Insights into starting, growing, and leading a business.
FEATURES / AMY CHAMBERS FAILURE IS PART OF SUCCESS
KENDAMIL GULFOOD EXPO EXPERIENCE | CORINA GOETZ
DAN BOLTON THE FOUNDER REVISITED | EXHIBITION DATES
The BritishChamber of Commerce Dubai is a membership organisation that supports companies and individuals from the UK with existing business interests in the region and those new to the UAE. Our membership consists of British-owned, Dubai-based companies, UK registered organisations, UK passport holders and brands that support British business.
Through a considered and strategic calendar of events, the BCCD ensures high quality networking opportunities, market knowledge sharing, valuable engagement opportunities and exclusive experiences for our members. The BCCD provides an ecosystem that goes beyond Dubai, to the wider GCC and through the British Chambers of Commerce’s Global Business Network reaching and providing international exposure and opportunity for our members and stakeholders.
For more information, please contact the BCCD business team: info@britishchamberdubai.com
Email: info@britishchamberdubai.com
Website: britishchamberdubai.com
LinkedIn: /british-chamber-dubai
Instagram and X: @bccdubai
This issue has been a long time coming, but here it is, the April-May issue of Yalla! magazine. It’s back to business as usual on the exhibition front following Ramadan and Eid, with The Airport Show, Abu Dhabi Healthcare Week, Decobuild, ISNR, Project Qatar, and more featuring in our events listings.
There’s a brand new feature this issue, Expo Experiences. We chat with exhibitors to give you their view of the event. First up, Siobhan Fotheringham shares her thoughts on this year’s Gulfood and her participation with Kendamil, a British infant nutrition brand.
It’s Mental Health Awareness Week this month, and Scott Armstrong features, as The Founder of mentl. Scott and mentl are tackling this head-on, through podcasts, content, events, awards, research, and conversations that focus on mental health issues.
We delve into the benefits that business awards can offer your company, highlighting Donna O’Toole’s concept that your likelihood of winning these awards is primarily influenced by your ‘Awards Persona’. This persona describes the attitude and strategy you adopt when entering.
Amy Chambers explains why you need to embrace failure, and why failing is a vital element of growth. She has 5 tips that will help you shift from a fixed to a growthmindset.
We catch-up with Dan Bolton, who previously featured as The Founder of Be Experiential. 12 months on, Dan has sage advice for entrepreneurs dealing with the unexpected. Corina Goetz brings you another roundup of facts, news and statistics from around the Gulf.
And in the design studio, we’ve been reading Amy Chamber’’s new book and gearing up for more networking events in the UK, following the inaugural BCCD gathering in London. Enjoy!
email: hello@mecs.design
Website: mecs.design/
LinkedIn: linkedin.com/company/ mecsdesign
Facebook: facebook.com/mecsdubai
Instagram: instagram.com/ mecs.design/
Twitter: twitter.com/mecsdesign
GLOBAL HIGHER EDUCATION EXHIBITION (GHEDEX BAHRAIN) 21 – 22 April/ www.ghedex.global
PET WORLD ARABIA 2024 22 – 23 April/ www.petworldarabia.com
ZAK WORLD OF FAÇADES UAE 23 – 24 April/ www.zakworldoffacades.com
GULF INFORMATION SECURITY EXPO & CONFERENCE (GISEC)
23 – 25 April/ www.gisec.ae
THE INTERNATIONAL EMERGENCY & CATASTROPHE MANAGEMENT CONFERENCE AND EXHIBITION (IECM) 23 – 25 April/ www.iecm.ae
DUBAI INTERNATIONAL HUMANITARIAN AID & DEVELOPMENT (DIHAD) 23 – 25 April/ www.dihad.org
DOMOTEX MIDDLE EAST
23 – 25 April/ www.domotex.de
FINTECH SUMMIT MIDDLE EAST 24 April/ www.ftsummitme.com
THE SCHOOL & NURSERY SHOW DUBAI 27 – 28 April/ www.theschoolshow.ae
ABU DHABI INTERNATIONAL BOOK FAIR 29 April – 5 May/ www.adbookfair.com
MIDDLE EAST RAIL 30 April – 1 May/ www.terrapinn.com
MOBILITY LIVE MIDDLE EAST 30 April – 1 May/ www.terrapinn.com
ABU DHABI GLOBAL HEALTHCARE WEEK 2024 13 – 15 May/ www.adghw.com
TANKCONEX
13 – 15 May/ www.tankconex.com
MIDDLE EAST POULTRY EXPO 13 – 15 May / www.mep-expo.com
THE AIRPORT SHOW 14 – 16 May / www.theairportshow.com
SEAMLESS MIDDLE EAST 14 – 16 May/ www.terrapinn.com
PAPER ARABIA 14 – 16 May / www.paperarabia.com
CRITICAL COMMUNICATIONS WORLD (CCW) 14 – 16 May/ www.critical-communications-world.com
DECOBUILD 16 – 19 May/ www.decobuild.ae
INTERNATIONAL APPAREL & TEXTILE FAIR 20 – 22 May/ www.internationalapparelandtextilefair.com
CABSAT MIDDLE EAST / SATELLITE MIDDLE EAST 21 – 23 May/ www.cabsat.com
HR SUMMIT & EXPO SAUDI 27 – 28 May/ www.hrtechsaudi.com
THE INTERNATIONAL TUG & SALVAGE CONVENTION, EXHIBITION & AWARDS 21 – 23 May / www.neventum.com/tradeshows/ international-tug-salvage-conventionexhibition-awards
INTEGRATE 21 – 23 May/ www.integrateme.com
HIVE FURNITURE SHOW 21 – 23 May/ www.hivefurnitureshow.com
RIYADH TRAVEL FAIR 27 – 29 May/ www.riyadhtravel.net
PROJECT QATAR 27 – 30 May/ www.projectqatar.
COMEX GLOBAL TECHNOLOGY SHOW 27 – 30 May/ www.comex.om
INTERNATIONAL EXHIBITION FOR NATIONAL SECURITY & RESILIENCE - ISNR 21 – 23 May/ www.isnrabudhabi.com AL THURAYA EXHIBITION 22 – 26 May/ www. adnec.ae/en/eventlisting/ al-thuraya-exhibition
SAUDI REHAB EXPO 26 – 28 May/ www.saudirehabexpo.com
TELECOMS WORLD MIDDLE EAST 2024 28 – 29 May/ www.terrapinn. com/conference/ telecoms-worldmiddle-east/index.
An exhibitor’s perspective on this year’s edition of Gulfood.
LHR DXB BA107
19-23 / 2 / 2024
Dubai World Trade Centre
Kendamil is a family-owned infant nutrition brand with over 60 years of expertise in formula production in Kendal, The Lake District, Cumbria. Situated in a prime dairy region of the UK, Kendamil is renowned as the sole British-made infant formula, experiencing rapid growth in both the UK and USA markets. Their formulas are crafted using whole milk fats, lactose, DHA, ARA from plant-based sources, along with prebiotics like GOS and FOS. The Kendamil range offers formulas from cow’s milk, organic cow’s milk, and goat milk, in addition to baby cereals, drops, and nutritional drinks. Kendamil products are certified as suitable for Vegetarian, Halal, and Kosher dietary needs.
We were due to launch in the UAE in April. We wanted to be at the expo to meet the retailers that are supporting our launch, and also continue our journey of development across the GCC countries and other markets. It’s also a great opportunity to educate people on our products and what makes us different to the other brands in the market.
Siobhan Fotheringham International Business Director Kendal Nutricare (Kendamil)
The commitment to exhibit at the show was c. £5k. It was a relatively low cost overall, however there was subsidy funding from the UK Government and the UK Agriculture and Horticulture Dairy Board that helped keep the Booth costs down for us.
It has lead to several more meetings and negotiations, all of which are in progress. We did sign up 2 more UAE retailers at the show and also have had some significant developments with KSA retailers. We also have other new markets and potential distribution partners that we are in discussion with.
We came away with a lot of leads from the show, but the reality is that these will whittle down to about 1015 solid leads. We have already connected with many, following-up in person and via Teams meetings. Teams and online meetings do help expedite the process after the show.
The commitment to exhibit at the show was circa. £5k. It was a relatively low cost overall.l
We use the Gulfood Connexions platform to preengage with potential visitors. We show products in the show catalogue and online Gulfood platforms. We also reach out before the show to our existing and potential target customers to invite them to the Booth. We also set up meetings around the show with key customers, as the show is great but, sometimes follow-up meetings outside the show help. In addition, we attend post-show Meetthe-Buyer events offsite, arranged by the UK Government Department of Business and Trade, and the Agriculture and Horticulture Dairy Board. This allows buyers who may otherwise not spot the products at the show a chance to see the range. They can be attracted by the British product’s provenance, with the UK being known for highquality food produce. Beyond that we let the products do the talking with nice displays at the Booth to catch the buyer’s attention.
We came away with a lot of leads from the show, but the reality is that these will whittle down to about 10-15 solid leads.
HOW DID THE ACTUAL VISITOR ENGAGEMENT AT YOUR BOOTH COMPARE TO YOUR EXPECTATIONS?
It was insanely busy at the show this year, with some really good quality opportunities. The show seemed to be the busiest that I have seen it, having attended the show many times over the past 10 years.
CAN YOU SHARE ANY INNOVATIVE OR UNIQUE METHODS YOU EMPLOYED TO ENGAGE WITH ATTENDEES?
We sent out personal invitations in advance to the key people that we wanted at the stand and followed-up to check they knew where to head to. We then gave them a WhatsApp contact, for them to keep in touch with us if they were running late or couldn’t find the stand. We also did a countdown on LinkedIn to remind them we would be at the show and to come see us.
CAN YOU DISCUSS ANY STRATEGIES OR PRACTICES YOU FOUND PARTICULARLY EFFECTIVE IN CONVERTING BOOTH VISITORS INTO TANGIBLE LEADS OR FUTURE BUSINESS OPPORTUNITIES?
We are very clear about our current target markets. We made sure that we did a lot of prep work to attract the right people to the stand, from forward research, utilising the Connexions platform, and connecting on LinkedIn and WhatsApp in advance of the show - maintaining contact with key people.
It
was insanely busy at the show this year, with some really good quality opportunities.
The 25 Hours hotel is somewhere I would look to stay in the future. They had great proximity to the event, were very innovative and the cinema on-site and nearby local neighbourhood restaurants gave a lovely vibe around the area.
We stayed at the Millennium Plaza (the Old Crowne Plaza). I have stayed there many times in the past due to the walking proximity to the show. I think the location is great but they have fallen behind now, they don’t have the restaurant choices anymore and the Hotel is very dated for Dubai. It could do with a real refresh, as one of the oldest hotels. Dubai is normally very modern and cutting-edge in hospitality. The 25 Hours hotel is somewhere I would look to stay in the future. They had great proximity to the event, were very innovative and the cinema on-site and nearby local neighbourhood restaurants gave a lovely vibe around the area. We had a great Meet-the-Buyer event there and the aesthetics and facilities at the hotel were fantastic. We also managed to get an after-show bite to eat and drinks in their lovely Monkey Bar rooftop outdoor garden, which had fantastic views and was a great reward after a long hard day at the show. It’s also walking distance to the Museum of the Future and allows you to take advantage of the great Metro links to the malls and other parts of Dubai.
WERE THERE ANY LOGISTICAL CHALLENGES YOU FACED, AND HOW DID YOU OVERCOME THEM?
No, everything ran really smoothly for us. The samples were there as planned, the set-up was great and with walking proximity to the show, there were no challenges. Over the years, I’ve found it best to stay in the Downtown Dubai area. Avoiding the Metro queues, a lesson learned from past experiences in other parts of Dubai, is a big plus point.
Being in the right location and pre-engaging with the buyers is most beneficial. Also, the outside-of-show breakfast and Meet-the-Buyer events in more intimate settings complement the show - as it’s so busy it’s hard for people to visit every stand, and products can be missed. Working hard in advance to pre-engage increases the chances of success at the show.
WHAT, IF ANYTHING, WOULD YOU DO DIFFERENTLY IF YOU WERE TO PARTICIPATE IN A SIMILAR EXPO AGAIN?
I decided to use more QR codes at the event, allowing interested parties to download information straight to their phones - instead of using leaflets and catalogues, as people don’t always want to carry too much at the show. However, there was a really mixed response on this, so having the availability of both options would be something I would change.
It was insanely busy at the show this year, with some really good quality opportunities.
BASED ON YOUR EXPERIENCE, WOULD YOU CONSIDER EXHIBITING AT THIS OR SIMILAR TRADE SHOWS IN THE FUTURE?
WHY OR WHY NOT?
Yes, we would. It’s a good chance to connect with new and existing customers from multiple markets in a short space of time. It also cuts down on the travel needed to do this, so it’s also good in terms of environmental impact, on miles travelled.
mentl is a company on a mission to open up the conversation on mental health by being a trusted platform for leading content, expert resources, bespoke research and progressive advocacy. Scott’s vision is a world where no one feels that they need to be brave to talk about mental health or seek consultations, because mental health and mental healthcare are a part of our relationships, routine and rhetoric.
Scott Armstrong Founder mentl
www.mentl.space
Our goal is to tackle the stigma of mental health in the workplace, in education, and the wider community.
HOW WOULD YOU DESCRIBE MENTL? WHAT DOES THE COMPANY DO?
We’ve taken on the rather all-consuming mission of trying to create a world where people and organisations can thrive. Our goal is to tackle the stigma of mental health in the workplace, in education, and the wider community.
More specifically, we help companies create coherent strategies around mental health and build those narratives so that employees feel empowered to engage with well-being initiatives. We create content that drives the conversation forward through our knowledge hub - mentl.space - and our podcast series - the mentl space. We curate wellbeing events and townhalls to promote mental health inside corporations. We create workshops, we produce research and white papers, and we hold our annual awards - the mentl awards - to shine a light on organisations who prioritise their people.
MENTAL HEALTH STILL CARRIES A STIGMA IN MANY SOCIETIES, INCLUDING THOSE IN THE MIDDLE EAST. HOW DOES MENTL ADDRESS AND WORK TO CHANGE THESE PERCEPTIONS?
The foundation of our approach is having honest conversations, we believe that mental health shouldn’t be something we shy away from, but embrace as a vital part of the human experience. Whether on stage, in print, on podcasts, we aim to tell authentic stories which inspire and inform. And we work to educate the private sector that it is good business to be a good business, that companies thrive when their people thrive.
HOW WAS THAT IDEA BORN? WHAT WAS THE MOMENT OR INSIGHT THAT MADE YOU REALISE THERE WAS A NEED FOR AN INITIATIVE LIKE MENTL IN THE MENTAL HEALTH SPACE IN DUBAI? CAN YOU WALK US THROUGH YOUR PERSONAL OR PROFESSIONAL EXPERIENCES THAT LED TO THAT POINT?
I’ve been a storyteller, a journalist all my life since 16. I’ve always tried to use that as a platform to help, having helped change the law in the UK to protect children from kidnappers, or having been invited to 10 Downing Street after running a campaign to help people get back into work. So, I have a set of skills when it comes to reaching people and communicating a message.
We work to educate the private sector that it is good business to be a good business, that companies thrive when their people thrive.
The moment mentl was born really was the moment I looked at my father as he lay in the open casket at his funeral. Despite being a successful CEO, a strong man all his life, we lost him to depression in an alarmingly short space of time. He couldn’t open up to me in his life about what he was struggling with, I imagine he didn’t want to seem weak. I realised as I looked at his body that we’d never really spoken to each other about our feelings and what we were dealing with, and from that moment I vowed to have more open and honest conversations.
The moment mentl was born really was the moment I looked at my father as he lay in the open casket at his funeral. Despite being a successful CEO, a strong man all his life, we lost him to depression.n
EVERY ENTREPRENEUR FACES MOMENTS OF DOUBT AND SIGNIFICANT CHALLENGES THAT TEST THEIR RESOLVE. COULD YOU DISCUSS THE TOUGHEST CHALLENGES YOU’VE FACED IN STARTING UP MENTL?
Launching the awards took a lot out of me, it was the first really big test for mentl, I was determined that it would be a success, and I perhaps didn’t appreciate how much was involved and I was in danger of becoming overwhelmed. Anyone who organises events here could probably tell you how late a market it is. You never really know until the last minute how successful something is going to be, and that takes a lot from you mentally to keep the faith.
You never really know until the last minute how successful something is going to be, and that takes a lot from you mentally to keep the faith.
HOW HAVE YOU OVERCOME THOSE OBSTACLES? HAVE THEY CHANGED YOUR OUTLOOK, TAUGHT YOU ANY LESSONS, OR CHANGED THE WAY YOU OPERATE THE COMPANY?
I’m glad that I decided to pre-empt myself burning out and so went to see a great therapist and we worked on self compassion, it really was exactly what I needed to reset my compass. I also asked for help, which so few entrepreneurs do, in organising the awards and that also helped give me breathing space.
Every day is a school day, I’m still not good enough at letting go of certain things, or asking for help early enough, but I’m getting better.
THINKING BACK TO YOUR ORIGINAL VISION FOR MENTL, HOW HAS IT CHANGED SINCE THE EARLY STAGES OF PLANNING TO WHERE IT IS NOW?
Pretty much we’ve stayed true to the original idea, though perhaps we’re moving through the gears slower than we imagined, but that’s fine, we’re learning constantly. When we look back we’ve actually come quite a long way in a short space of time, sometimes in the thick of it all it’s easy to lose sight of that.
STARTING ANY BUSINESS, ESPECIALLY IN A FIELD AS SENSITIVE AND COMPLEX AS MENTAL HEALTH, REQUIRES A DEEP SENSE OF PURPOSE AND PASSION. WHAT KEEPS YOU MOTIVATED?
This is the best job I’ve ever had to be honest. It really feels like I’m living my values and my work is aligned with what it important to me, so that really helps. I always say I have three drivers, my dad, myself and my children. They are growing up in a complicated world and they need better tools than we had (we needed better tools too), so they are a real motivator.
This is the best job I’ve ever had to be honest. It really feels like I’m living my values and my work is aligned with what it important to me.
Watching amazing human beings like Adel Al Felasi, an Emirati, open up about his struggles with mental illness, and win at our awards was really inspiring.
WHAT IMPACT HAVE YOU OBSERVED ON THE COMMUNITIES YOU SERVE? WHAT DO YOU THINK ARE YOUR BIGGEST SUCCESSES SO FAR?
It’s funny, I used to run fairly high profile media titles but I’ve seen the engagement on LinkedIn jump a 1,000-fold since I started this mission. We’ve reached more than a million people with our content, so someone is listening. For me, watching amazing human beings like Adel Al Felasi, an Emirati, open up about his struggles with mental illness, and win at our awards was really inspiring.
LOOKING TOWARDS THE FUTURE, WHAT PLANS OR AMBITIONS DO YOU HAVE FOR EXPANDING MENTL’S REACH AND SERVICES?
The awards are back this year and they are open to the GCC and Middle East so we expect them to be bigger and better. We are also striking a number of strategic partnerships to deepen our offering and provide a more holistic solution to companies. Watch this space.
LASTLY, FOR ASPIRING ENTREPRENEURS IN THE MIDDLE EAST WHO WISH TO MAKE A SOCIAL IMPACT, WHAT ADVICE WOULD YOU GIVE THEM?
If you believe in the mission then go for it, the universe will sort of align around you when you set out to make a difference. But equally, prepare for the challenge because it is different than working for an employer, the mental highs and lows are more extreme. Build a community around you, and have mentors, and advisors who can support you when you struggle.
I suppose the question I would have them ask is “Will I regret not doing this if I never try?”
Scott ArmstrongMay is Mental Health Awareness Month
Picture this: you’re walking up to the podium, the crowd’s applause thundering in your ears, as you clasp your trophy. Winning a business award is more than a recognition of hard work; it’s a stamp of success that can echo through your company’s hallways for years to come. However, for many businesses, the trophies lining their competitors’ shelves are just out of reach. According to Donna O’Toole, the reason often lies in a subtle yet substantial aspect of award entry that’s frequently overlooked — your ‘Awards Persona.’
Donna founded August Recognition in 2015. She has since helped hundreds of businesses, brands, teams, and leaders to win valuable recognition for their achievements via awards.
Donna finds that your approach to entering and potentially winning business awards can greatly affect your chances success. The 10 personas she has compiled correspond to various award entry types and the individuals she observes participating in award submissions.
What is this mysterious ‘Awards Persona,’ and why is it such a game-changer in the award entry process? It’s time to break down how subtle shifts in attitude, approach, and form can lead to that sweet victory.
At first glance, the term ‘Awards Persona’ might sound like a marketing gimmick. But in reality, it’s a framework that dissects your approach to business award entries into its core elements — the language that’s used, the story that’s told, the methodology used, and the evidence or lack of it. This conceptual tool looks at the psychological and practical factors at play when you decide to enter, prepare, and submit an award entry.
Your ‘Awards Persona’ could be one of several characteristic profiles Donna has identified through years of working with businesses on their award strategies. Each profile sheds light on how entrants differ in their mindset and tactics, often determining their success or failure in the awards arena.
The Imposter : This persona often doubts their worthiness for an award. They may downplay their achievements and self-sabotage their entry, which is a surefire way to not win.
The Ostrich: Rather than face the challenge of putting themselves out there, this persona prefers to ignore the opportunities awards offer. They pass on their chance to gain valuable recognition and distinction in their industry.
The Misfit: This persona is a jack of all awards, master of none. They lack focus and tend to shoot for multiple targets without fully securing their aim in any particular field.
The Bridesmaid: Always second-best and never the bride, this persona frequently reaches the finals but fails to cinch the first-place title. They consistently miss out on the top spot due to overlooked issues in their application.
The Tourist: Attracted to the glitz and glamour of travel, this persona is enamored with the idea of attending glamorous award ceremonies. They often submit mediocre entries, only to end up disappointed when they don’t get shortlisted.
The Party Animal: This persona treats award ceremonies as an excuse to party and socialise, rather than a chance to gain valuable recognition for their business. They often underestimate the importance of awards and fail to put in the necessary effort for their entry.
The Mathematician: This persona is bustling with facts and figures but fails to construct a narrative that communicates them effectively in their application. A modest approach in presenting achievements can lead to them flying under the judge’s radar.
The Storyteller: This persona is a master of weaving together their achievements into a compelling and engaging story. They understand the power of storytelling to catch the attention of judges and leave a lasting impact, but they can lack the figures that give their application weight.
The Politician: This persona knows how to play the game when it comes to awards. They are skilled at networking and building relationships with judges, but can sometimes rely too heavily on their connections rather than the quality of their application.
The Peacock: This persona is all about the showmanship. They focus on flashy and extravagant elements in their application, but fail to provide substance or depth. Judges may be impressed by their initial presentation, but will ultimately see through the lack of meaningful content.
The Athlete: This persona is dedicated, disciplined, and strategic. They see awards as a marathon, not a sprint, and prepare accordingly. They invest time and energy into their applications, learn from each campaign, and consistently improve their technique.
Recognition is like rocket fuel: it powers you to reach heights you never believed possible.
Donna O’Toole
The Awards Athlete diligently crafts a compelling story, backed by robust evidence, and aligns each detail with the award’s criteria. They prepare well in advance, leaving ample time to review and refine, avoiding the pitfalls that trap the hurried and the disorganised. They are not disheartened by previous losses but instead view them as lessons to improve their approach.
If there is one piece of advice for those seeking to win through awards, it is to aspire to the ‘Awards Athlete’ persona. This persona embodies the traits most likely to lead to success — a balance of humility with a relentless drive to present the best of your company. For the Awards Athlete, every application bolsters their skills and refines their story, not just for the benefit of the award judges but also for their overall business narrative.
Self-awareness is the first step in transitioning to an ‘Awards Athlete’ mindset. Start by analysing any previous award entries you’ve made, the feedback you’ve received, and your business’s current position. From there, commit to an ethos of continuous improvement in how you present your company in the competitive realm of awards.
Invest in understanding the specific criteria and nuances of each award you target, align your strengths and achievements with these parameters, and ensure your submission stands out amongst the crowd. It takes effort, but the dividends in terms of recognition, customer confidence, and team morale can be immeasurable.
The road to an award-winning business is paved with strategic thinking, concerted effort, and a willingness to learn from each application cycle. Be discerning in your choices and diligent in your preparation. Your ‘Awards Persona’ doesn’t have to be static; it can evolve into the winning formula that sets you apart as a leading contender, not just in the world of awards but in your industry at large.
Your approach to business awards must be more than a mere submission of credentials. It is an exercise in telling your company’s story in a way that captivates judges and stands out for all the right reasons. By recognising and evolving your ‘Awards Persona,’ you take a giant leap towards not just winning awards, but solidifying your company’s place as a leading figure in your industry.
Remember, when you enter an awards competition, you’re not just competing against others; you’re really racing yourself to be the best you can be. And when you take on this challenge with the mindset of an ‘Awards Athlete,’ victory becomes an achievable outcome rather than a distant dream.
There is an incredibly strong correlation between success and how we think about failure. Most of us don’t like failure, a term that society has helped us feel negatively about. In the moment, failing often doesn’t feel good (and it certainly isn’t fun). But, we get to choose how we feel about failure. The most successful people I know have a very healthy relationship with failure. They expect to fail. They don’t avoid failure, but rather, they embrace it.
Amy Chambers Executive Coach / Life Coach / #1 International Bestselling Author / Speaker / Consultant
Highly successful people recognise that the world around them constantly changes and evolves, and so they work to constantly change and evolve, too. They know that growth and development can’t happen without learning, and they choose to view failures and mistakes as a great teacher. While winning often feels good, especially in the moment, it usually doesn’t teach us anything, especially in the long term. On the contrary, while losing (or failing) often feels bad, it can teach us a great deal. That is, if we don’t reject it and instead, pay attention to its lessons.
I first changed my own view of failure and how beneficial it could be when I read the book “Mindset” by Carol Dweck, an American psychologist and Professor of Psychology at Stanford University. Dweck argued, in her revolutionary research that became the basis for “Mindset”, that there are two types of people in this world: those with a “fixed mindset” and those with a “growth mindset”. Those with fixed mindsets tend to believe that attributes or traits such as intelligence are somewhat static and unchanging. They tend to believe “you either have it or you
They tend to believe “you either have it or you don’t”. Those with growth mindsets tend to ”. believe that our attributes and traits are malleable and ever-changing. Much of Dweck’s research and data centered on children, and her findings were incredible. Turns out, individuals with fixed mindsets behave quite differently than those with growth mindsets, especially in terms of how they handle failure. As Dweck tested her hypotheses on adults, she found that the same responses applied.
Before becoming an Executive Coach, Success Strategist, and Leadership Consultant, I worked in financial services for 21 years. Over those years, I got the opportunity to observe a few thousand colleagues (several hundred of whom I oversaw, and many I didn’t). I share Dweck’s findings. I’ve found that nearly all of us exude either a “fixed” or “growth
I can attest with zero hesitation that growth-mindset individuals create more happiness and success in their lives than fixed-mindset individuals, and a key reason is how they handle failure.
mindset”, in how we approach daily situations in life, and I can attest with zero hesitation that growthmindset individuals create more happiness and success in their lives than fixed-mindset individuals, and a key reason is how they handle failure.
If you want to be more successful (and happier), here’s just a few things you can do to develop a growth mindset and a healthy relationship with failure. I discussed many of these points in both my books, 7 V.I.R.T.U.E.S. of Exceptional Leaders and 6 H.A.B.I.T.S. of Powerful People , and know that these philosophies are life-changing and transformational.
1. THEY DON’T EXPECT LIFE TO BE EASY. EXPECT TO STRUGGLE.
Growth mindset individuals openly embrace mistakes and failure for the sake of learning. Why? Because they want to get better, and they view challenge and struggle as part of the deal. They don’t give up when things are hard. They expect things to be hard. If anything, they view hard or tough situations as a sign of progress.
We, as humans, are meant to be stretched. Many of us say they agree with that. However, not as many of us recognise that for something to stretch, it requires tension. Think about rubber bands and the many important and practical purposes they serve. The elastic nature of the rubber band is what makes it so
effective. When we stretch a rubber band, we apply tension and stress to it. It’s the same process of stress and tension we apply to our muscles when we lift weights at the gym. This is how strength is built. It’s a repeated process of adding stress and tension to something. Then, we allow it some rest and recovery. Then, we repeat the cycle.
If you’re not putting yourself through a bit of stress and tension periodically to stretch yourself, how are you supposed to grow? Stress and tension are normal, expected parts of growth. Without it, rubber bands wouldn’t work. That would be a shame; they’re so useful.
2. THINKING ABOUT SUCCESS, DON’T OVERFOCUS ON LUCK, CHANCE, OR GENETICS.
It can be easy to forget how much tension, stress, practice, and effort goes into becoming great. I can’t tell you how many times I’ve heard people talk about their favorite sports heroes and say things like, “They’re so talented. They were born to play.” I’ve repeatedly heard these statements about American basketball greats like Kobe Bryant and Michael Jordan. Sometimes, it seems people almost enjoy making these statements because it helps justify their own behaviours. If we can look to successful people in positions of fame and power and point to DNA or genetics as the reason, then we don’t need to try as hard. If success is hardwired at birth, then why exert effort toward endeavors we don’t seem to have natural talent in, right? Concluding our favourite famous celebrities or sports heroes possess innate gifts that we don’t possess effectively lets us off the hook for our own laziness or lack of effort.
Instead, recognise that success usually comes from practice and hard work. Practicing and learning new things is tough. Habit formation is difficult. Change can be incredibly hard. Yet, if you recognise that’s how it’s supposed to be, you can change the story in your head. You can rewrite the narrative. You can choose to feel good (or great) about your struggles, challenges, and failures. You can proceed anyway. You can learn to overcome the very strong emotions we often subconsciously feel like fear, doubt, worry, frustration, impatience, or boredom when trying to learn or do something new. If you enlist your conscious mind to help you with these things and pair it with a strong why, you can overcome the darkest of hours.
3. GET COMFORTABLE WITH BEING UNCOMFORTABLE.
When people are learning (including yourself), you must allow for a certain amount of discomfort, which comes in many forms. Sometimes it comes from embracing mistakes or failures. Sometimes it comes from the anxiety of believing that a mistake or failure is about to happen. Sometimes it comes from allowing someone else to make a decision that you, as the leader, disagree with. Since learning happens best in environments where people are allowed some leeway and space to experiment, to err, to try and fail, or to struggle through something before they figure it out, this means you’ll have moments where you have
When people are learning (including yourself), you must allow for a certain amount of discomfort.
to stand back patiently and bravely and wait for it to happen. If you don’t, people rarely learn anything, including yourself. You also limit people to only learning what you know. If you’ve hired great people and trained them to think critically, you should be able to allow them some space as they learn from their own mistakes.
Colonel Sanders is rumored to have knocked on over 1,000 doors before his recipe for Kentucky Fried Chicken was picked up.
4. ALLOW OTHERS (AND YOURSELF) TO MAKE MISTAKES. GIVE PEOPLE (AND YOURSELF) PERMISSION TO FAIL.
When I first started out in leadership, I wanted to be involved in all the hiring decisions that happened in my region. At some point, I stopped making hiring decisions for other people. If a direct report of my own had a hiring decision to make, and we disagreed on who it should be, I would defer to my direct report. I made this shift when I stopped fearing failure, and in some cases, it was me (not my direct report) that got to learn. Sometimes, it was me that had been wrong. Initially, that was difficult and uncomfortable for me. I’d think: “I’m the boss. Aren’t I supposed to have all the answers?”
I later realised that being successful is not about having all the answers. It’s about being willing to err and make mistakes so you can get all the answers
(over time). Sometimes, something you think will be a mistake isn’t. Sometimes, things you imagine will be failures turn into successes. This allows you to learn too. But, it also supports a learning environment where people feel free to use their own brains, think creatively, innovate, and chart their own course. So don’t prescribe every single course of action, dictate every single decision, and provide every answer. Let people (including yourself) learn, and don’t ever focus on what you didn’t know before. Only focus on the process you’re using to learn those things you didn’t know before. Remember, life is not about perfection, it’s about progress. If you’re making progress, you’re doing great. It’s the focus on perfection that really harms us.
There are huge benefits to developing a team around you that isn’t worried about how failure “looks” or isn’t worried about failing. There are endless examples of innovators and inventors that literally “failed” thousands of times before they found the right way. Colonel Sanders is rumored to have knocked on over 1,000 doors before his recipe for Kentucky Fried Chicken was picked up; without his persistence in the face of so much rejection, KFC as we know it would never exist. Thomas Edison is another revered hero in our history; without his tenacity and healthy relationship with mistakes and failure, we might not ever have discovered the light bulb. As Edison said, “I have not failed. I’ve just found 10,000 ways that won’t work.” Edison is also rumored to have said, “the secret to success surely lies in always just trying one more time.”
Effort is an important piece of the equation because it’s something we can control. We often can’t control our environment. We don’t get to control weather, traffic, other people, the past, and how much training or coaching we’ve had previously. But we can always control how we show up and how we set intention. When we teach people that trying new things and practicing a new skill is going to be hard but worth it—and any failures or mistakes along the way are the breeding ground for learning, which only makes us stronger—we give people permission to fail. However, we don’t give them permission to fail only by saying, “Hey, it’s okay to fail.” We give them permission by telling them our worst war stories about how we failed too. Socialising failure as normal (and reminding
others that mistakes help us learn), gives people around us the motivation to keep going and try again. It’s as Winston Churchill said: “success is not final; failure is not fatal: it is the courage to continue that counts.” Churchill was also rumored to have said: “success is going from failure to failure, without a loss of enthusiasm or energy.”
Edison and Churchill teach us is that how successful we are on the first try is not what matters most. Rather, what matters most is how willing we are to try again. How strong our desire is to repeatedly exert effort and try again comes from how strong of a growth mindset.t
What Edison and Churchill teach us is that how successful we are on the first try is not what matters most. Rather, what matters most is how willing we are to try again. How strong our desire is to repeatedly exert effort and try again comes from how strong of a growth mindset we have.
When we approach failure this way, we set ourselves up for a huge amount of success. Many of us mistakenly believe that success and failure are diametrically opposed, but that thinking is misguided. Failure is not the opposite of success, it’s a part of success. When we know this (and think this way), here’s what happens:
• We’re willing to imagine and propose solutions that we otherwise wouldn’t. This allows us to be more creative and innovative (which often allows us to solve tougher, more progressive problems that we haven’t seen before).
• We’re willing to speak up without fearing rejection or reprise. This makes us much more courageous and braver, and it also gives others permission to do the same.
• We’re willing to try again, regardless of what the outcomes were the first few times. This makes us more persistent, resilient, and determined.
• We’re willing to create a safe space for others to do these things as well. This makes us better, stronger leaders and the kind that others want to follow.
Embrace failures and prepare yourself for a better, richer, fuller life. When you embrace failures for the gift they are, you’ll find that you don’t have to wait for the destination to feel fulfilled and happy. You’ll feel fulfilled and happy on the journey, as well.
Amy Chambers
RE SET. RE START. RE GROW
Dan
Dan Bolton CEO & Founder BE. An Experiential Agency EC[H]O
Twelve months on from my last feature and a lot has happened.
As a company that started with less than 5 employees at the end of the pandemic in 2021 to one that grew meteorically to over 75 by the start of 2023, last year was supposed to be the year that solidified our position as a leading group of creative companies and ready to take on the bright prospects of further growth and importantly international development as we continued to produce some of the biggest and best events and opportunities across the region.
The only certainty in business is that change is consistent and all the best-laid plans that were presented at the start of 2023 needed to be ripped up and redrawn by the time the chimes tolled to ring in 2024.
2023 was a year of challenge. None more so than what felt like the endless cycle of trying to retrofit a team, install systems and processes across the business, and constantly keep up with the demands and pressures that growth, as opportunistic as it is, presented at the time.
I consider myself a visionary, I’m excited by the future and the possibility of constantly working towards building something epic. And Epic was what I thought we were creating.
2023 quickly highlighted that as the owner and sole driver of a business, you often quickly get consumed with the day-to-day dramas that running a business entails and you start to do much less of the things that you enjoy, and ultimately the reason why you started the business in the first place.
As the owner and sole driver of a business, you often quickly get consumed with the day-to-day dramas that running a business entails and you start to do much less of the things that you enjoy. y
Looking back, whilst focused on the big picture and vision, I lacked one fundamental foundation within the business and that was solid HR. 3
We lost a large project as we entered Q4 and this left a gaping black hole in cash flow and revenue forecasts for the rest of the year. The fallout was tremendous. s
The dream that the family unit would withstand anything was tested to its core. We lost over 75% of our team. m
With a much smaller team, you can dream big and define the company culture that you wish the business to personify, the truth is that the more people you add and the more layers you need to create, that culture is often diluted and amended as it morphs to fit the dynamics of the people and personas that you are constantly bringing into your business. I found that you quickly lose the ability to drive the business the way you wish and instead of becoming answerable to the clients and people you do business with, you spend most of the time becoming answerable to the team within the four walls of the office.
In hindsight and looking back, whilst focused on the big picture and vision, I lacked one fundamental foundation within the business and that was solid HR. A dedicated person who was not only there for the team and to manage the everyday people problems that all businesses face, but a person that would also support me in ensuring that everyone was accountable for their contributions to the business and performing at the level and capacity that was needed to be able to sustain the growth that we had enjoyed until now.
Don’t get me wrong, the people we employ, and employed, are good people and for the most part work extremely hard. The challenge that I faced is that as a business that went from start-up to
medium-sized faster than a car at the Abu Dhabi F1, many of the people within the business where often friends first and colleagues/employees second. The transition from startup is an extremely rewarding yet painful transition.
I believed I was creating a business that was a family and that no matter what happened, the family would stick together and tackle any challenges head-on as we would continue to push ahead long into the future.
This was tested at the end of the year as we lost a large project as we entered Q4 and this left a gaping black hole in cash flow and revenue forecasts for the rest of the year. The fallout was tremendous.
The dream that the family unit would withstand anything was tested to its core. We lost over 75% of our team and the huge investment amounting to millions of AED through 2022 and 2023 evaporated overnight. That was and to this day is hard to take.
Bringing together a exciting new team of
Change is painful yet it’s often impossible to fight against. If change needs to happen, it must and will happen. n
People have told me that business is tough. That mixing friendships and business is impossible. I thrive on proving people wrong and believe that we could be different. The reality is that business is tough and when I look back on what we have gone through over the last few months, I would lean to agreeing with that feedback and opinion that predecessors before me have shared.
Business is relentless, it’s bloody and brutal. It’s exhausting. When the chips are down and you are faced with impossible decisions or worse, the family unit no longer exists. People will and do leave your business the minute the tough times set in. It’s natural for people to go into their own survival mode and make decisions that suit the best interests that they need for themselves. It’s extremely challenging to watch people who came into your business want to leave.
In this process of change and evolution, it is also natural to unfortunately be in a position where you must allow this and other things to happen within your business that you have no control over or like happening. Change is painful yet it’s often impossible to fight against. If change needs to happen, it must and will happen.
Good people will leave and there is nothing you can do to fight to keep them, discussions will happen where the pain is brutally exposed, reputations and beliefs will be pushed and tested like never before. You and everyone else will be challenged.
As the dust settles the green shoots of recovery start to emerge. Everything happens for a reason and business, much like life, is about learning and bettering yourself due to experience. Until you go through something so fundamentally challenging that shakes your values, beliefs, expectations, friendships and more, you will never fully understand what people mean when they give you the warning signs or tell you the challenges that running a business entail.
This is something you must feel and experience for yourself. As much as the pain hurts, it will subside and everyone will emerge from things better and stronger than before, albeit on different life paths and that’s OK. Not all journeys are meant to be continued together.
New people and opportunities start and continue the journey with you.
Dan BoltonApril - May 2024
So here is your roundup of news:
Qiddiya Investment Company (QIC) and Japan’s Toei Animation have joined forces and announced plans for the 500,000 square metre project which will feature rides and attractions in seven areas, inspired by the anime series’ “Seven Dragon Balls”. Qiddiya is one of Saudi Arabia’s giga-projects part of its Vision 2030 ambitions.
Dubai Mall received a record 105 million visitors last year, a jump of over 19 per cent on the previous year’s 88 million, making the mall the most visited place globally in 2023…. And in the first two months of this year, already 20 Million visitors were welcomed at the mall according to the latest figures from Emaar Malls.
Neom has now announced 11 projects in the Gulf of Aqaba alone: Leyja, Epicon, Zardun, Siranna, Xaynor, Aquellum, Elanan, Norlana, Utamo and the latest 2: Treyam and Gidori – all will have an unique tourism concept and be crucial to make Saudi one of the most desirable destinations to visit.
Oman has launched a 5.2 billion Future Fund for a period of 5 years to boost the country’s economy and attract international investors
The top travel destinations for Emiratis during Eid have been revealed and they may just surprise you: Kazakhstan, Seychelles, Cyprus and Japan. The only 2 countries in Europe were Switzerland and Greece.
Corina Goetz is the Founder of Star-CaT, a Middle East Strategist and Cultural Expert for the Gulf. She helps her clients create better relationships in the Gulf region so they can grow and expand their businesses.
The Saudi Data and Artificial Intelligence Authority has revealed that it has trained nearly 600,000 young people in data and AI.
Oxagon and IBM have build a Robotics Orchestration Platform to manage autonomous mobility in the new industrial city.
Meanwhile, Hyundai Motors signed an agreement with Red Sea Global to trial EVs, hydrogen vehicles and develop autonomous mobility so AI will play a key role under Vision 2030.
Dubai’s real estate market may be a better investment than stocks - the city recently ranked as the 9th most liveable city for expats so many wealthy British, Russian, Indian and Chinese investors have taken advantage of this. And the trend is expected to continue.
Still branding shirts with just a company logo?
Edge-to-edge designs can take your branding to another level
MARISA MANNS | www.mecs.design
This is the latest book by our regular contributor, Amy Chambers.
By using her 6 H.A.B.I.T.S framework, Amy was able to break free of childhood programming, and develop a new set of beliefs and values that led to an incredible amount of life change.
Deutsche Bahn’s successful bid submission for the Etihad Rail contract was one of the most demanding projects mecs has ever delivered. We attended Middle East Rail exhibition to meet with clients and make new contacts in the sector, which we did at the UK Pavillion.
We travelled to London for the BCCD’s first-ever UK networking event, held at The Other House South Kensington. mecs was a supporting partner at the event, providing print material and roller banners.
BCCD_Sticker.indd 1 14/04/2024 19:19
German dental specialist, Dr Peter-Andre Weil DDs PhD, partnered with mecs on the launch of his luxury dental practice in Dubai’s Business Bay. Hamburg Dental Clinic would offer General Dentistry, Orthodontics, Implants and Endodontics at exceptionally high standards. The new practice would be located at ONE by Omniyat, otherwise known as One Business Bay. Positioning the brand in this prestigious tower at the entrance to Dubai’s financial district would require top-quality design and print production. With the name, logo and branding already set, our role was to produce the new company’s marketing collateral.
We delivered a turnkey project, that covered the design and production of all deliverables. We designed a complete corporate stationery set, leaflets that would promote the clinic and it’s services, and signage for the clinic’s interior. The print materials were produced at 300LPI, using offset presses in Dubai under our management.
Finally, our apparel brand, Dahan, produced a set of corporate Polo shirts for the staff members. We matched the primary brand colour with the closest possible green cotton pique fabric, manufactured the shirts and embroidered them with the Hamburg Dental Clinic logo for a simple, understated look.
Overall, this project delivered a set of marketing tools and branded that showcased the professionalism and luxury offered by Hamburg Dental Clinic. From the sleek corporate stationery to the high-quality print materials and staff apparel, every element was carefully crafted to accurately represent the brand’s image and values.
Our collaboration with Dr Weil and his team has been a pleasure and a success, with the launch of Hamburg Dental Clinic receiving positive feedback from patients and professionals in the industry.
At a printing press, quality comes down to the people running the press. The latest machinery and equipment are useless in the wrong hands. A print company is only as good as it’s people.
This applies to just about any industry. Perhaps your’s too. Human ability still determines the final result.
At mecs, we call ourselves a graphic design and print management agency. Because printing has always been part of our DNA. Our founders include a British Master Printer, trained at City & Guilds, London. We bring you more than 45 years of industry-experience and an obsession with quality, detail, and precision that is as strong as ever.
For 25 years mecs has specialised in bilingual English / Arabic design and print. Starting out in Kuwait, our work quickly stood apart, and our services were soon sought by some of the most respected names in Arabian business. Reknowned for clear communication, elegant design, and outstanding production quality; clients turn to us for presentations that matter. We have worked across countless industries, with clients spanning the entire Arabian Gulf, the U.S., UK, and Europe.
Today we have a design studio located in Devon, South West England, while the focus of our work remains the GCC region.
We continue to welcome new clients across the Gulf region.
middle east creative services
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