A lot of people I spend my time within the work that I do, are either founders or are part of a founding team. Most of them are under 40, in fact, now that I think of it, they are mostly under 35. They hold senior roles in very exciting and future-facing businesses. They are creative, energized and eager to learn. Their passion shines through everything they do, which helps them build and manage teams of equally eager and high achieving employees. However, they have a key responsibility where they often get a bit stuck, and that’s when it comes to making senior hires.

At the core, it’s people that really make or break a business. Yet often, managers are given the responsibility to hire without any direction, training or education. On the surface, the steps to hiring someone can look relatively straightforward;

I recently interviewed Ross Allmark, Head of Ticketing at music start-up DICE, for our OverTime Podcast series. Ross shared his experience when he received some hard to hear feedback from his team. You can listen to Ross's story here.

As a middle manager, it’s important to ensure what you are feeding upwards is constructive and helpful, and what you’re feeding downwards is clear and purposeful. A lot of managers struggle to differentiate between the two and send everything upwards. We explore how middle managers can best navigate the challenges of sitting between two groups.

I recently designed a workshop for a marketing team who were struggling with time management. It was quite a cathartic exercise for me personally, as time management is definitely something I could improve as well. I framed the workshop around ‘4 Keys’ to effective time management, meaning, the things you need to have in place in order to do it well.