Flock - Edition 2

ISSUE T WO

Can everyone succeed at an endurance event?

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According to Mark Beaumont, who holds the world record for cycling the globe in 79 days: Yes, given the right mindset. And as proven by those who have Gone the Distance within Flock: Yes. Endurance is all about envisioning the end while planning and preparing for the long slog ahead.

Inevitably there will be hiccups to deal with along the way, issues such as poor pacing, lack of self-awareness, unforeseen barriers that distort the scheduled route along with a general malaise caused by the longevity and repetition of the long, long journey. Encountering one or more of these factors calls for a recalibration of the task ahead, be that slowing down, finding a way past the issue or drawing on the spirit and resolve of those around you.

The reality is, despite the very best intentions, life, business, expeditions and races rarely go to plan.

The pandemic was more than a major barrier to many businesses’ growth and commercial success: it affected mindset, it affected personal wellbeing, but it also created opportunity to reconsider and re-evaluate the path ahead.

Ultimately adversity can present opportunity and for any business looking to keep up the pace with their customers’ expectations: change is good.

From a personal perspective, managing a business of more than 450 bedrooms and 90 event spaces without a guest in sight did not feature on the plan for Exclusive Collection’s 40th birthday year celebrations. However, drawing on the tenacity and the team’s resources we re-evaluated and have recalibrated to come out fitter, stronger and with an even greater sense of purpose.

The pandemic has helped us understand the shift in consumer behaviours towards ‘conscious consumption’. A conscious appetite and demand for wellness, sustainability and localisation.

15-months ago we all relished vapourless clear blue skies, we turned to our local producers and artisans and we had to quit the daily commute.

Life slowed down and the nation realised that success isn’t just about productivity, it’s about health, community and belonging.

On Exclusive’s 15-month journey of endurance we’ve addressed these shifts in behaviours throughout the business and have echoed them in our pillars of wellness, sustainability, high performing teams, and innovation.

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At Pennyhill Park we’ve introduced a new dining concept with a clear eye on sustainability.

Championing our Surrey Hills heritage, Hillfield Restaurant & Bar is farm-to-fork concept that celebrates and supports our local farming community and regional producers. Even producing our own Hillfield gin using nettles from the Pennyhill Park estate.

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At Lainston House we’ve amped the kitchen garden with more crops, fruits and berries and have addressed the BBQ revolution and the woodfired evolution with carefully designed areas for alfresco lunch and supper experiences.

Working with Hampshire Fare we have expanded

our local producers’ usage to over 40 into our new Wellhouse restaurant concept.

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To innovate we have focused on the experiential side of our guests’ stays adding everything from cedarwood hot tubs and Technogym bikes into some of our rooms, through to a new horsebox delivering teas and coffees at the Manor House, and lots of enhancements to our myriad of outdoor dining spaces.

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A notable win for the collection is a heightened focus on renewable and recyclable, an area that is close to our heart. Any innovations are visibly less tangible but tech advancement, improved filtration systems in the spas and an investment to reduce energy consumption will have benefits for the next guardians of our hotels and estates.

Change has brought about good and while the path has been arduous, each easement of rules brings us to the ‘next normal’. An era where consumers and buyers genuinely care about the goods, services and suppliers they deal with.

Fast and fractious lifestyles are out as we and the nation take heed and pace ourselves, now more attuned with the endurance mindset: considered, agile and paced to be sustainable.

Thank you to everyone who joined Flock | Go the Distance.

Danny Pecorelli Managing Director Exclusive Collection

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exclusive.co.uk/flock

Contents

2—3 Introduction from Exclusive Collection MD Danny Pecorelli

6—9 Nick Hollis: Potential for human endurance

10—11 12—13 14—15 The impact of mood and emotion on performance

Belief on the start line: how to visualise success when it matters most

16—17 18—19 20—21 The new normal

Networthing is the new networking

Futurescaping; a return to real-time

22—23 Getting back to the office

Thank you to everyone who contributed to the production of this edition of Flock especially Andrew White, MD, Triggerfish.

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Cath Bishop: The Long Game

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Potential for human endurance Nick Hollis Adventurer

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Nick Hollis, who has completed the Seven Summits, shares with Flock the lessons and techniques he’s discovered from his expeditions. His insights show how the extreme survival situations he was faced with on Everest can also be played out in the workplace and homelife too.

“It may come as a surprise but my time in the corporate world was harder on me physically and mentally than my life today as an endurance athlete. There’s a reason for that: on big expeditions we tend to get time to rest and recover – but business is different. It’s common to see people working beyond their limits for extended periods of time, which has particularly been the case during COVID-19 and that’s definitely not conducive to high performance and it’s also not conducive to long-term health.”

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Here Nick shares how endurance is not simply about pushing as hard as you can at all costs and then forgetting the consequences, while also giving an insight into the elements required to build a long game strategy.

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• As we push our bodies and boundaries the voice inside your head gets louder and more persistent to stop doing the task. By keeping moving forward, step by step towards your goal, this is the embodiment of endurance.

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Clearly defined goals •

Working towards a long-term goal (business or endurance event) means being resolute in the commitment to achieving the goal.

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The more dedicated the more resilience a person displays, whereas if you aren’t committed from the outset, you are likely to fall off achieving the goal.

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Consider and understand what may be holding you back and aim to drive your personal efficiencies.

When working out what your limits are – appreciate what your sweet spots are. It’s important to learn and understand your limits and remember that these changes and can be built upon as you progress on your personal journey.

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Endurance is not a case of suffering – instead, focus on efficiency and choose to work smarter, not harder.

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It’s important to look ahead and identify where the strain and load will be most and build periods of recovery either side of them to maximise personal and team performances.

Tools for the task •

Have the right equipment for optimum performance.

Taking the first step

Remember there are different levels within the team and each person will have a different strength. • Draw on these assets and assign leadership to the best person to help achieve the task, not based on authority or age.

World class leaders operate without ego and any praise is passed down to everyone in the organisation to create a culture of trust. When we feel safe – we perform at our best.

Personal wellbeing •

The limits on an endurance event are generally mental and not physical. 90% of our thoughts are negative and in periods of stress and strain it increases. Address and visualise the difficult periods – when things then get tough, replace the negative thoughts with positives and visualisations of what success will look like.

Planning

Teamwork •

It’s important to rest and recover as this plays an equally important part in building endurance and mental and personal strength - lack of recovery is one of the biggest challenges facing business today.

Whether it’s a commercial or sporting scenario, nothing is linear meaning there are both high intensity periods as well as down time.

People procrastinate as they are frightened of failing and as a consequence they may never start.

“Just by taking the first step, the second step is easier”

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The long game Cath Bishop Olympic Rower

Cath is well versed in being at the height of her game.

Having represented GB at three Olympic games, as well as being a diplomat, here she looks at how we should aim for the Long Game: a very apt conversation in today’s commercial climate.

Her candid insights delve into how our behaviours around communication, collaboration, recovery, inter-personal relationships, and personal outlook all contribute to our performance levels.

Cath’s premise is that the Long Game consists of the three C's.

Clarity • • •

“From a sports perspective there's no point in overtraining and only going to short-term results if that means we can't sustain performance over the longer-term”

Constant learning • •

athletes are world-class at improving look for performance goals not just results driven goals

Connections • •

collaborating and constantly learning and looking at how tiny things can make a difference marginal gain to make performance better

“Don't focus on what's wrong - ask what's possible”

Cath Bishop was brought to you by Speakers Corner, a UK & International Speaker Bureau.

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Reframing how I worked as an athlete within the team and my rowing crew in the third Olympic games that I attended was an absolute game changer for me. I reframed what success looks like; not just on the podium but around all that went before the podium and the life that was going to come thereafter.

understanding our individual motivators and how they fit within a wider team to ensure we can draw on the very best from each other thinking about the quality of what we're doing and not the quantity considering on a daily basis what success looks like and what is required to ensure each day is as successful as it can be

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The impact of mood and emotion on performance

Chris Beedie Director of Science at CHX Performance | Honorary Professor (Cognition and Neuroscience) at the University of Kent

Chris Beedie is at the fore of cognition and neuroscience and works with commercial organisations as well as elite athletes. This buoyant conversation brings to life the effect of mood and emotion on performance.

Driving home the links between body, brain and the mind Chris notes: “People look at sports and think it's physical but with elite athletes what becomes apparent is that the winning margin is in the brain.

Conversely, in business we perceive that the winning streak is in the brain. However, all the processes of the body are required to ensure that the brain can function correctly. Consequently, if you want to be the very best you can be as a business then you do absolutely need to look after your body.”

Sportspeople take time to understand how they feel and it’s a take home for the business community to learn to introspect.

Understanding our feelings and mood in our daily work life needs to become more intuitive, as Chris shares: “Athletes are aware of their RPE and what works best for them in their individual events and disciplines. We need to apply those principles to the workplace too."

It’s another reminder of the importance of rest days and ensuring commerciality is at a sustainable cadence – especially when going for the Long Game.

Chris details how one of the metrics for how our personal wellbeing is faring is our mood: a bad mood is often indicative of a low level of both physical and mental resources

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mood is like mapping the body and producing a summary

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Fast facts for leaders: Look at your cadence (on and off the field) Be careful with how you use emotion as it burns energy.

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Dr Steve Ingham Performance Scientist & Consultant

Belief on the start line How to visualise success when it matters most

Dr Steve Ingham was brought to you by Speakers Corner, a UK & International Speaker Bureau

Dr Steve Ingham’s curiosity towards self -improvement as an athlete led him to train and specialise in performance science and offer his support to others in their quest to achieve excellence. In his career he has supported more than 1,000 athletes, 200 of which have achieved World or Olympic medal success.

Drawing on his time working with EnnisHill, Steve stresses the importance of developing a plan that you and your team really believe in – something to put in place for the moments that really matter.

For Jess this involved her team coming together to work on a recovery plan to help her manage the waiting around between events in a bid to ensure she arrived at the 800m feeling as fresh as possible.

Mindset training and visualisation became key elements of this overall plan to ensure she performed at her best. When thinking about a performance, whether sporting or in a business context, it is easy to just focus on what has been done, but Steve indicates that we should instead be looking at ‘how it was done’. To be able to

perform at her optimum and achieve that Gold medal success Jess had to have the right mindset, she needed to trust in her training and her team, take ownership, manage herself and the pressure, and be brave. It was this plan that gave Jess the assurance, the focus, and the confidence to do what she needed to do to execute the ‘perfect heptathlon’.

Using Jess as an example, Steve believes the key to performing at our best is developing and culturing belief in the plan and visualising success by ensuring you have a singular focus at those important moments. Thinking ‘don’t hit the first hurdle’ whilst you’re on the start line for the hurdles will most likely result in you hitting the first hurdle. For Jess, her singular focus as she took to the starting blocks was ‘be like a gazelle’; and it was this single focus that enabled her to perform at her best and take the WR. So, when it matters most what is your singular focus? Find it, visualise it, believe it and own it!

Key learnings from Steve •

Authentic confidence comes from understanding any threats and working to address them. The best champions are not always super ambitious, and reward focussed, instead they are the ones that look for the threats and areas of concern and work with them. This is what will give you authentic confidence on the start line.

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Assurance comes from reminding yourself of all that you and the team has achieved to get to this point.

The best indication of becoming an Olympic champion is becoming World champion – remind yourself of your previous successes to give you confidence.

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Following a proven plan for the winning moments gives you ownership and belief.

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When it matters most having a single focus gives you clarity.

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Steve was a key part of ‘Team Jessica Ennis-Hill’ as she was readied to perform at the London 2012 Olympic Games.

Steve’s job, alongside that of Jess’s coach and key individuals in the fields of biomechanics, strength and conditioning, physiotherapy, medicine, psychology, nutrition, and physiology, was to ensure Jess was able to perform at her optimum when she took to the start line, despite having the expectations of the country on her shoulders.

The new normal Interesting times.

There is an oft-quoted saying that goes ‘may you live in interesting times’. It’s usually, mistakenly, said to be an ancient Chinese curse, though it’s true origin is probably a Bobby Kennedy speech from the 1960s... Either way, it speaks very clearly to the challenges faced in times of great turmoil and uncertainty.

These are, without doubt, very ‘interesting times’.

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Following hard on the heels of the ‘MeToo’ movement, ‘Black Lives Matter’, the UK leaving the European Union, Climate Change, Levelling-Up and many other drivers of change, we have been faced with a global health crisis perhaps more dangerous and disruptive than anything seen since the days of the Black Death.

The world of business has been faced with the need to transform rapidly and to re-engineer many aspects of work that we all considered so ‘normal’ as to be almost invisible.

So what will ‘business as usual’ look like in 2022 and beyond?

The workplace is, for many and for the foreseeable future, undoubtedly going to be something of a moveable feast. Many will need to find ways to operate as a hybrid organisation, with people working from home, in hotels, in coffee shops and in other meeting and working spaces both real & virtual. While that represents a logistical and often philosophical challenge for many senior leaders, it also brings many opportunities to redesign, re-engineer and refocus.

It brings opportunities to attract and unleash talented people who might not have chosen – or been in a position – to take a ‘job’ in the old workplace paradigm of 9 to 5 and the daily commute. It enables senior leaders to re-evaluate what is important about the people they employ and the recruits they now want — and the skills they and their leaders need in this transformed world. It brings opportunities for the ideas of diversity and inclusion to be made real and to be seen as a competitive advantage rather than a policy issue.

It puts the many and related issues of mental health & wellbeing, resilience and sustainability at the top of the agenda, rather than three-quarters of the way down.

Nigel Girling Head of Professional Qualifications IDG CMgr CCMI FInstLM FRSA

inspirationaldevelopment.com

In the months leading up to March 2020, a mood of optimism had been steadily growing in the business world after several years of uncertainty over Brexit, economic turmoil and many other political and domestic issues. Then came lockdown.

These times are indeed extraordinary – but many of the challenges themselves are not – we’ve just perhaps carefully avoided looking at them for far too long in the hope that they’d go away. They won’t and now we need to act. We can take this opportunity to re-design our impact - on our people, our clients, our other stakeholders and our planet.

Most organisations have to face up to a very uncertain immediate future; to consider the possibility that they won’t be able to continue in the same form or doing the same work that they have done perhaps for decades.

That ship has sailed. Recognising the stark facts of that future, planning for a very challenging yet still unclear business and financial climate, making some very tough decisions about staffing, costs and plans: this is going to be the daily challenge for leaders. For many it will remain so for quite a while.

Leaders will have to find a way of presenting a sufficiently reassuring and confident face to help their people to face that future, together. We have to find and carefully articulate compelling and persuasive reasons for hope and for a better tomorrow. Economic or financial recovery targets won’t be enough; they’re too disconnected from most people. What they want and need to know is what their organisation is planning to do, why it thinks it’s the right approach and what they can do to help make it happen.

Given our likely future, how many of our people will want to return to a daily commute? There is already a rumbling among the ‘old guard’ of executive leaders who want people to return to the office and to ‘business as usual’.

It is human nature to want things back the way they were, where things seem comfortable and familiar. But it is unlikely that their people will want to spend their days enclosed in a building with a mass of people; some vaccinated once, some twice and some not at all. We’ve just proved they can work very effectively from home, so we don’t have to bear the huge costs of many physical premises when we can work in collaborative ways in ‘other spaces’.

Finally, we don’t need to cause our people all that stress and performance-reducing anxiety when we know how to lead them better than that.

So with that in mind, let’s find ways to support and enhance the mental health & wellbeing of our people while enabling them to perform at their peak. That will require a re-evaluation of much that we have thought of as ‘normal’ for many years. We will need to explore the idea of doing away with or at least re-engineering much of the familiar to suit a very different tomorrow.

Organisational structure, key processes, roles, hierarchy, skill requirements, performance expectations, products, services, teams and functions, infrastructure, premises, policies and the fabric of our everyday working lives are all, potentially, up for grabs.

That’s going to take some real leadership courage to face up to, some time and effort to explore and some innovative, collaborative and critical thinking to resolve. It will need capable, forward-thinking, skilled and engaging leaders to take it forwards.

These are the critical challenges for leaders everywhere.

The truth is, of course: they always were.

This is a time of great challenge – but also an enormous opportunity to change things for the better and to become more inclusive, in every sense.

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Several things which shifted overnight will continue to shape the future we must now create. Concern for the human and mental challenges faced by our people – always important – now becomes an even bigger focus.

The need for home working, home schooling, remote communication and the requirement to develop digital skills at pace – all the many implications of a new ‘hybrid’ world — must absorb and focus the minds and plans of people across the organisation. Work that would once have been transactional must now be re-thought to become transformational. We must be hyper-sensitive to the way decisions might ‘land’ and how actions must be carefully shaped and delivered to help people to feel safe, to have hope, to reduce anxiety and to cope, to thrive and perform.

Twitter — @InspirationalDG

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From one Flocker to another.

Alex Hewitt Chef Executive Officer, AOK Events

Alex Hewitt runs AOK Events and is highly respected for his work in the field of client engagement and events.

It’s said that ‘if you throw enough paint at a wall, some of it has got to stick’. This increasingly outdated mantra used by marketers too (admittedly they do use a punchier noun!) is more and more outdated as personalisation and targeting become more sophisticated and prevalent to their audiences.

How we interact with clients, whether they are new, existing or potential has moved from being broadcast to a more narrowcast approach and it’s a tactic that Exclusive Collection has brought into play with great aplomb throughout its network, Flock.

The team at Exclusive Collection has recognised the value of face-to-face marketing and over the last 18-months has created an agile community with touchpoints that step beyond the traditional boundaries of the client event. Face-to-face networks yield a direct response and only the hardiest of business people would do the digital equivalent of DELETE by blanking the individuals around them!

Flock’s most recent event series was as a digital community due to the pandemic. One would think there was plenty of opportunity to blank or DELETE, but the reality is Flock’s migration online saw the network flourish. Under the topic of ‘endurance’ the community went on a journey of personal discovery that pushed our own mettles while learning from endurance specialists and taking us on a pacey fitness programme in readiness for us to cycle the equivalent of Everest. We learned online, we mixed online, we trained online, we networked online and we shared online.

Much like an event or the workplace scenario, content is king. Nowadays we digest short bites of information,

The content of the networking event is one quantifiable part of accepting the invite and the community is another part. Think broadcast versus narrowcast and you’ll get the gist: if you are mixing with likeminded people that share a purpose you are far more likely to make valuable interactions than a brood just gathered to get numbers in! People buy from people and if there’s a common sense of purpose then there should be opportunities throughout the network.

From personal experience, I have met three or four “Flockers” who I now count as friends and one of whom has become a great client. During Flock | Go The Distance we all had shared outlooks; with many businesses disrupted by the pandemic and each of us as leaders looking for support and advice on forging forward in what seemed a desolate commercial environment. The network has been invaluable in helping with my own personal development. After all I am only going to learn and develop if I am challenged to take on new skills, listen to a different way of thinking or meeting a new community. I learned more about myself from Flock’s Jonny Wilkinson event in 2019 than I did practically in the rest of the year put together! More recently I’ve taken significant personal learnings from all of the speakers who shared their endurance stories and I’ve built a network that is quantifiable and long lasting.

Flock isn’t just a case of networking. It’s netWorthing: valued and valuable relationships that help drive business throughout the community.

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Flock is a very narrowcast community and whilst Exclusive Collection could easily mass market and broadcast their products and services, the way we all consume media nowadays means that DELETE is an easy option and messages simply don’t get seen. And that’s a lot of messages to throw at the (fire)wall in a very, very noisy marketplace.

and our minds covet colourful, content rich, hi-impact messages. Flock ticked this with the use of Zwift, Webex, WhatsApp and even Spotify. However, as workplaces reopen and being visible again becomes more important; will networking turn full circle and revert to face-to-face only? Time will tell but there is a resounding desire to mix, meet and be in one place at the same time. Either way, the quality of the content on offer will be the deciding factor of attending online or offline.

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Futurescaping; a return to real-time Stephanie Hall, Group Director of Sales & Marketing at Exclusive Collection, chatted with leading industry partners to discuss 2022 and beyond in a conversation that looks at how business events, blighted by COVID-19, will make their return to the corporate agenda.

Steph’s pithy questions to Stuart Deans, Platinum Productions; Chetan Shah, CEO & Founder, Micebook; Nick Gold, Managing Director, Speakers Corner; and Alex Hewitt, CEO, AOK Events face head on many considerations that event planners are reporting. Steph talks procurement, Christmas, employee recognition and whether face-to-face is the real-time future of events.

In the wider business world there is a call to go back to the office to meet, bounce ideas and interact. Do you see us moving away from Webex and back to face-toface interactions?

‘We crave interaction; however, people do recognise the benefits of online interaction. Hybrid is nothing new in the events sector - it’s just that we’ve been catapulted into doing it better and we are now confident in using online as part of our events’. Stuart Deans, Director, Platinum Productions

We’ve become very used to Netflix and on-demand TV. Will we see greater use of ‘on demand’ learning and development programmes or will there be a return to classroom style learning?

‘Digitalisation is positive as it gives longevity to any messages from the event.

We need to start thinking of events as part of a wider campaign not just oneoffs. There are elements and types of events that can be done online, but how much is being taken in and engaged with?

The impact of live cannot be substituted nor the use of 5 senses replicated’.

Chetan Shah, CEO, Micebook

Do you think we’ll see the objective of an event influencing its format more than it has in the past?

‘As an industry we got complacent and never sufficiently asked: “what defines the success of your event”. An online event gives reach but face-to-face interaction can never, ever be replicated’ Nick Gold, Managing Director, Speakers Corner

Do you see age now affecting how events take place? Gen-Z for example are driven by digital and immediacy.

‘We are dealing with digital natives where everyone is a brand nowadays. It’s important to consider this when planning and its equally important to remember tech’s late adopters will struggle too’.

Nick Gold, Managing Director, Speakers Corner. Chetan Shah, CEO, Micebook, adds: ‘There’s the potential that organisers now must consider who needs to attend the events. For example, bring the less tech savvy to the venues and allow digital natives to work from home’.

Steph’s full conversation can be seen https://www.exclusive.co.uk/flock/ futurescaping-a-return-to-realtime It’s an enlightening listen with some provocative output from the speakers.

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If we can reach more people through tech, will corporate procurement departments start to question overseas travel for business events?

‘It’s not solely about cost, there’s something more pressing on the agenda; corporate responsibility. The challenge will be for corporates to adhere to their corporate responsibility policies, and while travel and domestic and international events will come back, its corporate responsibility and reduction in emissions through less travel that will play a very big part’. Nick Gold, Managing Director, Speakers Corner

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Getting back the office - top tips Carmen Hill Head of People & Learning Excusive Collection

The big return has started with businesses returning to ‘normal’. Maybe the novelty of being at home every day for the last few months is wearing thin for some and a return to the office is something we are looking forward to.

That said, the home comforts and forced break from what was often a chaotic daily routine has served many of us well in terms of our overall work/life balance and particularly our personal wellbeing. The lockdowns, isolation and juggling of parenting duties weren’t exactly easy, but there was undoubtedly a certain comfort that developed over time from the simplicity of daily life in quarantine.

Because of this, many of us may be feeling a little nervous about heading back into a workplace environment. If it’s feeling all too overwhelming, here are a few top tips to break down the worry and tackle the new normal head on:

1. Set the structure

4. Remember that you're not alone

For many of us, months of furlough have meant a steady slide out of a typical ‘workday’ routine, with altered sleep patterns and a welcome break from business attire. So, to prepare for a return to your usual work pattern ahead of time: get used to setting the alarm again for one! And plan ahead with put-together work-friendly outfits that will reduce last minute decision making, alleviate worries and help with a smoother transition back.

3. Maintain new habits

There’s certainly a level of fear of the unknown about reentering society, and the workspace is bound to feel strange at first, from new social distancing markers to hand sanitising stations throughout.

One thing that is guaranteed is that you won’t be the only one feeling this way; while plenty may seem ready and raring to go, there’ll be some who aren’t.

Communicating with your colleagues can help with any questions or to work out a flexible approach. Also, setting one clear intention each day can really help to provide focus, be it reconnecting with a colleague for the social time you’ve missed or allowing yourself a break each hour to make a cup of tea and take a breather and re-energise.

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We’ve had to develop new workday routines this past year, such as making our own lunches and that all-important daily walk. While part of us has missed the convenient sandwich from the high street, this is also the time to keep new habits strong and keep up the homemade lunches by bringing in your own, or opting for healthy shop bought options. And no going back to eating al desko, either – remember to take that break and the daily walk is the perfect pastime!

2. Keep your social diary clear The fact our mornings used to pack in an early alarm, sorting an outfit, a rush hour commute, grabbing a coffee and getting to work feels like another lifetime.

Resuming this level of energy seems daunting enough, so keeping your social calendar clear, at least for the first few weeks, will really help to ease back in and adjust to the change of pace.

5. Finally, seeing an end in sight is amazing, we will get back to a fulfilling lifestyle — so stay positive, move forward together and remember the importance of personal wellbeing.

After all, happy people make happy people — it’s infectious!

Flock is a peer to peer network of like-minded business people. To grow our network we encourage recommendation from our community. We also accept approaches from unaffiliated individuals, who if fit the profile, and will enjoy the benefits, knowledge and networking Flock is synonymous with.

Look out for the details of our next event in the autumn when we will be focusing on sustainability in business.

01276 478476 meetings@exclusive.co.uk exclusive.co.uk