December 22, 2023

What’s Coming in 2024?

As we hurtle towards a new year, we asked our team to give us the lowdown on the upcoming trends that our customers can anticipate in 2024. From the transformative shifts in Equality, Diversity, and Inclusion (EDI) practices to the burgeoning significance of Environmental, Social, and Governance (ESG) factors, these insights offer a glimpse into the trends that will shape the business landscape in the coming year.


Chief Explorer, Colin Lamb, spoke of what he expects leaders to face in the coming year, and how successful organisations will respond:

“2024 is going to be another tough year for business. Just when we thought we were out of the woods with COVID, businesses are being continually challenged on an economic scale and having to rethink what, how and why they do what they do. 

The biggest challenges we will face in 2024 will be the ongoing disruption due to inflation and economic downturn driven by political, economic, environmental, and global events. The ever-evolving change of customer expectations (personalisation and choice) and behavioural change (how people are choosing to buy) and how digital and AI in particular are taking us down roads we never thought possible at an instantaneous rate.  

These three external factors will drive businesses to change, adapt and evolve quicker than we realise. Disruption is afoot and the successful leaders will be at the forefront, while others who do not prioritise this will be left behind. “

Equity, Diversity and Inclusion

In 2024, our EDI Lead Katy Morrison expects the discourse on Equity, Diversity, and Inclusion to take a progressive turn:

“Talent shortages and the need for new skill sets mean that organisations will be stepping beyond traditional talent pools, and focusing on reskilling current employees, and even reintegrating retirees and caregivers back into pivotal roles.  I also believe that we’ll see a push to integrate diverse perspectives into strategy and organisational culture.

Companies will focus on inclusion rather than just compliance, and try to foster better working relationships by identifying commonalities. This approach will involve comprehensive training programs and events, going beyond sporadic or one-off training sessions to create a lasting impact. Companies are gearing up to collect EDI data, set goals, and implement measurements. Aligning with public bodies' practices, top-performing companies are integrating EDI policies and goals, demonstrating a commitment to creating and showcasing impact.”


Next, we asked our Business Director, Jordan Kay, to outline the pivotal business trends he expects our customers to face in 2024.

“Rather than replacing jobs, I believe 2024 will bring a collaborative approach to AI. Businesses are exploring ways to integrate AI into daily operations, enhancing tasks from writing to boosting efficiency. This shift signifies a move towards embracing AI as a tool for augmenting human capabilities and it will, in turn, lead to a focus on shoring up the Skills Gap.

Companies in 2024 will begin reinvesting in people's soft skills, such as communication, problem-solving, strategic thinking, and leadership. As technology continues to advance and be implemented more widely, businesses need to prioritise the development of their employees' abilities to effectively use these technologies and collaborate with others in the workplace.”0

Environment, Social Impact, & Governance

Our Chief Sustainability Officer, Mehalah Beckett, offers her opinion on how the ESG landscape will evolve in 2024.

“What I hope to see is 2024 being the start of a shift in the UK business model. B Corp-friendly practices are gaining popularity, with businesses advocating for legal responsibility to benefit workers, customers, communities, and the environment. As The Better Business Act gains traction in parliament, this signals a commitment to aligning profit with broader societal and environmental concerns.

With this in mind, I believe that purpose-driven start-ups, having gained momentum since the pandemic, are set to explode in 2024. Aligning brand loyalty with a meaningful purpose, these businesses are reshaping markets, surpassing competitors focused solely on financial returns.

In terms of environmental impact, businesses will start to transition from their net-zero plans to tangible actions. 2024 demands substantial changes in internal processes and supply chains. Companies are expected to enforce rigorous standards throughout their supply partnerships, ensuring a genuine commitment to addressing climate change.”

October 19, 2023

How to Deal with High Absence Rates in the Workplace

Sickness absence rates in the UK have risen to a 10-year high, with employees now averaging 7.8 days off in the past year, compared to the pre-pandemic rate of 5.8 days. These figures are revealed in a comprehensive survey conducted by the CIPD and Simplyhealth which sheds light on the growing issue of absenteeism in the UK workplace.

Stress As A Leading Cause

The study identifies stress as a significant factor contributing to absences, with a staggering 76% of respondents reporting stress-related absences in their organisations over the past year.  The survey showed that mental health issues played a role in both short-term absences (39%) and long-term absences (63%).

We spoke to the HR & People Experts on the Connect Three team to dig deeper into why this might be happening and what businesses could do to support their teams.

1. Long Hours in Unhappy Workplaces

Colin Lamb, our Founder and Chief Explorer, believes the new ways that we are working is a cause of employee burnout and absenteeism:

“We are now operating in a more complex working environment where we are working physically, virtually, and hybrid. This increased complexity is more demanding on people.” He says.

Susan McRoberts echoes his concerns: “One of the biggest challenges in our new way of working is that there is no 'downtime'.  Previously, if you worked longer hours your manager would encourage you to take the time back, that's more difficult to do now.”

So how do we help to combat this predilection to overwork that people are facing?  Colin is passionate that it is the business’s responsibility to reduce overwork, wither by changing how we operate, or taking advantage of digital technologies. He continues; “Organisations need to do more to support their teams with a strong wellbeing strategy including financial, social, physical focus areas.”

2. Understaffed and Overworked

The report cited Heavy workloads as the primary cause of stress-related absences at 67%, but what is causing the increase in pressure on employees? Yvonne Anderson works closely with a number of our high-growth clients, and she believes the workload could be down to the imbalance she is seeing between many companies’ growth aspirations and the workforce available to meet these demands.

She says: “I’m seeing companies that are focused on growth, but do not have the people to deliver the extra work that we are demanding.  We are seeing people leaving and others having to pick up their work, while recruitment strategies fail.”

The solution is not to shy away from growth, however.  Yvonne believes that through better resource planning and changing approaches to recruiting, businesses can tackle heavy workloads.  “Rather than waiting for the ideal candidate, businesses should focus on training and development, attraction and retention; on improving working environments for the people they have, and attracting the people they need.”

3. Poor Management

As the report highlighted, Poor Management Styles accounted for 37% of stress-related absences, which is certainly something that our explorer Teresa Robertson agrees with.  “Poor Management style is always a major contributor to employee stress,” she says, “whether it is caused by company culture, or a lack of training for their managers, it is always a factor.”  Like Yvonne, Teresa highlights the importance of investing in learning and development to support and upskill managers in their roles, and how better management is absolutely vital in reducing stress in the workplace.

4. Poor Management of Absence

As well as solving the causes, Susan Crawford believes that more focus is needed on how companies are managing absences, something she is passionate about solving. 

She says, “Many managers are not equipped to manage absence, especially absence linked to mental wellbeing.  Poor management of absence in the first place almost endorses people being off, and puts more pressure on others in the teams.  This can lead to others burning out, getting frustrated, and even having to take time off too.  More has to be done to equip our managers with how to manage absence more effectively.” 

Is Stress Really on The Increase?

The rate of absences may be increasing, but we could question whether stress as the leading cause has increased as dramatically as the report suggests.  Is it that more that people are more willing to acknowledge mental health as a reason for their absences rather than masking it behind other explanations?

Vicky O’Connor believes this could be the case.  She has seen a positive shift in attitudes towards mental health in the workplace. “There has been a big change in how mental health is viewed at work.  It's become more acceptable to talk about it since the pandemic, and acknowledge it as the reason for health and performance issues.”

There is No Quick Fix

Vicky also points out that since there's often no quick fix for the issues people face at work, they can have a prolonged impact on overall wellness and contribute to stress-related illnesses.

She says; “Mental health is a huge area with so many moving parts, which is one reason that many managers and workplaces are still not well educated around and don't know how to deal with it appropriately.  We need to see a focus on supporting people as individuals, and being flexible within the boundaries of policy and practice to support people back to work.”

If you are concerned about absences in your workplace, get in touch with our HR team.  We can offer coaching and support to help you to prioritise the health and happiness of your teams, without compromising on your organisation’s growth and sustainable future.

May 5, 2023

How Leaders Can Support their People with the Cost of Living Crisis

Research by PwC found that 86% of UK adults are concerned about day-to-day living costs and 33% believe that businesses should be responsible for tackling these issues, but how can small businesses help their people? 

We cannot expect your average UK business to match the salary increases and cost of living payments that large employers like HSBC, John Lewis, and Tesco are offering their people – but is this even the correct way to support your employees?

In Connect Three, our Employee Experience Consultant, Samantha Gaughan suggests that employers should turn their focus to supporting their people across the longer term rather than providing one-off pay bumps.  Instead, she suggests providing people with the tools and support that they need to navigate the current economic conditions and beyond.

Here are Samantha’s 4 steps to lead your people through the cost-of-living crisis:

1. Teach Financial Wellness

By offering training around potential solutions to current problems, such as transport and energy costs, you are supporting their long-term financial well-being much more than a one-off, taxed bonus will.

You don’t have to provide this training yourself.  Organisations including Money and Pensions Service offer expert-led free training on topics including budgeting, pension planning, and investments.

2. Provide a Supportive Culture

Your people should feel comfortable discussing financial matters, and understand that when they are struggling, that there is support within the organisation to reach out for help. 

3. Offer Targeted Support

Remember, a truly equitable organisation provides people with what they need rather than offering blanket support.  Offer those with long commutes the chance to work from home, or provide financial support for their travel costs when you need them in the office.  By considering targeted financial support, you will make a bigger impact, and employees will feel more valued.

4. Consider other benefits

How can you provide security and stability without increasing salaries?  Look at other benefits you could offer, such as health insurance, mental health support, or discount packages with other firms.  Money may not help your people as much as other support can.

If you need further help or support navigating cost-of-living support for your teams, get in touch with Connect Three for consulting, coaching and training.

November 28, 2022

Gratitude as a Leadership Quality

This week our American clients will be marking Thanksgiving.  It may not be something that we celebrate in Scotland, but it did spark a conversation in the office about gratitude and saying ‘thank you’ in business.

The British sense of etiquette means that ‘thank you’, ‘please’ and ‘sorry’ are drummed into the average school child to the point where we apologise for bumping into doorways.  That in turn means, to quote coach Jen Sincero: “When someone doesn’t say thank you […] it’s as glaring an omission to me as if they’ve shown up without their pants on.”  As true as that may be in our daily business lives, there is a big difference between ‘thank you’ and being a leader with an attitude of gratitude.

Gratitude is not a quality often highlighted as a required attribute for a successful leader, but praise and recognition for team members when they do great job is critical.  It is more than just the act of saying ‘thank you’ that will make a team member feel appreciated.  You could involve them in the decision-making process of your projects to show them that their contributions are valuable, or provide them with opportunities for growth.   A study by the American Psychological Association in 2012 showed that 70% of employees felt valued at work when they were given opportunities for personal development.

While it’s true that actions speak louder than words, as Gertrude Stein famously said: “Silent gratitude isn’t much  use to anyone,” so don’t assume that your team know you are grateful for their work because you are helping them grow.  You still need to tell them and make sure you are specific, authentic and sincere.  Having an attitude of gratitude in your day-to-day work will encourage positivity, appreciation and a willingness to work hard in your team.  In her 2017 Forbes article, executive coach Christine Comaford talks about how being a grateful leader helps you see the positive in tough situations and experience less stress and fatigue.  Ingratitude, on the other hand causes a negative outlook which can lead to mistakes, missed opportunities and misjudged situations.

As Geoffrey James says: “People who approach life with a sense of gratitude are constantly aware of what’s wonderful in their life. Because they enjoy the fruits of their successes, they seek out more success. And when things don’t go as planned, people who are grateful can put failure into perspective.”

Success and gratitude go hand-in-hand, but it does take a while to strengthen your attitude of gratitude, so get practicing!  Thanksgiving is as good a time as any to give it a try and spend a couple of days of feeling thankful for what you have, and appreciating what others do.  See how it impacts on your leadership and whether it becomes a focus for your development in the future.

February 20, 2022

Leadership and Kindness

How does being kind have a positive effect on your leadership goals?  Kindness is a concept taught in most major philosophies and religions in the world today, but you don’t need a specific spiritual belief system in order to impart kindness into your leadership.  We are taught as children to be kind, generous and to care for those around us, as in turn, they will be kind back to us.  Obviously, in individual situations, a kind approach can be applied when leading your team, but in a more general way, how can you be #BeKind as Leader?

Maria Gamb offers 4 “Be’s” to consider when trying to embrace Kindness in your Value-Based Leadership approach:

  1. Be of Service
    “A good leader, a kind leader, helps to remove obstacles so a team member can do their job to the best of their ability”.  Through coaching and support, a kind leader is of service to their team members.
  2. Be a Guardian
    You are the guardian of your team, ensuring that they get the recognition with you and you are not the only one in the spotlight.
  3. Be Generous
    Be aware of what your team need – whether it’s encouragement, inclusion, honesty, or something else – and provide it generously. Give them what they need to succeed
  4. Be Diligent
    When considering the ramifications of your decisions and actions on others, use kindness and common sense.

Kindness as a leader may be most noticeable in tough times, perhaps because that is where it is least expected, but it should be integrated into your daily leadership seamlessly and without fanfare.  If you are only kind in order to receive praise in return, you risk looking like an attention-seeker.  In Value-Based Leadership, we should work to embody kindness without waiting to be acknowledged for it.  As a Leader, when we can be anything to our team, it is our responsibility to be kind.

January 20, 2022

Leadership in Uncertain Times

Uncertainty.  This seems to be the theme of 2020 before the year has even really begun!  How do leaders design their strategies for the year ahead, never mind approach budget plans and create projections for the future when we simply do not know what the next year holds for the UK?

Strong, successful leaders should be able to steer companies through this uncertain time and continue to deliver in the same way as they would when the future is secure, profits are high and stakeholders are happy – but that is easier said than done, so how do leaders lead in uncertain times?

I recently reread an article I’d saved by Harry M. Jansen Kraemer Jr. the author of From Values to Action: The Four Principles of Values-Based Leadership.  In it he said “By knowing myself and my values, being committed to balance and having true self-confidence and genuine humility, I can far more easily make decisions, no matter if I'm facing a crisis or an opportunity.”  I am an avid supporter of Value-Based Leadership as an approach to both personal and business growth, and this quote reminded me that its principles are a great first step when leaders are faced with uncertainty.

An organisation with clearly defined values, a well-documented purpose and an easily articulated ethos is one that can navigate any crisis.  Value-Based Leadership is a way of making decisions and evaluating your own and your team’s performance based on your organisation’s values rather than focusing entirely on metrics and milestones.

In times of uncertainty and change, the goal posts may be constantly changing, but a company’s values should stay constant.  As teams are asked to adapt to new situations, and learn new things, performance criteria will need to adapt too.  By using a Value-Based approach, not only are you creating a supportive and flexible company culture, but you are enabling feedback and growth measurement to continue through change and uncertainty.

The first principle of Value-Based Leadership is self-reflection.  In order to lead others successfully, you need to be self-aware and really understand what your company’s values are and what matters most.  Taking stock of your own position and knowing what you and your organisation stand for, makes it much easier to know what to do in any situation.

But Value-Based Leadership is not about acting blindly according to your own viewpoint. The second principle is balance - in other words, being able to gain a full understanding of a situation by seeing it from other people’s perspectives and opinions. Balance means approaching situations with an open mind and engaging with your team members frequently and authentically.

The third principle is about self-belief and confidence.  You need to recognise your strengths and weaknesses and continuously strive to improve.  This does not mean that arrogance is a coveted trait in a successful leader.  In fact, the fourth principle is genuine humility.  You should treat each person you encounter with the same respect you would like to be treated with.  Humility is also about knowing that you do not have all of the answers, or all of the time, and knowing when to ask for help and look outside for support.  That’s a great 2020 goal for any leader in any organisation.

Here are Connect Three’s top tips for leading your organisation through an uncertain year:

1. Keep Talking
Silence is unlikely to be interpreted as a good thing by your colleagues, customers or suppliers!  You should communicate often - reinforcing clearly, and repeatedly what your plans are, keeping your teams in the loop whenever things change and letting them know what your response will be.

2. Enable Others to Lead
Help develop the skills of other leaders, potential leaders & possible superstars in your organisations now, so that they are ready to step up when you need them to.  Essential Leadership skills courses are available through Scottish Enterprise and are designed to do just that.

3. Don’t stop Planning
You need to keep planning for the long and short term of your organisation and your team. Topics like personal development and appraisals may be the last thing on your list when facing a crisis, but culture and morale will suffer if you maintain your focus on the immediate future.

4. Stay Engaged
Great leaders know that they don’t have all of the answers.  They are confident that they have surrounded themselves with people capable of more than just freeing up their managers’ time.  Whether your organisation is doing well, or struggling, you hired a great team, so stay engaged with them, ask questions and be open to hearing the answers.

June 21, 2021

What do Insights’ colours really mean?

Barbara Clark

As an Insights Practitioner, I see the world and people as colours – Red, Blue, Yellow and Green. I don’t view the world like this to label or define, but to recognise and understand the person. I love this! It thrills me to work with people and really help them understand themselves and others. Why they think the way they do; why they react the way they do; why they communicate (or not!) the way they do and how this can build brilliant working relationships.

Over the past 12 months, I have had the chance to really put myself to the test with my own work and team. I have been working a lot with my brilliant colleague David. We have been doing lots of work for Connect Three behind the scenes as a team, and also working closely on projects and delivery with our partner Scottish Enterprise, creating bespoke support for the Seafood Industry in Scotland as well as a large project for NHS Lanarkshire doing Management Development.

What did I know? David and I, according to Insights, are opposite types. He is Blue / Green, and I am Red / Yellow. David is methodical and detailed and works really well collaboratively. He also cares a lot about what he does and the people he works with. He is fun and witty, can be serious when needed. I am not all those things, particularly the methodical and detailed part. I am energetic, flexible (David fed this back to me), I am honest, direct (sometimes harsh) and say it like it is. I also get bored easily and distracted far too easily.

What did we do? To work well together we knew we had to communicate. Often and clearly. Pre COVID we did not know what was coming and agreed to meet for lunch. We talked, set expectations, and shared our excitement at the opportunity to work together on these brilliant projects.

Then… we all know what happened next. David and I were still working together – remotely. We were designing and delivering programmes, having client meetings, project meetings, team meetings, all online.

What did I learn? Whilst using cool blue energy does not come easily to me, I know and understand why David asks questions. It is not to drain my very excitable sunshine yellow energy. It is because, to do the best job he wants to understand. He wants to understand to get it right and be prepared. Fiery red energy comes easily to me. This can be great when decisions need to me made and things just need to happen. But sometimes it is best to get someone else’s opinion and input. Put my earth green hat on and say, let us work together on this. Sometimes we have not had that luxury, and that is ok. Though the difference is we can say this, and both understand why. I have also learned to embrace the structured approach. I can see where this helps and why it works, with flexibility built in.

What have I learned most? That it is not only about labels and opposites. Its about intention and understanding and sharing a purpose to do not just a great job, but the best job. That by really being empathetic and self-aware, we can have great working relationships even with those who have opposite styles and approaches to ourselves. I have an appreciation of others’ styles more than ever. Whilst I will never really love a spreadsheet, I will always love working collaboratively with those that can create one for me.

Find out more about Insights



May 25, 2021

Why you should expect conflict in offices this summer

One report tells us that everyone is desperate to get back to the office, and another survey tells us that actually…no we aren’t – it’s no surprise that businesses are struggling to plan for their people’s futures when they have no idea what lies in store. But one thing we’d like leaders to prepare for is tension in the workplace.

After over a year of limited resources, endless virtual meetings, and feelings of isolation, the first day back at the office may feel like the first day back at school.  Everyone looking smarter than we’ve seen them in months, maybe packing new stationery into new bags and shining our shoes (or at least wiping down our sneakers) in anticipation of seeing our colleagues in real life again.  Being able to talk to acquaintances in private rather than in virtual meetings and finding out what’s happened in their lives over the time apart.  There’s no doubt it will be exciting, but how long will the novelty last?

Suddenly, people won’t be able to work from their sofas at their own pace in whatever clothes are clean. Instead they will be back to suffering a daily commute, or to being judged for how much coffee they drink, or how many breaks they take – it will take a lot for people to adjust to a workplace again, and we need to be prepared.

Arguments and conflicts over petty misdemeanours in the kitchen, or use of office resources may come up more than usual.  People may forget what is correct office etiquette again, and insult others accidently with cheeky humour or off-hand comments.  Coping mechanisms for dealing with these small incidents will be forgotten or out of practice, and tolerances that had built up over time will need to be started from scratch.

So while leaders may be excited about being able to ‘properly’ manage their people again, and relishing the chance to interact, they need to be prepared for these new problems that will arise, just as they did at the start of remote working. For organisations ready to embrace a hybrid model, it is imperative that leaders have a plan in place for supporting employees who are all working in different ways and requiring different things each day.

But where do you begin?  Well we find the best place to start is to think of your employees as adults…no, really.  Speak to them now, initiate some open dialogue and find out what their concerns and fears are.  Let them know your expectations around their return to the office, and ensure everyone starts from day one on the same page.

Offer one-to-one support for your direct reports and ensure they do the same for their own teams if necessary.  Being mindful of our own worries and respectful of the concerns of those around you will be key to getting your workplace back on track.

The truth is, you won’t know what the problems will be until you are back and in the thick of it, so don’t make any big changes or rash decisions now. Instead, give everyone time to settle, observe the problems that arise and then you can start making plans for how to deal with them.

August 24, 2020

Why should we be surprised by ourselves?

For a long time in my professional career, I have been interested in creating a blog, providing my insights into a subject that I feel connected too. And so, when I was asked to do one, I was delighted. I entered into exciting conversations with my peers thrashing out topic ideas and spent lots of my time thinking about & researching my subjects of choice.

Despite my enthusiasm, putting pen to paper was a struggle for me and I seemed to find every way to put it off. It was always glaring at me at the top of my to-do list, people were asking about how I was getting on with it (constantly I may add), but still, I was nowhere near starting it. Why was I putting off something that I so wanted to do and saw the value in? I crafted time in my diary to dedicate for my writing, I reminded myself of Eat that Frog’, I applied the Pomodoro method but still nothing.

I realised that I was struggling to be vulnerable and lacking in some confidence in putting myself out there.

This, however, was not a surprise to me. I am self-aware and this has happened before. I have been fortunate enough to have had access to many psychometrics and they all say the same thing about me and my tendencies across various situations.

Belbin Team Roles describes:

“Resource Investigators thrive on the excitement of novelty, and whilst this allows them to respond quickly to new developments, their enthusiasm can fade as quickly as it arose”

Disc describes:

“she can easily become distracted, and does not deal well with projects that fail to hold her interest over the long term”

That said I am a highly engaged, motivated, and quality-driven individual with evidence throughout my career to back this up. What my lack of surprise told me was that I perhaps had become passively self-aware and in that fleeting moment of procrastination where I was struggling to write, my passive self-awareness meant that I was using excuses rather than flourishing. It was easier to tell myself “well you do this all the time”  rather than find something to create action. I needed a new strategy.

And so I was curious.

I completed my Be Talent Resilience Accreditation course in July this year and as part of my accreditation, my extremely supportive colleague Shona provided me with the feedback of my personal resilience profile.

Resilience as you will know has become an area of relevance right now and I am hugely passionate about this subject so it made sense to delve deeper and upskill in this area.

I truly believe it is vital for people to understand how they cope in times of challenge, what emotions they experience on their best and worst days to pick the best course of actions to get back on the right path.

And this is what this Be Talent tool does.

There are 9 resilience risks in total, these are described as your go-to responses in times of challenge. It came as no surprise to me again that mine are Impatient, Worried, and Impulsive. I can, if I am honest, experience these all in one moment and gave practical examples of when I had displayed these behaviours, but I wanted to change this.

There are also 9 resilience strengths, now these were what I was interested in, my way to put a positive spin on my times of challenge, to overcome these and grow taller. As I worked my way through each of the 9 strengths I struggled to clearly see what mine would be.

And then a surprise came.

In behaviours such as Calm, Composed, and Fearless, I found that my passive self-awareness was starting to unravel, and I was learning something new about myself.

My top Resilience strength as Confidence.

“Certain in their actions. Confident and convinced, they do not look to other people for feedback or assurance, trusting in their ability to make good decisions. On a good day, they will hold their ground and be unwavering when challenged. They feel confident about their abilities and present themselves and their ideas with impact. They deliver messages with authority and credibility”

This did not sound like me and I was struggling to see how this person which is  described above was going to my strategy to help me overcome a challenge. And not just in the challenge I found with creating my first article, but in all and any challenges that I will be sure to face.

And then my lightbulb came. I did have this in me, it’s been there all along but it is my responsibility to harness this confidence and rather than revert to my aforementioned resilience risks, pull on this strength to guide me. Thank you to Shona and Be Talent for teaching me this.

And so, therefore I have finally written this piece. I used my resilience strength of confidence to act, to put pen to paper to share my lessons.

  1. Always be open to surprises, in yourself and others. Do not let passive self-awareness stand in your way.
  2. Surround yourself with people who want you to succeed and keep you on your toes.
  3. Find your own Resilience Strengths, they are invaluable.

Right, off to research my next topic now!  If you’d like to find out more about Be Talent, drop me or Shona an email and we’ll send you some more information.

March 31, 2020

Helping your People through Tough Times

At Connect Three we believe in the importance of employee engagement and its power to drive the success of our business and the businesses that we work with.

Amid the Coronavirus outbreak, and the uncertain times ahead, it is even more important that we focus on driving the engagement of our people. Even if we are not sure what lies ahead, our people need to feel confident that we are leading them in the right direction.

The Connect Three team has already been approached by clients, partners and friends to help them to understand what key points they need to consider in the short term for their people, and how to apply strategic thought to decisions made in the coming weeks when it is so hard to tell what the long term impact will be on your employees and business.

In the absence of a crystal ball, it is essential that we remain as positive as we can and assume that a new normal service will resume so make decisions now based on what you want the future to look like for your employees and ultimately your business.

There is plenty of government information on how to keep your employees healthy, so this short guide is designed to help kick start your thinking on what you need to be doing for your people, and what help is available for your business.

Download your copy of the guide.


Be the first to hear about our latest projects, career opportunities & what's been happening at Connect Three.

(+44) 0141 370 3339
Hub & Training Academy
2nd Floor, Rogart Street Campus,
4 Rogart Street, Glasgow, G40 2AA
what3words: ///option.code.yours