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Sir Clive Woodward TALKS RESILIENCE Issue No.1 / 2020 Launch Edition

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Sir Clive Woodward TALKS RESILIENCE Issue No.1 / 2020 Launch Edition analytical IQ from F3GROUP Sir Clive Woodward TALKS RESILIENCE issue no.1 / 2020 Launch edition “We are operating. in a highly uncertain period. The challenges we’re facing today are unprecedented and we find ourselves in scenarios that we could never have predicted.” RESILIENCE. LEADERSHIP. PUBLIC SECTOR . TECHNOLOGY INTRODUCTION GAVIN GLEAVE P.04 CONTRIBUTORS LEADERSHIP SIR CLIVE WOODWARD P.10 LEADER PROFILE CLARE McKEEVE, CEO; TLNT HOLDINGS P.14 LEADER PROFILE PAUL BASHIR, CEO EUROPE; HARRISON STREET P.18 TECHNOLOGY GILES CLAYTON-JONES, FOUNDER; BARD LONDON P.22 WOMEN IN BUSINESS TRACEY McEACHRAN; LONDON CHAIR, WOMEN IN SOCIAL HOUSING TABLE OF CONTENTS P.24 BUILD TO RENT IAIN MURRAY; LIV CONSULT, DIRECTOR BTR CONSULTANCY (EUROPE) P.26 THOUGHT LEADERSHIP ALUN JAMES; MD, 53NG P.32 THOUGHT LEADERSHIP GAVIN GLEAVE; CEO, F3GROUP P.38 PURPOSE DAVID BUTLER; CMO, F3GROUP P.40 SPECIAL REPORT JAMES BUTLER; HEAD OF PUBLIC SECTOR BUSINESS DEVELOPMENT, F3GROUP P.46 SHARP SHOOTERS JAMES KEYWORTH; HEAD OF SYSTEMS & PERFORMANCE, fu3e.digital P.54 4 5 Introduction SUMMER 2020 Welcome to the launch issue of maniF3sto, analytical IQ from the F3GROUP. As a development management consultancy that works across the industry powered by the leading edge technology of fu3e.digital our first issue looks at general issues affecting all of us. These are summed up by no one more eloquent in the world of business leadership than England’s Rugby World Cup winning coach, Sir Clive Woodward, who writes on resilience, to the market leading views of Harrison Street’s newly appointed European CEO, Paul Bashir, Clare McKeeve, Chief Execu- tive Officer at TLNT Holdings SA (Talenthouse, Ello, & Zooppa) and the valuable insights of women in our industry through Women in Social Housing Chair, Tracey McEachran. Iain Murray, Director of LIV Consulting, writes a brilliant piece on just why need to Build, Build, Build to Rent and former Head of Brand at McLaren and founder of Bard, London, Giles Clayton-Jones, matches that with an insight on the Fusion of Business and Technology while maniF3sto editor, David Butler, writes about the point of Purpose, an area of expertise that has seen him work with market leaders around the world. Alun James, an authority in the media industry and a former Managing Director of Four Communications, follows on from Sir Clive’s theme of resilience with his thoughts on righting the corporate ship in the current storm. We also reveal through our own “Pain Report” some of the big issues facing the public private sector and there’s an interview with our own James Keyworth on his motivation about technol- ogy as he helps create our fu3e.digital platform. We are an organisation led by innovation and quality. Through fu3e.digital, whose new ad campaign we break here in our pages, we set out to design, develop and deliver solutions to challenges through our industry leading “single pane of glass” dashboard that not only gives real-time updates analysing millions of pieces of information, but also works to predict prospective outcomes and give our clients a unique insight. That’s also been the motivation for our launch of maniF3sto... analytical IQ… at your fingertips. Enjoy the read! CEO F3GROUP St James’s Gavin Gleave maniF3sto LAUNCH EDITION 2020 6 7 Contributors > > PAUL BASHIR GAVIN GLEAVE WHO: Harrison Street, Chief WHO: Chief Executive Officer Executive Officer of Europe, of F3GROUP, one of UK’s one of the world’s leading in- leading development and vestment management firms. capital management consul- > > SIR CLIVE WOODWARD GILES CLAYTON-JONES tancies. WHAT: In conversation with WHO: Sir Clive Woodward, F3GROUP CCO Rob Hen- WHO: Partner at Bard Lon- WHAT: Talks new world, new Rugby World Cup winning derson. don, a strategic communica- thinking. coach and leading business tions agency. motivator. WHAT: Talks about the fusion WHAT: Speaks building resil- of technology and business; ience and leading in a time of shaping the world we live in. crisis. > > ALUN JAMES IAIN MURRAY WHO: Managing Director of WHO: LIV Consult, Director 53NG, a strategic communi- BTR consultancy (Europe). cations consultancy. WHAT: Talks why we need to > CLARE McKEEVE build, build, build to rent. > TRACEY McEACHRAN WHAT: Talks about navigat- ing new waters - steering the WHO: Chief Executive Of- WHO: London chair of WISH corporate ship. ficer at TLNT Holdings SA helping clients develop high (Talenthouse, Ello, & Zoop- performance teams. pa), the world’s largest cre- ative community. WHAT: Talks why the future of women in property is more WHAT: Talks to maniF3sto than wishful thinking. about how technology is har- nessing the creative human spirit. EDITOR - DAVID BUTLER of F3GROUP CREATIVE DIRECTOR - JUSTIN BISHOP of F3GROUP SPECIAL REPORT - JAMES BUTLER of F3GROUP maniF3sto LAUNCH EDITION 2020 8 9 Introducing analytical IQ 10 11 LEADERSHIP I NEVER LOSE, ‘‘ I EITHER WIN OR I LEARN. “We are operating in a highly uncertain period. The challenges we’re facing today are unprecedented and we find ourselves in scenarios that we could never have predicted.” Leaders play a crucial role in uncertain times — and how they When you have a setback the most important thing the leader behave in this period could be the thing that makes or breaks must do is make sure their team realises it is only a setback. your company. But embedding new skills, behaviours and To build a winning team you first have to learn how to build on mindsets from a distance is a challenge. And in our current your successes, when you have them, and how to minimise market conditions, it is an urgent one. the damage to self confidence and momentum when things go wrong – and in this current climate, many things will go wrong. So, I wanted to share a few bits of advice on how to lead and build resilience through this current crisis based on a combi- You need your leaders to be able to Think Correctly Under Pres- nation of my own experience, and some examples from Hive sure (I call this T-CUP). This doesn’t come naturally to everyone Learning’s Resilience Works programme — a digital toolkit for but it is something you can teach. surviving and thriving in uncertain times. For example, Hive Learning – the peer learning platform that I 1. Learn from every setback founded in 2013 — have developed a toolkit designed to help people build resilience in themselves and their teams, lead from I don’t think anything that I have ever dealt with in sport and a distance, and solve problems fast. It focuses on giving people business can be compared to what we are currently facing. really practical actions they can put into practice immediately. This is much more serious than rugby. One practical way to get your people in the mindset of solving However, every setback I have ever experienced‘‘ I always see problems quickly is to get your people thinking about multiple as a potential learning opportunity. I never lose, I either win or pressured scenarios you might encounter and thinking about BUILDING I learn. how they would respond. From a sporting point of view, one of the biggest setbacks I The more you do this over time, the more comfortable your RESILIENCE faced was losing in the quarter finals of the RWC in 1999. For AND team will get responding to pressured situations. We are likely several weeks the pressure to sack the coach was intense — in this current crisis for a while yet, so make sure you dedicate luckily I was backed by the team and the board, and was de- time each week to scenario planning to get your team comfort- LEADING IN termined to do things differently going forward. TIMES OF CRISIS able with responding to and pivoting with change. By Sir Clive Woodward, Rugby World Cup winning coach and leading business motivator. maniF3sto LAUNCH EDITION 2020 maniF3sto LAUNCH EDITION 2020 12 13 “Your team will be more resilient and move faster if they solve problems together - swap, challenges and ideas to find solutions quickly.” 2. Be collaborative and share knowledge quickly Our success through this crisis will ultimately be determined by the way in which we communicate, collaborate and support I have a principle I use called Teamship. Teamship is about the each other and our customers. So give your people a way of LEADERSHIP team discussing things, sharing ideas and being open. When collaborating together to solve problems faster from their homes you have a small team, you can often create that by meeting and across borders in a way that’s immediate and scalable. regularly and being together. 3. Offer high support, but don’t forget about offer- Building connections between yourself, your team, and your ing high challenge peers has never been more important now we’re all dispersed. We are operating in a challenging and uncertain period. People Given we are operating in a digital world, there are ways tech- are anxious and unsettled and will constantly seek certainty. nology can help you scale teamship across your whole com- Apart from their obvious concerns about health and family, they pany. will also be worried about the implications of this pandemic on their job and income. So it’s essential that you offer your teams Your team will be more resilient and move faster if they solve a high level of support in this time. problems together - swap, challenges and ideas to find solu- tions quickly. It’s really important you give an opportunity to give In the excellent book Grit by Dr Angela Duckwork, she makes everyone a voice across the ranks – from the 18-year-old ap- the argument that to build gritty teams, as a leader you need to prentice who’s just come straight from school, right across to be both high challenge and high support.
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