20:26,668 –> 00:20:28,711

questions already. So coming back to you,

538

00:20:28,711 –> 00:20:30,754

Simon, how do you measure and maintain

539

00:20:30,754 –> 00:20:33,608

engagement and performance?So

540

00:20:33,608 –> 00:20:36,072

we’ve actually got an app I think that

541

00:20:36,072 –> 00:20:38,844

all of these teams have access to and you

542

00:20:38,844 –> 00:20:41,308

can’t live. It’s one of these sort of

543

00:20:41,308 –> 00:20:43,156

teaches, you know, see founders on

544

00:20:43,156 –> 00:20:45,620

LinkedIn, you know, we listen to our team

545

00:20:45,620 –> 00:20:48,392

as we listen to feedback do they are not

546

00:20:48,392 –> 00:20:50,856

too sure what. So it’s a nice space,

547

00:20:50,856 –> 00:20:52,968

something that we. Passed last year

548

00:20:52,968 –> 00:20:55,842

30,000 questions of our team. So each of

549

00:20:55,842 –> 00:20:58,715

the 110 people get one question a day

550

00:20:58,715 –> 00:21:01,589

and it’s on the app. They can save

551

00:21:01,589 –> 00:21:04,463

up for Friday and let’s find the row

552

00:21:04,463 –> 00:21:07,337

and each team and each banding you get

553

00:21:07,337 –> 00:21:09,852

a heat map of engagement among large

554

00:21:09,852 –> 00:21:10,570

engagements so.

555

00:21:12,750 –> 00:21:15,250

OK, 90% of the, you know, the workforce

556

00:21:15,250 –> 00:21:16,812

for either disengaged or actively

557

00:21:16,812 –> 00:21:19,312

disengaged. So that is a real problem and

558

00:21:19,312 –> 00:21:21,811

it’s quite quitting is a it’s a real

559

00:21:21,811 –> 00:21:24,311

issue. You know that that is, that is,

560

00:21:24,311 –> 00:21:26,498

that is, that is money literally leaking

561

00:21:26,498 –> 00:21:29,310

out the door. So we ask, we ask feedback,

562

00:21:29,310 –> 00:21:32,164

we asked live data. And one

563

00:21:32,164 –> 00:21:34,115

of the other ways to do it, especially if

564

00:21:34,115 –> 00:21:35,850

you’re at that sort of 10 or less.

565

00:21:37,250 –> 00:21:39,779

What kind of sides because you know, and

566

00:21:39,779 –> 00:21:42,308

and a sort of feedback app just take

567

00:21:42,308 –> 00:21:43,889

enormous pretending you’re pretty pretty

568

00:21:43,889 –> 00:21:46,418

quickly work out and said well, but what

569

00:21:46,418 –> 00:21:48,948

we do and what we would you know,

570

00:21:48,948 –> 00:21:51,477

certainly did at the end stages, we work

571

00:21:51,477 –> 00:21:53,374

out what the individual motivators of

572

00:21:53,374 –> 00:21:55,587

each team member is. We operate something

573

00:21:55,587 –> 00:21:57,168

called motivational maps where each

574

00:21:57,168 –> 00:21:59,823

person takes. You know, you can say that

575

00:21:59,823 –> 00:22:02,027

it’s the sort of heat map thing. Again,

576

00:22:02,027 –> 00:22:04,231

you do that every six months. As people

577

00:22:04,231 –> 00:22:06,434

grow in their lives, change, we work out

578

00:22:06,434 –> 00:22:07,812

what actually motivates them. Everyone

579

00:22:07,812 –> 00:22:09,740

thinks, you know, if you’re a recruiter,

580

00:22:09,740 –> 00:22:11,118

you motivate motivated by financial

581

00:22:11,118 –> 00:22:12,770

stuff, flashing stuff, which is actually

582

00:22:12,770 –> 00:22:14,699

very rare. So we understand what each

583

00:22:14,699 –> 00:22:16,627

person, we build a profile of each

584

00:22:16,627 –> 00:22:18,714

person, which means that we can. Motivate

585

00:22:18,714 –> 00:22:20,995

them we asked them to we sit with them

586

00:22:20,995 –> 00:22:22,770

and and especially the younger ones, we

587

00:22:22,770 –> 00:22:25,306

sit with them and we we Mack out a vision

588

00:22:25,306 –> 00:22:27,334

for their next three to five days of

589

00:22:27,334 –> 00:22:29,109

their life. And so many founders expect

590

00:22:29,109 –> 00:22:31,391

their team to know what the goals of the

591

00:22:31,391 –> 00:22:33,166

company are, the hiring and the figures,

592

00:22:33,166 –> 00:22:35,194

the revenue for next year. And they don’t

593

00:22:35,194 –> 00:22:36,969

know the first thing about that employee.

594

00:22:36,969 –> 00:22:39,047

You know what what’s what’s your. I’m

595

00:22:39,047 –> 00:22:41,058

getting married this year didn’t even go

596

00:22:41,058 –> 00:22:43,931

off. So we we see it as a two way

597

00:22:43,931 –> 00:22:45,942

value exchange. So we work out exactly

598

00:22:45,942 –> 00:22:48,528

what each person wants to do in the next

599

00:22:48,528 –> 00:22:50,826

three to five years and they achieve that

600

00:22:50,826 –> 00:22:52,837

in order to help. Obviously they achieve

601

00:22:52,837 –> 00:22:54,561

that obviously helped us achieve our

602

00:22:54,561 –> 00:22:56,859

goal. So they they see working at our

603

00:22:56,859 –> 00:22:58,583

businesses as ways to achieve their

604

00:22:58,583 –> 00:23:01,526

lives. With all these

605

00:23:01,526 –> 00:23:03,336

different things, that’s how you get long

606

00:23:03,336 –> 00:23:05,147

term engagement. And the final thing, and

607

00:23:05,147 –> 00:23:07,474

this is what you can do, even if there’s

608

00:23:07,474 –> 00:23:09,802

one or two of you, is you keep sending

609

00:23:09,802 –> 00:23:11,612

the future. You know, I read somewhere

610

00:23:11,612 –> 00:23:13,682

that the CEO should be called the pro,

611

00:23:13,682 –> 00:23:15,233

the chief executive officer. You should

612

00:23:15,233 –> 00:23:17,820

repeat it at least once a day. Had it on

613

00:23:17,820 –> 00:23:19,630

the walls wherever you like, you know?

614

00:23:20,390 –> 00:23:21,901

Brief things, some people listen to

615

00:23:21,901 –> 00:23:23,412

things, whatever. You have to keep

616

00:23:23,412 –> 00:23:24,923

repeating where this company is doing,

617

00:23:24,923 –> 00:23:27,190

what their role is gonna be here. And you

618

00:23:27,190 –> 00:23:29,456

can do that if there’s if there’s two. I

619

00:23:29,456 –> 00:23:31,471

love all of those points and there’s lots

620

00:23:31,471 –> 00:23:33,234

of synergies across here. I think for

621

00:23:33,234 –> 00:23:34,997

boys, they genuinely care and what you’re

622

00:23:34,997 –> 00:23:36,256

doing there, you’re showing you’re

623

00:23:36,256 –> 00:23:38,019

genuinely care for people and it’s the

624

00:23:38,019 –> 00:23:40,083

whole wheel is greater than me. People

625

00:23:40,083 –> 00:23:41,646

along the journey and have that caring,

626

00:23:41,646 –> 00:23:42,986

they’ve all, you know, compound overtime,

627

00:23:42,986 –> 00:23:44,549

you get exponential results. And to your

628

00:23:44,549 –> 00:23:45,889

point earlier, Nick is about mission

629

00:23:45,889 –> 00:23:47,005

focused company. If people understand

630

00:23:47,005 –> 00:23:48,345

what they’re doing and how that’s

631

00:23:48,345 –> 00:23:49,908

delivering on the mission, they get that

632

00:23:49,908 –> 00:23:51,025

intrinsic value sometimes outweighs, you

633

00:23:51,025 –> 00:23:52,811

know, the, the sort of paycheck at the

634

00:23:52,811 –> 00:23:54,598

end of it. They feel part of contributing

635

00:23:54,598 –> 00:23:56,161

to that mission because they believe in

636

00:23:56,161 –> 00:23:57,947

1. But like you say, whatever period of

637

00:23:57,947 –> 00:24:00,900

time it may be, it may be for a year. And

638

00:24:00,900 –> 00:24:02,930

then they got to be something else.

639

00:24:02,930 –> 00:24:04,960

That’s fine. So, yeah, really loving the

640

00:24:04,960 –> 00:24:06,990

synergy across the panel here. So coming

641

00:24:06,990 –> 00:24:09,600

back to you then, Nikki, after years as a

642

00:24:09,600 –> 00:24:11,050

very successful discrimination lawyer and

643

00:24:11,050 –> 00:24:13,370

scaling your own firms, what do you see

644

00:24:13,370 –> 00:24:15,110

as the most powerful levers for

645

00:24:15,110 –> 00:24:16,560

retention, diversity and huge freaking

646

00:24:16,560 –> 00:24:17,140

teams today?

647

00:24:19,850 –> 00:24:22,458

Yeah. Yeah,

648

00:24:22,458 –> 00:24:25,382

I mean the connectivity for a moment.

649

00:24:25,382 –> 00:24:28,307

I think for me it is one

650

00:24:28,307 –> 00:24:31,232

of the biggest levers for retention. You

651

00:24:31,232 –> 00:24:34,156

know, I for a number of years

652

00:24:34,156 –> 00:24:36,663

I was fighting discrimination cases. I

653

00:24:36,663 –> 00:24:39,170

was quite against the banks, the

654

00:24:39,170 –> 00:24:41,677

newspapers were so horrific acts of

655

00:24:41,677 –> 00:24:43,927

single discrimination, harassment. But

656

00:24:43,927 –> 00:24:46,920

what I found almost more depressing, you

657

00:24:46,920 –> 00:24:49,485

know, with us working from finalisation

658

00:24:49,485 –> 00:24:52,477

and individual, was that slow decay can

659

00:24:52,477 –> 00:24:55,470

happen in an organisation when there’s no

660

00:24:55,470 –> 00:24:57,607

diversity, little and the behaviors

661

00:24:57,607 –> 00:24:59,745

slowly, quietly become selectable. And

662

00:24:59,745 –> 00:25:01,882

sometimes it culminates with sometimes

663

00:25:01,882 –> 00:25:04,628

insulting. And in many

664

00:25:04,628 –> 00:25:07,305

ways that was that was worse

665

00:25:07,305 –> 00:25:09,982

for me. And now, you know,

666

00:25:09,982 –> 00:25:12,659

I, I go to organisations and

667

00:25:12,659 –> 00:25:14,890

we talk about the operationalised,

668

00:25:14,890 –> 00:25:17,121

building stronger autonomous teams, but

669

00:25:17,121 –> 00:25:19,798

that that conversation is diversity. How

670

00:25:19,798 –> 00:25:22,475

do we build that, operationalize that

671

00:25:22,475 –> 00:25:25,152

in a way that works? And

672

00:25:25,152 –> 00:25:27,933

how do we?Really build that

673

00:25:27,933 –> 00:25:30,580

culture intelligence because we we need

674

00:25:30,580 –> 00:25:33,227

to look at not hiring for

675

00:25:33,227 –> 00:25:35,874

sameness and not celebrating that as

676

00:25:35,874 –> 00:25:38,080

much as celebrating people’s differences.

677

00:25:38,080 –> 00:25:40,726

You know, that’s the true meaning

678

00:25:40,726 –> 00:25:43,373

of diversity. And I’ve, I’ve come

679

00:25:43,373 –> 00:25:46,020

to hate the term like minding.

680

00:25:47,770 –> 00:25:50,256

What is that person gonna absolutely

681

00:25:50,256 –> 00:25:52,328

commiseration, what they’re going to

682

00:25:52,328 –> 00:25:55,229

bring to the team and what skills

683

00:25:55,229 –> 00:25:58,129

can be exchanged, what diversity is and

684

00:25:58,129 –> 00:26:00,616

experience and complement what’s going on

685

00:26:00,616 –> 00:26:03,516

in your organization. You know, there are

686

00:26:03,516 –> 00:26:06,417

so many things are happening so, so

687

00:26:06,417 –> 00:26:09,063

much that’s changing. That we

688

00:26:09,063 –> 00:26:11,444

need people’s different goals, different

689

00:26:11,444 –> 00:26:13,825

experiences that’s what creates the

690

00:26:13,825 –> 00:26:16,683

diversity of idea disruption of the

691

00:26:16,683 –> 00:26:19,541

status quo, which is needed more

692

00:26:19,541 –> 00:26:22,398

than ever and that’s what creates

693

00:26:22,398 –> 00:26:25,256

both were so the number one

694

00:26:25,256 –> 00:26:28,114

lever for attention is a diversity

695

00:26:28,114 –> 00:26:31,068

1. Experience and common sense

696

00:26:31,068 –> 00:26:33,871

dictates that you’re more likely to

697

00:26:33,871 –> 00:26:36,674

have that when you’ve got diversity

698

00:26:36,674 –> 00:26:39,476

or gender, orientation, race, all of

699

00:26:39,476 –> 00:26:42,279

those characteristics. So beyond my kind

700

00:26:42,279 –> 00:26:45,082

of legal knowledge, I just refer

701

00:26:45,082 –> 00:26:47,884

to the common sense to say

702

00:26:47,884 –> 00:26:50,220

that diversity means and and.

703

00:26:53,020 –> 00:26:55,078

Being aligned with the end mission to

704

00:26:55,078 –> 00:26:56,841

accompany the two are not posted

705

00:26:56,841 –> 00:26:58,899

publicly. I love that. Look, the only

706

00:26:58,899 –> 00:27:00,368

concern that businesses change when

707

00:27:00,368 –> 00:27:01,838

organisations continue to talk about

708

00:27:01,838 –> 00:27:03,602

cultural fear, think about cultural ads.

709

00:27:03,602 –> 00:27:06,247

And I think if you can think about it

710

00:27:06,247 –> 00:27:08,011

from that perspective, people are going

711

00:27:08,011 –> 00:27:09,775

to bring something fresh, bring something

712

00:27:09,775 –> 00:27:12,126

new and continue to move forward as an

713

00:27:12,126 –> 00:27:15,123

organization. Exciting fast pace and with

714

00:27:15,123 –> 00:27:17,703

that we’re coming to you because you’ve

715

00:27:17,703 –> 00:27:19,914

worked to make startup growth more

716

00:27:19,914 –> 00:27:22,494

accessible and diverse over the years so

717

00:27:22,494 –> 00:27:24,705

how can the founders practically widen

718

00:27:24,705 –> 00:27:26,548

their talent beyond traditional networks

719

00:27:26,548 –> 00:27:29,127

that most people might be familiar with

720

00:27:29,127 –> 00:27:32,076

them Yeah, well, I think one of the

721

00:27:32,076 –> 00:27:33,550

interesting challenges that hiring.

722

00:27:33,960 –> 00:27:36,805

Finger and starts at the moment is the

723

00:27:36,805 –> 00:27:38,584

requirements are constantly changing yeah

724

00:27:38,584 –> 00:27:41,429

right. You know the things that you think

725

00:27:41,429 –> 00:27:44,274

you need day one I guarantee you do

726

00:27:44,274 –> 00:27:47,120

not need day 365. So it’s tough it’s

727

00:27:47,120 –> 00:27:49,965

really tough to get that right and there

728

00:27:49,965 –> 00:27:52,811

are certain things that we want to solve

729

00:27:52,811 –> 00:27:55,656

for to try and make that challenge easier

730

00:27:55,656 –> 00:27:57,790

for example, hiring for your cultures.

731

00:27:58,010 –> 00:27:59,945

Values, absolutely diversity in all 100%

732

00:27:59,945 –> 00:28:01,880

you don’t actually want diversity values,

733

00:28:01,880 –> 00:28:04,461

you know, you want to make sure that

734

00:28:04,461 –> 00:28:07,041

you’re all aligned and what good is, you

735

00:28:07,041 –> 00:28:09,621

know, the right type of culture that you

736

00:28:09,621 –> 00:28:11,557

want to have supportive, empowering and

737

00:28:11,557 –> 00:28:14,460

all of those good things. So for us, we

738

00:28:14,460 –> 00:28:17,040

found that one of the reasons we’ve had

739

00:28:17,040 –> 00:28:18,330

so many organizations now.

740

00:28:19,890 –> 00:28:22,657

Connected is you can sort of try before

741

00:28:22,657 –> 00:28:25,425

you buy when you have that ever evolving

742

00:28:25,425 –> 00:28:27,500

set of requirements, that ever evolving

743

00:28:27,500 –> 00:28:29,922

set of outcomes that they’re looking at.

744

00:28:29,922 –> 00:28:31,997

Hiring full time doesn’t necessarily make

745

00:28:31,997 –> 00:28:34,073

sense, especially when you’re looking for

746

00:28:34,073 –> 00:28:36,840

those people who are going to be guiding

747

00:28:36,840 –> 00:28:38,570

rather than executing the people’s.

748

00:28:40,160 –> 00:28:42,450

But when it’s about expanding outlook or

749

00:28:42,450 –> 00:28:44,086

expanding out your network, think

750

00:28:44,086 –> 00:28:46,377

creatively about it. You’re not going to

751

00:28:46,377 –> 00:28:48,994

be able to afford the right type of

752

00:28:48,994 –> 00:28:51,612

senior hires early on. You might be able

753

00:28:51,612 –> 00:28:54,556

to get the lead for a day, a couple

754

00:28:54,556 –> 00:28:57,501

of days a day here, a day there. Really

755

00:28:57,501 –> 00:28:59,970

helpful. We had an. Amazing story from

756

00:28:59,970 –> 00:29:02,110

earlier this week, founder Evelyn, she’s

757

00:29:02,110 –> 00:29:04,250

launching her own cosmetic brands and

758

00:29:04,250 –> 00:29:06,747

she’s now brought on fractionally as an

759

00:29:06,747 –> 00:29:09,600

advisor for a day a month ahead of

760

00:29:09,600 –> 00:29:12,097

product for myself and the company, You

761

00:29:12,097 –> 00:29:14,593

know, you just wouldn’t get access to

762

00:29:14,593 –> 00:29:17,447

that trying to get sold for that full

763

00:29:17,447 –> 00:29:19,943

time. It wouldn’t happen. So now with

764

00:29:19,943 –> 00:29:22,834

automation. That is, the doing should be

765

00:29:22,834 –> 00:29:25,614

done in a really smart way. Hiring

766

00:29:25,614 –> 00:29:28,395

full time should really be your last

767

00:29:28,395 –> 00:29:31,176

option. Now when you are seeing that

768

00:29:31,176 –> 00:29:33,957

you’re having to forgo a high value

769

00:29:33,957 –> 00:29:36,737

tasks to do things which could be

770

00:29:36,737 –> 00:29:39,518

done by someone else, that’s when you

771

00:29:39,518 –> 00:29:41,760

should hire and. Again, the generalists

772

00:29:41,760 –> 00:29:44,373

that’s brute force that people want to be

773

00:29:44,373 –> 00:29:46,333

involved. Love the passion, love the

774

00:29:46,333 –> 00:29:48,620

project level mission. But when it comes

775

00:29:48,620 –> 00:29:50,907

to to spreading the the talent more

776

00:29:50,907 –> 00:29:53,193

widely fractional daily way not not that

777

00:29:53,193 –> 00:29:54,500

I’ve invested interest in.

778

00:29:56,270 –> 00:29:58,270

Not at all, but it’s working smart, isn’t

779

00:29:58,270 –> 00:30:00,020

it? Even what you’re saying there. It

780

00:30:00,020 –> 00:30:01,770

makes me laugh actually, when people say

781

00:30:01,770 –> 00:30:04,520

to me, I I don’t have time to come to the

782

00:30:04,520 –> 00:30:07,020

event, so I’m too busy. And I take it the

783

00:30:07,020 –> 00:30:09,020

other way. If you think of the combined

784

00:30:09,020 –> 00:30:10,020

years of experience, knowledge,

785

00:30:10,020 –> 00:30:11,770

connections in this room now that one

786

00:30:11,770 –> 00:30:13,270

person who’s been specializing in that

787

00:30:13,270 –> 00:30:15,020

one thing, you lost that right question

788

00:30:15,020 –> 00:30:16,730

to Nikki’s point. Probably shortcuts in

789

00:30:16,730 –> 00:30:18,890

that answer, half a day out of the

790

00:30:18,890 –> 00:30:20,780

office, it’s taking three to six months

791

00:30:20,780 –> 00:30:23,480

or a year to get right. And so that’s one

792

00:30:23,480 –> 00:30:25,640

of the big I’ve got for getting out

793

00:30:25,640 –> 00:30:26,990

there, networking, meeting people and

794

00:30:26,990 –> 00:30:28,610

asking the right questions. And with

795

00:30:28,610 –> 00:30:30,770

that, I’m going to the audience. We have

796

00:30:30,770 –> 00:30:32,930

got time, hopefully a minute or two for

797

00:30:32,930 –> 00:30:34,820

quick fire questions. So does anyone have

798

00:30:34,820 –> 00:30:37,611

a question for the panelist?Raise their

799

00:30:37,611 –> 00:30:39,712

hand and then come to you. Otherwise,

800

00:30:39,712 –> 00:30:42,415

I’ve got a quick question I will ask all

801

00:30:42,415 –> 00:30:44,817

of the panelists in a moment. OK. Yes,

802

00:30:44,817 –> 00:30:47,519

Sir. Go for it. OK. Why didn’t you speak

803

00:30:47,519 –> 00:30:50,318

up? So, yeah. Ohh

804

00:30:50,318 –> 00:30:52,310

you spoke about ohh.

805

00:30:53,820 –> 00:30:56,579

You spoke about motivate me as

806

00:30:56,579 –> 00:30:59,337

our high render right staff, the

807

00:30:59,337 –> 00:31:01,636

right culture for the organization,

808

00:31:01,636 –> 00:31:04,395

caring for your staff. How do

809

00:31:04,395 –> 00:31:07,153

you as a founder, you also

810

00:31:07,153 –> 00:31:09,912

have a boss? Well, the investors,

811

00:31:09,912 –> 00:31:12,671

they’re pushing you to generate revenues

812

00:31:12,671 –> 00:31:15,398

to be profitable. How do you

813

00:31:15,398 –> 00:31:17,673

balance both motivating the staff, paying

814

00:31:17,673 –> 00:31:19,949

attention to them and a startup

815

00:31:19,949 –> 00:31:22,224

environment where you know everything is

816

00:31:22,224 –> 00:31:24,879

urgent? You have to do several things

817

00:31:24,879 –> 00:31:27,534

at a time. So how do you

818

00:31:27,534 –> 00:31:29,809

ensure protect your people beneath you,

819

00:31:29,809 –> 00:31:32,464

but also keep the people above you

820

00:31:32,464 –> 00:31:35,306

in terms of the investors?Well,

821

00:31:35,306 –> 00:31:37,311

first, I’d recommend coming to The Who

822

00:31:37,311 –> 00:31:39,315

supports the CEO panel that I’m doing

823

00:31:39,315 –> 00:31:41,033

tomorrow. I’m going into depth about

824

00:31:41,033 –> 00:31:43,037

that, but anyone like to share their

825

00:31:43,037 –> 00:31:45,041

thoughts at the moment? Yeah, 100% or

826

00:31:45,041 –> 00:31:46,759

something I’m really passionate about and

827

00:31:46,759 –> 00:31:49,050

sometimes being a founder for the last 12

828

00:31:49,050 –> 00:31:51,340

years, the challenge that I know all too

829

00:31:51,340 –> 00:31:53,058

well. And there’s actually a really,

830

00:31:53,058 –> 00:31:54,490

really easy answer to that.

831

00:31:56,290 –> 00:31:58,871

Every single person connected, even now

832

00:31:58,871 –> 00:32:01,453

200 employees is on our equity

833

00:32:01,453 –> 00:32:04,034

scheme so that you can truly

834

00:32:04,034 –> 00:32:06,615

align those two things together because

835

00:32:06,615 –> 00:32:09,197

if you are working with the

836

00:32:09,197 –> 00:32:11,778

teams, we’re really a team in

837

00:32:11,778 –> 00:32:14,360

our team shareholders, a team with

838

00:32:14,360 –> 00:32:17,093

genuine upside. That is it right to me

839

00:32:17,093 –> 00:32:19,497

that come on guys, let’s do it long days,

840

00:32:19,497 –> 00:32:21,633

but I’m the one who’s gonna benefit at

841

00:32:21,633 –> 00:32:24,304

the end of the run 100 miles. By the way,

842

00:32:24,304 –> 00:32:26,174

if we start working with founders who

843

00:32:26,174 –> 00:32:28,311

isn’t doing that on an equity side of

844

00:32:28,311 –> 00:32:30,181

things because that way you can educate

845

00:32:30,181 –> 00:32:32,051

people upskill. You can bring your team

846

00:32:32,051 –> 00:32:34,454

on the journey with you to say, look, if

847

00:32:34,454 –> 00:32:36,464

this is what the investors. Care about

848

00:32:36,464 –> 00:32:38,542

what we should care about because we’re

849

00:32:38,542 –> 00:32:40,620

in this together and it’s all being

850

00:32:40,620 –> 00:32:42,996

together. We’re all in the same boat. And

851

00:32:42,996 –> 00:32:45,668

at the end of the day, we’ll, we’ll share

852

00:32:45,668 –> 00:32:47,449

that 100% transparent through the good

853

00:32:47,449 –> 00:32:49,527

and the bad times. Because what you’ll

854

00:32:49,527 –> 00:32:51,903

also see, because there will be bad times

855

00:32:51,903 –> 00:32:54,575

is those who are there with you and want

856

00:32:54,575 –> 00:32:56,950

to fight one of you there alongside you.

857

00:32:57,020 –> 00:32:58,502

When in those difficult moments, notice

858

00:32:58,502 –> 00:33:00,479

the media, you can really rely on those

859

00:33:00,479 –> 00:33:02,208

of your future leaders. And when people

860

00:33:02,208 –> 00:33:04,184

have to getting it done, take more pride,

861

00:33:04,184 –> 00:33:06,160

you know, just take pride and you know,

862

00:33:06,160 –> 00:33:08,137

they all feel when things go wrong and

863

00:33:08,137 –> 00:33:09,619

you’ll be able to authentically share

864

00:33:09,619 –> 00:33:11,595

with one another how to get over this

865

00:33:11,595 –> 00:33:13,571

because it all matters away has a vested

866

00:33:13,571 –> 00:33:15,301

interest. So absolutely plus one to that.

867

00:33:15,301 –> 00:33:17,990

I think I’m being waved that double. Time

868

00:33:17,990 –> 00:33:20,690

So what I will say is mostly feel free to

869

00:33:20,690 –> 00:33:23,120

take a tip, take a photo of the panelists

870

00:33:23,120 –> 00:33:24,740

here. I’ll share your learnings with

871

00:33:24,740 –> 00:33:26,090

LinkedIn educate your audience. Have

872

00:33:26,090 –> 00:33:27,710

these speakers use the hashtag personal

873

00:33:27,710 –> 00:33:29,060

entrepreneurs. The likelihood is they

874

00:33:29,060 –> 00:33:30,680

will repost that your hijack that

875

00:33:30,680 –> 00:33:32,570

speaker’s audience and you get new people

876

00:33:32,570 –> 00:33:34,460

into your networks as well. It’s all

877

00:33:34,460 –> 00:33:36,620

really good things to be doing and just

878

00:33:36,620 –> 00:33:39,060

need to say thank you so much, Nikki,

879

00:33:39,060 –> 00:33:41,100

right? And your time today. Fantastic.

880

00:33:41,100 –> 00:33:43,480

Really enjoyed it. Thank you everyone.