Building your professional brand while working from home can be a challenge, but with the right set of tools under your belt, you can use it to your advantage. Sarah Lennon explains. Working from home, working from your couch, from the kitchen. Bliss… yes? But when it comes to building your personal brand – your professional brand – while working remotely, it can be a bit more complicated. First things first – why do it? Why bother building your personal brand when it comes to your career? As we move into the ‘new normal’, it’s clear that the benefit of being aligned to one organisation or brand is becoming less and less valuable. Becoming aligned to a purpose, a bigger picture, and your own growth, however, is part of a new way of working. How can you build your personal brand, then, while working remotely? Not having the face time, water-cooler conversations and informal ‘chit-chat’ might lead to stagnation in some roles and bring up those feelings of vulnerability for those who feel like COVID-19 has affected progression. So, here are five ways to build your brand even while working remotely. Use your voice  Stay in touch with people, focus on growing your network and commit to progress. Before entering any meeting, be prepared. Do your research both on the meeting topic but also on the people attending. Develop a tone of voice that works for your professional brand. Schedule regular ‘coffee chats’ Informational interviews are a gold mine. They are a great opportunity to get your profile in front of people who may not be aware of you or your brand. The bonus of working remotely now is that it is much easier for people to ‘give’ you 15 minutes of their time for a conversation. Conversations can lead to knowledge sharing which, in turn, could lead to potential opportunities for you to develop further. Conduct regular skills-audits and know your gaps You might have more time now due to the lack of a commute – use this wisely! Take this time to investigate your weak points and work to strengthen them. This can give you more insight into an area that you would like to progress in, deep dive into or potentially move out of. Set goals and be consistent  Ask yourself: what do you want to achieve? Do you want to become known as the go-to for product related questions in your organisation, or perhaps the coaching guru? Whatever the answer is, you need to spend some time focusing on this and clarifying the outcome. From there, reverse engineer. Share what you learn Cut through the clutter of email, instant messaging and share what you’ve learned with others through video. Show people your full self – rather than just a written reply or voice message. Perhaps you want to share tips about productivity while working from home or lessons from career conversations that you’ve had. Pick an area, theme and share these lessons with a chosen audience via internal communications or externally on social media. Either way (or maybe both), this effort and focus can go a long way towards establishing your credibility in a certain area. Sarah Lennon is Founder of Sarah Story Coach – a Career + Business Coaching Consultancy. 

To make hybrid working work, employers must be as open-minded and flexible as possible. Ger McDonough and Ciara Fallon outline four fundamental principles to keep in mind: remember, rebuild, redefine, and reimagine. The transition to remote working upended our traditional views of the workplace and the purpose it serves. Most organisations have shifted from the conventional view of the workplace as 100% on-site, some are considering 100% remote, and many are looking at a variation of the countless ‘hybrid’ models in between. Hybrid working brings complexities beyond a blanket’ 100% on-site’ or ‘100% remote’ workplace. However, this forced reimagination of how and where we work has provided a unique opportunity to redefine the role of the workplace in providing real added value for organisations, teams and their people. How can you lead your organisation in redefining the purpose of your office and redesigning your overall workplace of the future while also ensuring that any approach is inclusive and doesn’t have unintended consequences for cohorts of employees within your organisation? There is no correct answer here, and an agile approach will be critical to success. Leaders must recognise and accept this and implement regular ‘reflection’ points whereby you review and iterate your approach based on feedback from employees and managers. When preparing the office for hybrid working, it’s important to use the four Rs (remember, rebuild, redefine and reimagine) to help define the purpose of your future office. Remember Leverage the lessons from the ways of working throughout the pandemic. A thorough reflection on remote working can help you understand which elements you want to retain in your new workplace model and which you want to leave behind. The lessons from how your organisation has performed and what your employees experienced are valuable inputs into any design of a future workplace model. What elements of your organisation’s pre-pandemic workplace model need to be embedded? There are likely to be some parts of the ‘old’ workplace model that your organisation and employees wish to reconnect with. For example, some employees may have expressed a desire to return to the connectedness of a face-to-face ideation session, while others may feel that there is no replacement for in-person experiences when it comes to informal learning and coaching. The elements your employees are telling you they want or need in some capacity, combined with your organisation’s future strategy, should also be factored into any redefining of the purpose of your office. Rebuild Remodelling the workplace for your organisation requires consideration of the business strategy, people and culture, compliance and risk, and technology and learning – in addition to the physical environment. Understand employee sentiment, future business strategy, and management expectations. Discuss current challenges and future goals, and gather data and insights to co-create the best workplace model. While immediate COVID-19 safety precautions are non-negotiable, getting your future workplace model right means being comfortable with experimentation and a test-and-learn approach. If you’re not iterating and improving, your competitors may be. Your workplace will also increasingly become a critical factor in the attraction and retention of talent. Implementing an agile, flexible approach will enable your organisation to stretch and scale as lessons are learned and priorities pivot. Redefine Reimagine your workplace with collaboration at the centre and in a way that supports different types of work preferences. Once you’ve understood how your people want to use different workplaces and spaces, redesign accordingly. Think fewer cubicles and more hubs for collaboration, with enough variability to meet different needs and expectations, and continually evolve these spaces as use cases change. Strategically marry physical and non-physical elements to make your workplace one where employees actively want to be and not have to be. Whether it’s war-rooms for team strategy sessions, outdoor spaces for mental refreshment, or technology that lets you coordinate calendars simply, workspace design should incorporate both physical and non-spatial elements to create a seamless, supportive and healthy office experience. Reimagine First, acknowledge that COVID-19 isn’t the first pandemic the world has experienced – and it won’t be the last. Organisations have to future-proof their offices, from ensuring adequate spacing between staff to mitigating bottlenecks in high footfall areas, reviewing air conditioning infrastructure and implementing zero-touch technologies. Identify the permanent fixtures of your ‘new normal’ and undertake scenario planning so you are equipped with contingency plans and responses to future disruption. Agility needed While strategic planning must be undertaken to make hybrid working a reality, agility will be critical as lessons are learned and hybrid working models are refined. Flexible attitudes will be key, providing trust and room for modifications and amendments as required. Along with asking employees for their input into the design of the workplace of the future, being honest with your people about this evolving journey to hybrid working is crucial. A failure to simultaneously understand your employees’ sentiments and adapt your workplace strategy in line with the changing world of work will reap negative short- and long-term consequences. Instead, acting now will allow you to benefit from the unique opportunity granted by the pandemic to redesign your workplace in a way that will work for your organisation, your teams and your people. Ger McDonough is Partner of People & Organisation at PwC. Ciara Fallon is Director of People & Organisation at PwC.

In an ideal world, all our work would be perfect. However, Moira Dunne argues that, with time constraints on our days, we sometimes have to let that perfectionist mentality go and settle for just good. Most people pride themselves on the high standards they achieve in their work lives. While aiming for perfection can help deliver quality work, the downside of such pressure can often outweigh the benefits. It can cause stress if we don’t have the time or skill to achieve the standard we want and impact our schedule as we tediously try to work out the assumed problems. Is perfection the enemy of productivity? Spending too long on one task may mean missing a deadline on another. Attempting to create the perfect project or document can be counterproductive to the business. However, sometimes it feels like it’s the only way to work. We do this for a few reasons: the desire for perfection and being seen to be the best enjoying the work and getting caught up in the ‘zone’ fear of criticism from colleagues and leadership workplace anxiety unclear deliverables In today’s hectic workplace, many people have more work to do than they have time to do it. Therefore, it is important to make the right decisions each day to use time in the best possible way. There are a few ways to do this. When good is good enough Sometimes, the standards we aim for are not required. While quality is important, it can be more productive to progress two tasks or projects to an acceptable level rather than perfect one to a very high standard no one asked for. For perfectionists, letting go in this way can be hard to do. It can help to get agreement in advance from a manager or a client about expectations and what needs to be delivered. This gives the perfectionist permission to complete the job even if the standard reached is not perfect in their eyes. Effort versus impact Every piece of work takes valuable time out of your day, so it is vital to consider the value being added. Is 80% of the current effort enough? Is the last 20% the ‘nice to have’ aspect of the task? Ask yourself: will anyone notice the final 20% of the work I do on this task? will this extra effort add any benefit for my clients or my colleagues? am I adding additional features because that’s the part of the work I enjoy? Splitting your task into two areas can help: the essential work (80%) and the additional work (20%). First, work towards 80% completion in the time allotted for the task. Then, once that is completed, add the 20% if time allows. Or move on, but return at a later point if you have flexibility in your schedule. Be decisive with time To be productive, it is important to have a plan for each day. Put time blocks in your schedule to work on critical pieces of work. This will help you limit the time spent on each task. Use a timer if necessary. When your time block is up, consider what is the best use of your time – to continue with the task, or move on to your next priority? If you have 80% of the work done, it may be time to put this task to rest. The key is to make mindful decisions about your work instead of getting engrossed in one task and losing track of time. Moira Dunne is founder of beproductive.ie.

Data has always been an integral part of any organisation, but the pandemic highlighted its importance. Now, companies must invest in the correct infrastructure to reap the benefits of data. Eoin O’Reilly explains. Data and technology had an interesting and important role to play in the battle against COVID-19. We all grew accustomed to seeing medical experts and scientists produce statistical models and projections to help guide policy decisions. People became familiar with epidemiological terms such as R-numbers and gained new knowledge of statistical models. When governments spoke about following the science, they actually meant following the data. This was particularly interesting for companies that had been hit with a severe shock. They had to move quickly to understand the impact of the pandemic on their business and plan a way forward. Many companies saw data as key to that. They had to use data to gain a new understanding of their customers, get products to those customers, reshape their supply chains, and create new ways of doing business. That also brought about a recognition that their data infrastructure may not have been ready for the challenge. Many organisations thought they were well set up but found difficulties with data quality issues (with systems not talking to each other) and low quality reports. The new understanding of the importance of data has also brought about a willingness to invest in addressing infrastructural deficits. Organisations appreciate the need to invest in the foundations if they are to reap the benefits of data. According to the EY Ireland CEO Imperative study, 84% of Irish CEOs anticipate significant investment in data and technology in the next 12 months. This is positive news and indicates that executives now see the value of data and know that it will impact their business. Before, they had to be convinced that data was worth investing in; now, they say it will help them connect with customers. In addition, they say that data will be at the front end of the business, where it will help serve the customer better and achieve competitive differentiation. Utilising the data However, just 63% of Irish CEOs said their organisations can deliver timely data-driven insights, enabling better internal and customer outcomes. So while many organisations have made considerable progress, a significant minority do not yet have that level of capability. In most cases, the systems and level of analytics in use are pretty basic and do not offer the capability required to enable better customer outcomes. This somewhat inflated view of their organisations’ capabilities may be due to a misunderstanding of data analytics’ true nature and power. That said, all the indications point to an appreciation of the need to invest more in data. But it cannot just be an add-on for the organisation. If companies are to compete against the new breed of digital-first firms, they will need to become data-first enterprises. Traditional vs digital-first companies The acceleration in value of global technology giants over the last six to nine months has been off the scale. The critical difference between those companies and their more traditional counterparts is that they have data and digital technology at their core. When considering a digital and data strategy for any organisation, everyone should ask: what approach would a digital-first organisation take? Even companies in regulated sectors are looking over their shoulders at potential born-digital competitors. Banks are already seeing parts of their business being cherrypicked by new data-led fintechs. The open banking directive gives these new competitors access to customer data, which they can use in new and imaginative ways. Traditional banks will have to step up lest they end up on the losing side of this data struggle. Overall, the results of the EY Ireland CEO Imperative Survey are very encouraging. They indicate that data is valued for its ability to help an organisation differentiate itself and its offerings and win in the market. That will drive further investment in the coming years. Eoin O’Reilly is Assurance Partner and Head of Data Analytics at EY.

Professional learning and development is key to career progression, but asking for financial support from your company can be difficult. Dearbhla Gallagher outlines how best to approach your employer when it comes to requesting support. Learning and development are critical in the workplace. As dramatic changes in technology have changed the way we work, employees can’t afford to rest on their laurels and ignore their professional development. Ongoing training is key to everyone’s professional progress. However, professional training can be expensive and not always within our budgets. It makes good sense to request financial support from your employer: many firms and companies generously support professional development if they can see the value of upskilling their workforce. Requesting training support demonstrates to your employer that you are committed to developing and growing in your role. But simply asking for financial support is not enough; your employer needs to see the potential for a clear return on investment. So, let’s take a look at a good approach to identifying and requesting support for your learning and development from your organisation. Do your research Start by doing your research. Do a self-assessment. Consider your skills deficiency in relation to not just your current role but the skills you need for the next promotion. Get feedback, ask your colleagues what training they undertook to progress in their own careers. Ask a mentor if they can help identify potential skills gaps that could prevent you from progressing. Be prepared to listen and take on board what your mentor is saying. Research training options and the costs. Can you commit? Do you have the time and energy for 3,000-word assignments after work and after the kids have gone to bed? Demonstrate the benefits The next step is to be able to demonstrate the benefits to your employer. They will want to see a strong case for increased productivity and performance. They will want to know if the training will improve the quality of your performance and output. Link your request for education funding to specific performance objectives. Think about the bigger picture – how will the investment in your training benefit the broader organisation? Is it possible, for example, that you can share what you have learned afterwards with a wider group of your colleagues by way of a presentation, thus avoiding the cost of sending multiple employees on the same course? Make a commitment Finally, investing in employee training is generally seen to increase employee loyalty and commitment to the organisation in the future. By and large, employers are very generous with training budgets, but they will want some level of comfort that you are not going to jump ship at the first offer with your newly acquired knowledge. You are more likely to get a positive response if there is a strong sense that you are committed to a future in the organisation. Dearbhla Gallagher is the HR & Learning and Development Manager at Baker Tilly.

What leadership lessons can we learn from the COVID-19 pandemic? Tom Armstrong outlines six key takeaways for business leaders. During WWII, Winston Churchill was credited with saying, “Never let a good crisis go to waste”. The recent COVID-19 pandemic is a crisis of a different type, but nonetheless, a crisis. So, what leadership lessons have managers learned during the pandemic? Informal processes are crucial For many, especially in large multinationals, on-boarding processes for new staff effectively broke down while working from home. Throughout the pandemic, management worked hard to ‘patch up’ this area by focusing on defining tasks and roles. However, informal processes are critically important for the on-boarding of new staff and cannot be replicated with the same level of impact in the virtual world. When one considers environment, culture, cohesion, mentoring and human connection, this concept becomes clear. Check your processes Taking stock of what processes work well and which do not is a constant in today’s rapidly changing world. However, this can sometimes be more aspirational than real, given the pressure of day-to-day operations. Working from home left leadership teams with no choice but to address this issue quickly. When we return to the new normal, or maybe even before we get there, it’s important to regularly check your processes to make sure they are still serving the business. Have more, not less (focused) meetings “Too many meetings” is a common complaint that predates the pandemic. While the number of meetings increased during the pandemic, the outcome was more contributions from participants and quicker resolution of challenges and issues. This could be because meetings were virtual and, therefore, didn’t have any distractions that one might have in an office, resulting in an increase in participation and productivity. The key is to conduct meetings that have focus. Plan and organise While having more meetings may have positive outcomes such as resolving issues speedily, the method behind this is well-structured meetings with goal clarity and clear accountability. Planning and organisation skills have improved considerably, for both leaders and employees, due to remote working. Set clear boundaries It’s not a surprise to hear people say that working from home during the pandemic has blurred the lines between home and work. For most, this is not a good development in terms of health and wellbeing. This issue impacts employees and leaders alike. Several managers learned the value of having clear boundaries between work and non-work. Start work, finish it and make sure a line exists for you and your team. Be agile and act decisively for all stakeholders The pandemic has ‘screamed’ loud and clear the need to be agile. Most organisations have adapted remarkably well, given the enormous challenges posed by the pandemic. One senior accountant I spoke with mentioned the importance of acting with agility in the interest of all stakeholders. Given the world’s environmental and social challenges, this emphasis on “all” stakeholders was refreshing and a timely side-effect. Tom Armstrong is the Accountant’s Executive Coach at Armstrong Executive Coaching.