Helping you Thrive: Leading through COVID-19

HELPING YOU THRIVE

Leading through COVID-19 A mental health and wellbeing resource to support the Fellowship

The Forward Institute is a not-for-profit organisation dedicated to building a movement for responsible leadership, working with 30 cross-sector organisations to bring about positive change. This guide has been pulled together to offer guidance and tips from leaders we work with across those organisations and our network of experts.

Please note, this is a collection of general advice and does not constitute medical advice.

HEALTH AND WELLBEING

Leading through COVID-19 As a leader and manager of teams, you’re charged with building a high-performance culture, in a way that brings out the best in everyone. It is important to understand the main drivers of individuals’ mental health. To do this we have quickly pulled together guidance and advice from across the Fellowship and our faculty in a separate, downloadable wellbeing guide. The core of this resource focuses specifically on the leadership aspects, in a work context. It is a living, breathing collection of reflections and we welcome your continued input, questions and advice as we all start to lead beyond COVID-19.

Kate advises us to focus not on the presenting symptoms of a problem (sick fish) but the underlying drivers of it (the water). So for example, your job is not to monitor or advise on an individual’s sleep patterns, but it is your responsibility to ensure that workloads aren’t excessive or demands unreasonable, as that may contribute to stress and disrupted sleep.

Instead of simply providing mindfulness classes to mitigate stress and help people cope, a responsible leader questions whether work can be better organised in the first place.

Others such as friends and family will provide social support outside of work. Specialists may provide counselling or medical interventions where necessary.

Use this principle to focus on the work drivers that are within your remit and control:

Your role is distinct: to provide a healthy and constructive work environment that enhances the energy that people have, which is the biggest resource available to you.

It may be helpful to use some of the advice from contributors to the Forward Institute programme as you think about the role of a leader in contributing to the mental health of your teams. This is a complex issue - Matthew Taylor (CEO of the RSA, FI faculty) and Kate Simpson (MD of Wasifiri, FI facilitator) both talk about how to approach complex change.

FORWARD INSTITUTE

Physical: Given what you’re asking them to do, do your employees also have time for sleep, exercise, recovery? Is their office or at-home work environment well set-up?

Emotional: Are your employees worried about pay? Is there a culture of criticism or encouragement? Does your team take time to know, appreciate and support each other?

Mental / Cognitive: Are deadlines and work demands stretching but reasonable? Does everyone in your team have time to think as well as do?

Purpose: Does the work have meaning? Are people stretched and helped to grow?

Matthew says that any ‘fully engaged’ solution to a complex problem needs to recognise and balance the competing motivations within groups: individual, solidaristic, hierarchical and fatalistic.

Contents In the context of mental health at work, this means you need to consider: Individual: do you understand the issues of work culture from individual perspectives? How can you match support and incentives to people’s different needs?

Solidaristic: what does supporting an individual’s mental health mean for your responsibilities to the whole team? How can you balance responsibilities to your employees with fairness with delivering your commitments to your customers or those you serve?

Hierarchical: how can you ensure that the goals of the organisation are met, in a way that’s compatible with concern for each individual? What does it mean for leadership in your organisation? Does it have implications for your organisational form? For control, and management style?

Fatalistic: not all mental health concerns derive from or can be resolved through work. What are the reasonable limits of what you and your organisation can do? Where will you decide you can’t or shouldn’t act?

1. SELF-CARE: Building your energy and resilience

﹥ Understanding wellbeing ﹥ Drivers of wellbeing 2. LEADERSHIP: Helping your teams thrive

﹥ Communication ﹥ Trust and empowerment ﹥ Productivity ﹥ Leadership quandaries ﹥ Leading beyond COVID 3. TAKING ACTION: Leading

conversations with your teams

﹥ Facilitation tips ﹥ Leading a conversation with someone who may be struggling ﹥ Session plans

Consciously balancing each of these considerations will help you handle the dilemmas and trade-offs inherent in your leadership role.

HELPING YOU THRIVE

2

FORWARD INSTITUTE

SELF CARE

Building your energy and resilience “Be kind, for everyone you meet is fighting a harder battle” PLATO – Philosopher

HELPING YOU THRIVE

4

UNDERSTANDING WELLBEING

Geoff McDonald addressing the Fellowship on the importance of wellbeing

Amidst your leadership responsibilities, take time to replenish yourself and to support others. You can’t be concerned about the health of your people and colleagues if you’re not concerned about your own health. Your health and your energy is critical, without it you cannot sustainably care and support others. If you are struggling, that will play out in the way you lead.

We need to view the wellbeing, and therefore the energy of ourselves and our people, as a key driver of individual and business performance. The pyramid opposite helps us understand the drivers of our wellbeing and ultimately our energy. We’ve pulled together some key messages and tips around supporting each of these levels.

FORWARD INSTITUTE

DRIVERS OF WELLBEING Source: The Energy Project

Purpose

Our central motivating aims which guide our decisions, influence our behaviour and offer a sense of direction and meaning.

Our cognitive ability, affecting how we think and behave.

Mental

Our ability to accept and manage feelings through challenge or change.

Emotional

The overall physical condition of the body, and a pre-condition of optimal wellbeing.

Physical

Geoff McDonald on the drivers of wellbeing HELPING YOU THRIVE

6

DRIVERS OF WELLBEING Our downloadable guide is designed to be shared with your teams, offering advice and tips on how to look after the four pillars of wellbeing.

SHARE OUR WELLBEING GUIDE

Physical health

Emotional health

WHAT YOU NEED TO KNOW

WHAT YOU NEED TO KNOW

Physical health is the overall physical condition of the body, and a precondition of optimal wellbeing.

Emotional health is a person’s ability to accept and manage feelings through challenge or change, it impacts relationships with family and friends.

Understand the Physiological effects of COVID-19 Increased fight or flight feelings; Reduced immune system; Disrupted sleep; Increased feelings of stress / anxiety / desperation / sadness.

Contributing factors Uncertainty; Disruption to social connections; Working from home; Different schedule; Financial anxiety; Fear and stress; Changes in family system.

CARING FOR OTHERS Role model self-care and vulnerability with skill –being sensitive to how things might resonate with your team, share how you are caring for yourself and be a role model of what you expect your team members to be doing. Share some of your strategies. Give permission to self-care.

FORWARD INSTITUTE

Be especially aware that emotional health is often driven by poor ways of working, systems and processes, financial concerns, poor relationships and potentially destructive leadership behaviours.

CARING FOR OTHERS Giving positive feedback to your team is important right now. It can motivate, unlock energy and innovation, encourage personal growth and give people a feeling of belonging. Try to think of thoughtful ways of expressing kindness. Also consider the impact and things you can do to mitigate stressors like poor ways of working, systems and processes and financial concerns.

Mental health

Purpose

WHAT YOU NEED TO KNOW

WHAT YOU NEED TO KNOW

Mental health relates to our cognitive ability and affects how people think and behave. Our mental wellbeing and resilience effects our ability to accept and manage feelings.

Why do we do what we do? A sense of purpose comes from the central motivating aims of a person’s life and guides decisions, influences behaviour, offers a sense of direction and creates meaning.

The downloadable guide highlights the signs and symptoms of common forms of mental illness, namely anxiety and depression, and offers guidance on how to proactively maintain good mental and emotional health. There are other severe mental illnesses such as psychosis, schizophrenia, posttraumatic stress disorder etc, needing highly specialist clinical interventions.

CARING FOR OTHERS Be very mindful and stay alert to the symptoms of mental ill health and those who may be struggling.

Ensure your team are aware that you have a compassionate and supportive “relationship” to mental ill health and that you are there to support. Ensure you’re aware of all the support your organisation provides to people who may be struggling with their mental health.

Bear in mind there are personal practices that may help individuals to focus but working conditions can also play into mental health.

As we see how inequality plays out in the impact of the virus, and we watch organisations make decisions under pressure, our values may be challenged or reaffirmed.

CARING FOR OTHERS Help make work meaningful reconnect people to the purpose of the organisation and the role each individual and team plays in living out that purpose. Make space for and encourage your team to reflect and share their present lived experience of how their values may be being challenged and celebrate where they are finding time and space to better live those values. Take time yourself to reflect on the future. Practice some deep listening and observation about what is and isn’t working around you so you can be intentional about what you hold onto and let go as you move forward.

HELPING YOU THRIVE

8

FORWARD INSTITUTE

LEADERSHIP

Helping your teams to thrive “Covid-19 is like a rehab intervention that breaks the addictive hold of normality. To interrupt a habit is to make it visible; it is to turn it from a compulsion to a choice. When the crisis subsides, we might have occasion to ask whether we want to return to normal, or whether there might be something we’ve seen during this break in the routines that we want to bring into the future.”

CHARLES EISENSTEIN - Author Read the full article here

H E L P I N G Y O U T H R I V E 10

HELPING YOUR TEAMS THRIVE

Geoff McDonald on the challenges of leadership

As leaders we hold the privilege and responsibility of power and influence. Our decisions about ways of working can directly impact the wellbeing of our teams and how our leadership behaviours show up role model what we value.

Powerful research from Gallup guides leaders to focus on four key things – stability, hope, trust and compassion. Our leadership can build and break trust, can create or disrupt stability, can feed negativity or frame opportunity. So we must protect time to take our self-care seriously, and to reflect on the business of leading.

FORWARD INSTITUTE

We face unique and shared quandaries as leaders. Some of us will be relishing the leadership challenge and some of us may be finding it overwhelming, so we have pulled together quandaries and tips from across the Fellowship and beyond, to help you navigate this time.

COMMUNICATION

PRODUCTIVITY

Top Tips: ﹥ Vary the communication channel you use – tailor it to the person/ group. Pick up the phone, rather than always relying on videoconferences.

Top Tips: ﹥ Communicate realistic expectations to colleagues - provide structure and reduce expectations of workloads/ delivery, focus on outputs and quality, not time spent.

﹥ Communicate regularly and clearly with messages that show you care for people as individuals not employees, be as reassuring as you can.

﹥ Share your own vulnerabilities to create psychological safety: ‘what emotions do I need to recognise in myself (and accept)?’

﹥ Don’t sweat the small stuff - identify and communicate the priorities.

Recognise that everyone is juggling work and non-work responsibilities and ask colleagues what they think they can deliver, rather than asking them to deliver.

﹥ Think about how you manage the ﹥ Minimise uncertainty as best you can be clear on plans, roles and responsibilities, sharing workloads.

TRUST AND EMPOWERMENT Top Tips: ﹥ This is not the time for micro-managing.

Give workers greater autonomy and decision - making authority. Empower them to solve their own problem and decide what next (don’t do it for them).

unintended consequences of overexposure to IT - encourage colleagues to set boundaries when working from home and to turn off devices at a certain time in the evening, vary your communication with calls and videoconferences, encourage people to block thinking and break times in the day where they are offline, set realistic expectations about response times.

﹥ Ask open questions to explore your current thinking and raise awareness (listen for facts and feelings).

﹥ Enable your team’s own thinking (don’t give advice!).

﹥ There are 4 common responses to a shock: i) avoidance; ii) control; iii) ownership and iv) delegation. How can you move to the latter two by encouraging creativity and collaboration?

H E L P I N G Y O U T H R I V E 12

LEADERSHIP QUANDARIES Reflecting on purpose: Leaders need to help people feel connected to their work as much as possible.

Q: I am enjoying the challenge that Covid-19 has thrown up professionally? Should I feel bad?

Q: I am starting to reflect on my purpose given Covid-19. I am re-evaluating what I am doing and what my purpose is. What should I be re-thinking right now?

A: Absolutely not. Everyone reacts differently in a crisis and some people thrive on the pressure and the challenges that a crisis throws up. You are obviously finding the leadership challenge a stimulating one, possibly a career defining moment for you.

Think about how you can share that passion, positivity and enthusiasm with others as they are contagious – be the carrier!

A: It’s quite normal to rethink your purpose – this is healthy. This is also an opportune time to think about the future. Perhaps ask yourself a question: what will I save that has worked during this period and what can I bin that hasn’t worked? Journaling your thoughts could be helpful.

Tesco have continued to feed the nation whilst working to protect staff and customers from Coronavirus. Claire Pickthall, Retail Director for large Tesco stores in the South of England describes their approach to leading responsibly during this time. Read here.

Q: Am I stepping up enough?

A: There have been some herculean efforts and incredible feats of positive action which can make us question if we’re doing enough. Perhaps consider these two elements 1) how much energy you have right now, we’re all dealing with new and sometimes very difficult and draining routines and 2) the resources and influence in your sphere of influence, what can and should you be involved in? What can you empower your team to pursue? Where is it responsible to place your effort and time?

FORWARD INSTITUTE

"I am enjoying the leadership challenge that Covid-19 has presented, despite the awfulness of the virus. I feel well equipped to deal with it and privileged to be in my role. One observation I made early on was that some of my colleagues on the frontline were frightened of coming to work, which is not usual for them. It’s never been more important to acknowledge and understand the individual family circumstances of our colleagues and the particular challenges they may be facing. I’m proud that our focus on well-being over the past two years, has created a strong network of supervisors who show that they care about their team members.”

Sally Benatar, South-West London BCU Commander, Metropolitan Police Service

Ways of working: Co-create expectations for your new normal Q: How can I ask my team to be on the frontline when I’m not? Should I be there?

A: There will be real nuance depending on your sector and if you are a key worker. Regardless, perhaps the question should be what does your team need you for and are there ways you can give them the same level of ‘visible’ support through other media. How can you tailor communication and support to those affected and how can you empower and trust them to do their jobs?

Q: I am finding I don’t have enough time to think? And sometimes my mind is so cluttered I can’t think? Does it matter?

A: That is normal for a crisis situation. Breaks, physical exercise and eating well will help. The best moments for being able to think are when you go for a walk, take a break, stand in daylight, take a mindfulness moment as this gives you space and time which sitting in front of your computer won’t. Also carving out time to talk to others who may be outside of your time to stimulate thinking. How about another Fellow?

Q: How do I find the balance between transparency and instilling confidence in my team, without giving anxiety about some of the future forecasts?

Karan Khanna, Managing Director of IHG for UK & Ireland. Read how IHG approached doing the right thing and protecting its staff here.

Q: I am increasing the number of check-ins with my team and my workload is increasing. It’s having an impact on my resilience, what should I do?

A: Check-ins are important but maybe find a way to reduce their length and or delegate to another manager or a peer. Zoom fatigue is real!

Communication doesn’t have to always be by video; a quick phone call or Whatsapp message will also go some way to ensure people feel connected. You need to look after yourself. If you don’t undertake self-care you won’t have enough energy to support others.

A: The challenge to provide stability in uncharted times is very real. Margret Heffernan talks of a mindset of preparedness in her new book Uncharted, ‘doing everything today that you might need for tomorrow’ as an antidote to prediction. Clear-eyed optimism and reassurances about your approach and what you can control will generally inspire confidence, as will consistency. Looking after yourself and your people is a hard balance – give yourself permission to drop something and make space.

“We’ve found that people have appreciated the authenticity in acknowledging that more senior leaders of the organisation may have easier working from home arrangements than more junior members. Whilst we can’t necessarily make things more manageable in the short term, demonstrating that we are empathetic to the not so good situations many of our team are in has been well received.”

Mostyn Wilson, Partner, KPMG

Our wellbeing guide is available here.

H E L P I N G Y O U T H R I V E 14

LEADERSHIP QUANDARIES CONT. Supporting others: This is about putting wellbeing at the heart of your leadership Q: My team member says she thinks one of the other members of the team is suffering domestic abuse. What should I do? What questions can I use?

A: Understand the fear that your team member is feeling. Ask them if they want to chat? Ask them if they know about the Bright Sky app which is free to download and provides support and information to anyone who may be experiencing domestic abuse or is concerned about someone they know. Also go to EIDA’s website for helpline numbers etc. The most empowering thing that someone who is suffering from domestic abuse can feel is that they have a leader who actively listens if they feel like they want to tell you what is going on, and that you can point them to where they can get help and support.

Call CrimeStoppers 0800 555 111 to report anonymously

“We have seen a rise in domestic abuse incidents by 9% compared to this time last year. Due to current COVID19 guidance of selfisolation and lockdown, we don’t believe all incidents are being reported to police. We encourage those who are victims, or family, friends and neighbours who witness or have concerns, to report incidents to police, we will support the victim and take positive action against any perpetrators.”

Commander Sue Williams, Head of Profession, Safeguarding, Metropolitan Police FORWARD INSTITUTE

Q: My staff are experiencing financial worries, what do I advise?

A: Refer your staff to any financial guidance, advice or support that your company offers. For those on low incomes, financial stress is incredibly real, especially for those with growing debt. Consider approaching your finance team to see what allowances can be arranged.

Find a number of signposted links to support here. Have you heard of Salary Finance? They work with organisations to help improve financial wellbeing by offering access to salary as it is earned and affordable loans - all underpinned by accessible, engaging financial education.

More information here.

Q: We’re so focused on caring for our own people, and their families, how much can we realistically support our contractors and suppliers?

A: Try embracing a spirit of working generously, acknowledging that collaboration through your supply chain – and with your customers - will be an essential part of your organisation’s recovery. Are there any small ways you can help? Don’t carry the burden on your own, unlock a sense of purpose and innovation through your team. Ask your stakeholders directly about what support would be most helpful – for small businesses and freelancers, paying invoices quickly and keeping lines of communication open are two simple and very valuable mechanisms.

Q: My team needs to deliver X, but I know that we won’t be able to….how do I apportion workload amongst team members where some are dealing with the situation and some aren’t.

A: You should consider what is really important right now, and remove anything that doesn’t need to be done. Then with the work remaining try and find a balance across the team as no-one should either be feeling that their work has been taken away from them if they are perceived to not be coping or conversely if they are ok, they shouldn’t be shouldering the work for everyone. The key is to flex the rules right now by trusting and empowering your team and allowing for flexibility. Don’t underestimate what your team can deliver – if they feel empowered they will!

Q: How do I meaningfully support those who are parenting, or looking after vulnerable family and friends at a time like this?

A: There are no rules here - ask them what they need, each family is different. Don’t assume you know the answer. What’s important now is setting expectations – adding lines to email signatures, out of offices, so communication is clear. The best thing we can do as leaders is to listen, offer support and ask them to define what they can deliver. Co-create new expectations of ’normal’.

Q: I need to furlough or lay off half my team while the rest of the team continues to be in employment - how do I manage everyone’s mental health?

A: Treat everyone as individuals. No-one will react the same. You should consider having individual discussions and asking people how they feel and what support you can give.

Remember that the health of your team is not just about mental health but about their physical, mental, emotional health and their purpose. Our wellbeing guide is intentionally content laden for you to pick elements that most resonate with your colleagues as we are all different.

“The work and social contract now has to be re-written. How and when a team member works - is dictated by their responsibilities at home - and we should all be OK with that.

Many might have to reduce the amount of time they spend working. It’s all about regular conversations so no-one is blind sided, expectations are re-set and deadlines are now negotiated. My rule of thumb is that whatever and however someone needs to work to still enable them to have a fulfilling life - that works for them and their family that is what is agreed.”

Emmajane Varley, Global Head of Communications, HSBC private bank

H E L P I N G Y O U T H R I V E 16

LEADING BEYOND COVID-19 Questions of legitimacy and coherence This crisis has demonstrated that significant, rapid change is possible – for governments and organisations. It has shown that ultimately what matters most is public and employee health and safety. It has also exposed and amplified significant inequalities present in society and resulted in greater recognition and appreciation for front-line workers. Building resilience has been proven to be essential in an increasingly uncertain world, and the substantial flaws in a shortterm, narrow and mechanistic economic system.

Emerging from the destruction of the crisis there is a window of opportunity for reform. There is therefore growing buy-in to the idea we should use the crisis as an opportunity to ‘reset’ rather than ‘pause’ and use the chance to ‘build back better’ for organisations and the UK as a whole.

FORWARD INSTITUTE

There is then, an opportunity to think about how we do that building back, placing wellbeing as a genuine strategic priority, rather than just rhetoric.

As we consider this, Margaret Heffernan has invited us to think deeply about the need to involve, understand and listen to the needs, desires and experiences of a wide range of our employees in our organisations.

There have been very different experiences of this crisis.

We must listen to the voices we don’t normally hear. How we go about this process underpins the legitimacy of our decision making. As you start to think about how work resumes through these next phases of the pandemic, and beyond, we encourage you to think about how you involve as many people as possible in your thinking.

Covid-19 is showing us that when humanity is united in common cause, phenomenally rapid change is possible.

None of the world’s problems are technically difficult to solve; they originate in human disagreement. In coherency, humanity’s creative powers are boundless. A few months ago, a proposal to halt commercial air travel would have seemed preposterous. Likewise for the radical changes we are making in our social behaviour, economy, and the role of government in our lives. Covid demonstrates the power of our collective will when we agree on what is important.

What else might we achieve, in coherency?

CHARLES EISENSTEIN - Author Read the full article here

H E L P I N G Y O U T H R I V E 18

FORWARD INSTITUTE

TAKING ACTION

Leading conversations with your team “While no single conversation is guaranteed to transform a company, a relationship, or a life, any single conversation can. Speak and listen as if this is the most important conversation you will ever have with this person. It could be. Participate as if it matters. It does.�

SUSAN SCOTT - Author of Fierce Conversations

H E L P I N G Y O U T H R I V E 20

TAKING ACTION What to do next SHARE OUR WELLBEING GUIDE

DOWNLOAD SESSION PLANS

HAVE THE CONVERSATION

Share our wellbeing guide with your team.

Plan a conversation with your team. We have created session plan ideas to get you started.

Have the conversation, and invite participants to complete 60 second survey.

Facilitator Becky Rea on creating space for courageous conversations

Facilitation tips Set the tone Do model openness and vulnerability.

Don’t assume people will feel comfortable to be truly honest unless they feel they have permission and have seen you truly take the lead.

Be inclusive Do consider different thinking and communication styles. Create space for reflection.

Don’t let a few of the most vocal or extroverted thinkers dominate.

FORWARD INSTITUTE

Navigate Do hold the process and signpost the structure so participants can relax and be wholly present.

Don’t be held hostage by the plan. The conversation may evolve in ways you don’t expect. Be prepared to flex.

Own it together Do enroll participants in what success looks like and make it everyone’s job to get there.

Don’t carry responsibility for a great conversation alone, or let extroverted thinkers dominate air time.

LEADING A CONVERSATION WITH SOMEONE WHO MAY BE STRUGGLING Try to

Avoid

﹥ Be genuinely caring rather trying to say all

﹥ Trivialising the person’s experiences by

“the right things”.

﹥ Resist the urge to provide answers and

pressuring them to “put a smile on their face,” to “get their act together,” or to “lighten up”

solutions, you’re there to listen

﹥ Telling someone who is feeling stressed to ﹥ Be an active listener; reflect back what the person has said to you before responding with your own thoughts

get better, they cannot “snap out of it” or “get over it”

﹥ Belittling or dismissing the person’s ﹥ Ask open questions to enable that person to identify their emotions and what is causing the struggle - ‘what are you feeling?’; ‘what can I do to support you?’

feelings by attempting to say something positive like, “You don’t seem that bad to me”

﹥ Speaking to the person with a patronizing tone of voice

Coach Geraldine Hayley on how leaders can adapt a coaching mindset for conversations with their teams

If the person still doesn’t want help after you have explored their reasons with them, let them know that if they change their mind in the future about seeking help, they can contact you.

You always must respect the person’s right not to seek help, unless you believe that they are at risk of harming themselves or others.

H E L P I N G Y O U T H R I V E 22

OUR SOURCES AND PLACES FOR FURTHER GUIDANCE Geoff McDonald, Mental Health advocate Every Mind Matters, mental health support from the NHS Advice from the Thrive Global health platform The drivers of wellbeing from The Energy Project Mental wellbeing scales from the Edinburgh-Warwick Practical tools to support wellbeing at Healbright Leadership guidance from Gallup Guidance on mental health from Centre for Mental Health Signposting for financial support from Moneysavingexperts.com Domestic abuse helpline numbers at EIDAs Emotional support for those in distress from the Samaritans Free meditation rituals from Headspace Ways to handle zoom fatigue from Mindful

Further support from the Forward Institute As part of the Forward Institute team, Geoff McDonald can offer support to: ﹥ Deliver and facilitate 1 hour to half day webinar workshops for your teams. ﹥ Support and advise on strategy development and implementation with your senior executive teams.

If you need support leading conversations during these challenging times, our coaching team, Geraldine Haley, Hetty Einzig and Patrick Hobbs, are here to offer you individual one to one support. Understanding how we are developing responsible leadership they can also help support you to: ﹥ Transition into a new role or organisation and remain true to your values and beliefs. ﹥ Strengthen beliefs that are challenged, when faced with a dilemma. ﹥ Think through your approach to complex change. ﹥ Carry out life planning when aspirations about purpose are at the fore.

As a not-for-profit organisation we need to apply charges for access to some of our additional support, protecting our mission and the livelihoods of our team. It is our primary motivation to support you, if budget is a challenge we urge you to get in touch anyway, we do not want cost to be a barrier.

For pricing and further information, please contact: Georgina Fekete: georgina.fekete@forward.institute Ali Zair: ali.zair@forward.institute or 07969472967

FORWARD INSTITUTE

MEET THE TEAM

Geoff McDonald

Geraldine Haley

UNDERSTANDING OUR IMPACT Please keep in touch We’d love to understand the impact of this content - to know how many people this content reaches and how useful it is for you and your teams.

If you do run a session with your team we’d invite you and all participants to complete this very short 3 question, 60 second survey, just send round this link to all participants.

It is anonymous, the only identifying information we ask for is which organisation participants are from.

Patrick Hobbs

Hetty Einzig

TAKE SURVEY

H E L P I N G Y O U T H R I V E 24