Allun Lewis’ Post

Hello and happy Monday to you all… As you know the whole Intuitive Talent Solutions team work relentlessly to understand what’s happening in the Transport sector and to keep our finger on the pulse of what matters to people. In November Nina and I were thrilled to attend our first UK Bus Awards, sponsoring a category close to our heart, Culture Change. As well as presenting the category winner Warrington's Own Buses Ben Wakerley with their well-deserved trophy, Intuitive appeared in the post awards “Big Book of Winners”. Here is our feature, highlighting some of the reasons why Transport companies choose to partner with us and why candidates want to join our community. One huge reason is that we find candidates the client needs, oh and they stay too….and get promoted *nearly 90% of our placed candidates stay in their role for at least 2 years* Our client base is Transport but our candidate community represents all UK sectors. It’s rich, diverse and full of talented leaders, aspiring Directors and interim professionals. Is your leadership talent pool looking a bit MEH? Then you need some Intuitive magic! Tap into Intuitive’s talent pool and I can promise you won’t be disappointed. We are well known for delivering different candidates to WOW our clients and importantly candidates who still WOW after 2 years! Delivering massive value beyond an invoice. Want to go from MEH to WOW? Drop me a line caroline.wilson@intuitiverecruitment.com or message me on Linkedin. #executivesearch #interimmanagement #leadershiproles #diverseleadership

The EPL is back on Friday, and I can’t wait!! Football is one of my major passions, with Spurs being my team (sorry 🤣) In honour of the return of football, I thought I’d try and throw together some lovely connected content that links business to footy 🤣 So here goes…. Imagine a football team: each player has a specific position, whether it's a striker, midfielder, defender, or goalkeeper. They each have unique responsibilities, yet they all work towards the common goal of winning the game. In a business, it's the same. Every employee has a role, from marketing to sales to operations, and they must execute their duties effectively. However, just like a football team, a business needs more than just people performing their tasks. It requires a strategic identity, which is like a team's playing style. Are you a business focused on innovation, customer service, or cost leadership? This identity shapes how everyone in the organization operates and makes decisions. The culture in a business is like the team's locker room atmosphere. It's the shared values, behaviors, and attitudes that define how team members interact with each other and approach their work. A strong, positive culture can drive a business to overcome challenges and achieve goals, just as it can rally a football team during tough times. Finally, focus is crucial. In football, if a team lacks focus, they make mistakes, lose their shape, and become vulnerable to the opposition. In business, losing focus means straying from your goals, diluting your brand, and ultimately failing to deliver on your promises to customers. So, in both football and business, success is about more than just individual performance—it's about having a clear strategy, a strong culture, and a sharp focus, all aligned towards a common objective. So there you go 😁 I’d be interested to hear what people think the top four is going to look like in the comments

During a recent trip back East, I was able to coordinate a very cool walk with Billy Baker. We met back in my Standard Register days when Billy joined our organization in 2006. When I speak about the bi-directional nature of mentoring, my relationship with Billy always comes to mind as we intentionally communicate in a way that constantly expands our thinking. Billy influenced me as a CEO during a period of transformation in our company as I sought to introduce a whole new generation into our business. What I discovered was a person that I trusted, relied upon, and respected deeply as a confidant and ultimately a friend. I would say that if you can get on his Christmas card distribution, you can see what family truly means as the Baker’s are a beautiful family. This walk covered ~12 miles with a beverage, from the Hudson Yards, down The High Line, along the Hudson River Park, a stop at Trinity Church Wall Street, Alexander Hamilton’s grave, the Ear Inn Bar, and Il Cortile with our good friend Frank Spadavecchia. So many great insights …. - #Preparation Matters - Even for a walk, you need the right shoes if you are going to hit the streets of New York City. - #Intention - When we met in Chelsea there was a plan, including a tour of SAP, with an amazing view from a vantage point that I had never seen overlooking the West Village. We looked down The High Line towards our destination in the Financial District in the distance. Intention matters when meeting a friend, a coworker, or a family member. Find a place that is inspiring and meaningful to the person you are connecting with. - Having #Fun - Deep relationships extend beyond the work that we do and are housed in our life stories. - #Curiosity - We are at different stages in our lives; however, our essence is based on family, commitment, and belief in the future. It’s inspiring when you can have non-stop engagement for 12 miles. I am a fan of short meetings and long walks. - #Authenticity - Being real and bringing yourself to the workplace, a walk or a conversation matters. Leaders who bring their authentic selves build trusted relationships.  - #Opportunity - Providing an opportunity to someone you believe has the potential can positively impact an organization and specifically that person's life. Leaders who provide coaching, without the walls of rigid organizational hierarchy, create a ripple effect in a pond, and the waves will continue to make an impact into the future.  - Staying #Connected - Being in touch requires some effort but no agenda. Just being present with others lets them actively participate in our lives. I encourage you to make a list of people that have influenced you and a second list of people that you want active in your life. #TakeAction! The time spent together will repeat itself, likely on a new trail in the woods in New England finishing with more storytelling and a plan for the next walk.

Meet the remarkable Mark Fowler, our very own maestro of talent capability! 🌟 With over 25 years of expertise under his belt, Mark's journey reads like an epic adventure, spanning across operations, security, and even a splash of technology. At the heart of our organisation, Mark stands tall as the driving force behind our Talent Capability function, seamlessly orchestrating strategic planning, operational finesse, and talent management with the flair of a seasoned conductor. But don't be fooled by his serious-sounding title—Mark's zest for excellence is only rivalled by his love for food (think spaghetti, steak, and pork scratchings!) and his fervour for sports. Whether he's strategising the next ground-breaking project or perfecting his golf swing, Mark thrives on the thrill of competition, both on the field and in the boardroom! You name it, whether it's finding the best candidates or being first in the dinner queue, you can bet your bottom dollar that Mark not only excels but usually emerges victorious! 🥇 Embodying the motto of “Right first time,” Mark’s meticulous military approach 🎖️ ensures that every task is tackled with precision and skill from the outset. Yet, beyond his disciplined exterior lies a heart of gold. Mark's openness and eagerness to listen make him a true champion of diverse perspectives, constantly enriching his decision-making process through collaboration and teamwork. When the clock strikes the end of the day, Mark transforms into a beacon of joy, spreading warmth and lending a helping hand wherever he goes. Whether he's igniting the grill for an epic BBQ or organising a team game night, he's all about fostering a culture of camaraderie and support. Mark's unparalleled talent for bringing people together shines through, whether he's planning team outings or simply brightening someone's day with his infectious positivity 😀 So, here's to Mark—our strategic mastermind, sports aficionado, and all-around great guy. As Mark like to say, "You miss 100% of the shots you don't take." And with Mark leading the charge, we're not just aiming for success, we're hitting the bullseye every time! 🎯 #MeetTheTeam #Leadership #TalentCapability #DirectorSpotlight #KeenPeopleTeam

🐾The Puppy Chronicles - Part 9: Management Lessons from the Leash! 🐾 Walking Macy and Maverick is like running a business. I play the role of Upper Managment, setting the overall direction and goals on our outing. Macy, my seasoned manager, keeps things running smoothly day-to-day, while Maverick, our eager newbie, is fresh out of training and bursting with ideas. On our walks, Maverick is like a whirlwind of excitement, darting off to explore every nook and cranny like a new entrepreneur chasing every opportunity. Meanwhile, Macy, the long term manager, stays on the path, occasionally venturing off to investigate but always keeping a watchful eye on both Maverick and me. She's the perfect liaison between Maverick's exuberance and my direction, much like a skilled manager navigating between the enthusiasm of new hires and the expectations of upper management. Macy is always looking back to ensure I am still there, "supporting her" and "approving of what is going on" and she slows or speeds up the pace to keep a watchful eye on Maverick while he strays here and there. So, here's to the Macy's of the world, the unsung heroes who keep the ship steady while embracing the energy and innovation of the Mavericks. And to all those in Upper Management out there, may we always remember the importance of having a capable manager by our side and welcoming the fresh perspective of those just starting out. 🐾 #ManagementLessons #Teamwork #CompanyCulture #PuppyChronicles

In a big company, there's always an internal transfer market. But is it necessary to ask for your leader's permission before offering an exciting role to someone on their team? According to Per Arne Solend, a leader's job is to create opportunities for their team, not to limit them. Even if it's one of the top performers on the team, the answer is still no. The reason is simple: if someone has done a good job and been noticed elsewhere in the organization, that means the team is growing and developing talent. To keep the best people, it's important to be a team others want to recruit from. So, let's focus on creating a culture of growth and opportunity. Thanks to Per Arne Solend for sharing this insight. Check out the artwork by Midjourney titled "Room to grow".

Picture this - You’re a sports manager with the world's top talent on your team. You’ve got the skills, the drive, the potential for greatness. But, you don’t set aside enough time for practice. How do you think your team will stack up against the competition? Not so well, right? Now, let's bring this back to your business. Some business leaders fall into the same trap – not investing enough in their team's growth. They simply let their people do what they do and hope it forms into some kind of extraordinary team. And that’s where the real problems start to creep in. For your organisation to succeed, your team has to design, build and maintain a complex system and without a team that fires on all cylinders, that's tough to do.

My LinkedIn feed is full of guidance for Leaders and Managers. Its all good stuff but there is nothing better than real life examples - here are 2 that happened to me. Whilst I was working for a large retail bank in the UK I met the CEO and my Regional Director at a one of my branch offices in London. The RD didnt like how the sales campaign on the team write board was structured locally compared to regionally - rather than ask to be taken through the differences and how they delivered the results that were driving us up the national league table, he forcefully grabbed my arms in front of the team (heavily bruising them I might add) and fiercely shouted and swore. I left a month later after 10 years at the company, citing the experience (I left for the music industry). In another organisation my CEO called me 2 hours after my first daughter was delivered via caesarean. I had her in my arms as my wife was asleep. I answered thinking it might be a congratulations call on the birth. I told him I was holding my daughter and he promptly started delivering a list of work related questions and setting deadlines for responses later that day. Our relationship was broken from that point on and my exit followed within 18 months. I can remember both experiences in intricate detail and they still provoke a physical and emotional response. In both cases, the spark to leave those roles was a negative experience but they led to where I am today, which is a fulfilling and positive place (thankfully). Those experiences have shaped me, at first very negatively, and I carried the scars for years (and more deeply than I realised). Through reflection, they also evolved my expectations of how I want to be led and how I choose to lead, so that anyone I am fortunate enough to lead now or in the future , never gets near those feelings of damage and strain.

Another great day … today included some great conversations at the Bedford business Expo. 🎩Hats off to organisers et al - the real win l find as so much in life (including Leadership) comes from your attitude and what that unlocks in others. My alternative perspectives from today: At an Expo experiment with not scanning the banners for what you need and simply focus on sparking up conversations. That was my approach today and lve had a productive afternoon. I’m often reminding clients of the dangers of making assumptions so l tried to make as few as possible today (l am human). Logistics, swimming pools, flight simulation, debt collectors, quite a rich mix today. If you need to change up your event networking try turning your curiosity level up to 10 and see where it takes you. Today l believe l might have met: - A client l did not expect - A partnership to explore that could take things to new heights - Someone who needed a nonjudgmental alternative perspective Who is who? which were you? - we’ll have to wait and see. & did some fun plotting with Dawn Lowe - pic below - for some future events in Aylesbury. My question of the day - how important is fun in your business? Are you using it to embrace and accelerate learning, motivation, courage & growth? James Leadership Teams Transformation & Facilitation. For those that want more than just training & development Alt P #Communication #Motivation #leadershipdevelopment #highperformanceteams Bedford Business Expo #Bedford with James Cooper Matt Cooper Mary Hill (MA MCIPD) - HR Consultant Gary Sperring Chris Baddeley Michael Nagles Jack Nunn Dan Sparrow Tom Leach Matt Moore Stephen French Joss Amiss

My team's busy as f%&k. But, honestly, I don't do a lot anymore. And part of me feels guilty watching everyone else working so hard when I'm hardly doing any actual work in the business. This whole year, I've been pulling back from being involved in the day to day. I've realised I don't need to be in sales meetings, I don't need to onboard clients, and I shouldn't be doing much implementation at all. Seeing how good it feels to step back has made me go sh*t, it's nice to do less. Because over the last five years, I haven't taken the best care of myself, and it's starting to catch up with me. So in the time I've gotten back, I've been able to focus on my health. I've been sleeping in until 8:30 or 9am, which I never used to do. I've been going to the gym and working on my mobility, which I've been needing to do now that I'm not as young as I used to be. Claire and I have been going for runs, which is something I used to enjoy several years ago. Before lockdown, I was running 5ks every day, so it's been great to get back into that. Being in NY has helped me realise we can do more as a business when I get more people around me. It's faster for all of us if I step back and let my leaders lead. Next year, I really think I'll be ready to hire a GM and fully give the NZ team over to them. Then, I'll be able to act as a proper CEO, build an advisory board around me, then just lead the leaders of the business. Because now that I know what it's like to do less, I just want to do less even more.