HR MAGAZINE
THE
CONFIDENCE
CRISIS
MANAGING
THE JUGGLE
BUILDING YOUR
INFLUENCE TOOLKIT
JUNE 2025
ISSUE 01
hub
WHAT HR
NEEDS FROM
MANAGERS
When doubt creeps in
We can’t do it alone
Trying to do it all
HR has a voice. Use it.
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www.elevatehub.co.uk
THE PLACE FOR IN-HOUSE
HR PROFESSIONALS
Welcome to the First Edition of The ELEVATE Hub Magazine.
Designed to focus on HR professionals’ personal and professional development.
When I set out to create this magazine, I wanted it to feel different - honest, human, and full
of real stories and insight from HR professionals.
Inside, you’ll find bold thinking, practical ideas, and honest conversations from people who
understand the reality of working in HR. From navigating redundancy and confidence dips to
building influence and leading through values - the magazine reflects the strength and
complexity of our profession.
This is just the beginning and I’d love to hear your thoughts, feedback, and ideas for future
issues.
Let’s continue to elevate HR, together.
EDITOR / FOUNDER
Claire Cathcart
From the Editor
WELCOME
Navigating the Juggle - Kellie Nedelcoux p.8
My HR Redundancy Story - Katie O’Connor p.12
The Confidence Crisis - Kat Gilbert p.15
Falling into HR (and Falling in Love with it) - Toni
Nash p.16
From Operational to Strategic HR - Claire Cathcart
p.20
Building Your Influencing Toolkit - Katy Walton p.22
From Culture Chaos to Culture Click - Claire Elmes
p.24
When to Stay, When to Walk Away - Amelia
Bradshaw p.37
FEATURES
CONTENTS
www.elevatehub.co.uk
04
Your CV, But Better - p.25
ELEVATE Hub Jobs - p.26
Second Act, Stronger Impact - Sarah Hamilton-
Gill p.27
Hiring Solutions for Growing Businesses - Chris
Bate p.29
Honesty is Always the Best Policy - Jane Barry
p.30
Job Searching the Go-Giver Way - Jenny
Armstrong p.32
CAREERS
Leading a Community of Job Seekers - Nikki
Adams p.38
DEVELOPMENT
www.elevatehub.co.uk
05
What HR Needs from Managers - Jess Pressland p.40
The Forgotten Development Plan - Verity Stainsby
p.44
How Coaching Can Help Your Career Take Off -
Albie Liddiard p.46
WELLBEING
DE&I Pushback: Time For A Reset p.43
What is the ELEVATE Hub? Claire Cathcart p.59
The ELEVATE Event p.60
Evolving HR - Kirsty Baggs-Morgan p.66
You Don’t Have To Know It All - p.68
Ask The Experts - Sarah May p.70
HR Supervision - Dr. Jo Burrell p.48
Menopause Symptoms Making Women Walk Out
- Angela Wilkins-Green p.50
Where Is The Support For HR - Emma Tomes p.52
Small Shifts, A Big Difference - Michelle Flynn
p.54
The Nervous System : The Missing Link in
Workplace Wellbeing? - Ollie Frost - p.56
The End of Quick Fixes: The Smarter Way to Do
Wellbeing at Work - Grant Payne p.60
EXTRAS
A New Chapter in HR - Richard Spencer p.34
CONTENTS
THE
ELEVATE hub
www.elevatehub.co.uk
07
KELLIE NEDELCOUX
Founder - Career and Parenthood
KATIE O’CONNOR
HR Professional
KAT GILBERT
People Operations Advisor
TONI NASH
HR Advisor
CLAIRE CATHCART
Founder - ELEVATE Hub
KATY WALTON
Founder - Make Real Progress
CLAIRE ELMES
Founder - Inspire-You Wellbeing
AMELIA BRADSHAW
Global HR Director
NIKKI ADAMS
Strategic HR Partner
SARAH HAMILTON-GILL
MD Globus HR Consulting
CHRIS BATE
Founder - Etab-Recruits
JANE BARRY
MD Liberty Recruitment Group
JENNY ARMSTRONG
Founder - Bohemian HR Limited
RICHARD SPENCER
HR Business Partner
JESS PRESSLAND
CEO JP Training
VERITY STAINSBY
Founder - Chrysalis Talent Development
ALBIE LIDDIARD
Co-Founder Real Talent Coaching
DR. JO BURRELL
Co-Founder - Ultimate Resilience
ANGELA WILKINS-GREEN
Mindset & Menopause Coach
EMMA TOMES
CEO The Mental Health People
MICHELLE FLYNN
Health & Performance Coach
OLLIE FROST
Somatic & Holistic Therapist
GRANT PAYNE
Wellbeing Coach - Wellbeing People Ltd.
KIRSTY BAGGS-MORGAN
Founder - Evolving HR
SARAH MAY
Founder - Mayday HR
FEATURE
www.elevatehub.co.uk
08
NAVIGATING THE ‘JUGGLE’ :
WHAT IT MEANS TO BE A
WORKING PARENT TODAY
FEATURE
Kellie Nedelcoux is a career and parenthood coach who helps working parents navigate career transitions
with greater confidence and balance. She shares strategies to build workplaces where parents can thrive.
We arrive at work exhausted from a morning of
parenting, carrying the weight of two jobs — and
still show up like everything’s fine. The real
performance is pretending we’re not juggling at all.
KELLIE NEDELCOUX
PARENTAL TRANSITION COACH
I didn’t fully understand the
term “juggle” until I became a
parent. I thought I did — I’d
worked in demanding HR roles,
led teams, managed crises, and
juggled shifting priorities. But
nothing quite prepared me for
the invisible load, split focus, and
mental gymnastics that come
with being a working parent.
It wasn’t until I had children that
I realised something important:
half the working population are
probably tired all the time!
There’s no easing into the day
when you’re a parent.
The mornings are often chaotic,
emotionally charged, and
physically draining - and that’s
before you start your paid work.
A recent study found that full-
time working mums effectively
do a 98-hour week when you
combine paid work with the
unpaid work of parenting. That’s
two and a half full-time jobs,
every week.
And then we arrive at work and
act like it’s all fine. Business as
usual. The world of work has
changed - But the load hasn’t
been shared.
it’s also led to greater expectations
that we’re always on. We check
emails while cooking dinner. We
finish presentations after bedtime
stories. The lines between work
and home have blurred beyond
recognition.
This level of constant connection
might work temporarily. But long
term? It’s a straight road to
burnout. And let’s not ignore the
gendered impact of this juggle.
Enter the Motherhood Penalty.
The “motherhood penalty” isn’t
just a phrase, it’s a measurable
reality.
www.elevatehub.co.uk
09
FEATURE
While fathers are often perceived as more committed
after having children, the opposite is true for women.
Women often face a drop in earnings, slower
progression, and assumptions about their ambition once
they become mothers.
In fact, the ONS reported that 90% of the Gender Pay
Gap could be attributed to the motherhood penalty.
The result? Fewer women in leadership roles, an
entrenched gender pay gap, and talented individuals
being quietly pushed out of the workforce - not because
they can’t do the job, but because the system wasn’t
built to support their reality.
We’re Still Figuring It Out - And That’s OK
We’re only in the second generation where it’s the norm
for both parents in a household to be working full-time.
That’s a massive societal shift in a relatively short
amount of time. The truth is, families and organisations
alike are still figuring out how to make this work.
The systems and structures we operate in weren’t
designed with this reality in mind. So the fact that it
feels hard? That makes complete sense. But hard
doesn’t mean impossible. It means we need to approach
this with more honesty, compassion, and creativity -
both individually and collectively.
What Needs to Change – For Us as Individuals
The juggle isn’t going away anytime soon. So we need to
be intentional about how we navigate it. Here’s what’s
helped me - and what I share in my work with working
parents and leaders:
Set Boundaries That Actually Protect You
Choose clear times when you are not available and
communicate them. Boundaries aren’t barriers to
success - they’re what allow you to sustain it.
Know Your Priorities (and Let the Rest Go)
You can do anything, but not everything. Identify what
matters most in this season of life and make peace with
the things that won’t get 100% right now.
Self-care isn’t selfish — it’s essential. Sleep,
movement, rest, and connection are your fuel.
They're also the habits your children will learn from
you. How you care for yourself matters, both at
work and at home.
Talk about the juggle. When we pretend it doesn’t
exist, we feed the silence that isolates so many. Be
honest — your openness might help someone else
feel seen.
From an HR perspective, we can’t fix the juggle, but
we can make it more manageable and less lonely.
That means:
Designing flexible work as standard
Supporting parental transitions with care
Creating space for honest conversations
Measuring output, not hours
And most of all, listening to what working
parents truly need
Being a working parent is relentless, messy, and
meaningful. It’s made me more focused and resilient
— but it’s also revealed the cracks in how we
structure work.
There’s no perfect way to do this. But we’re the
generation building the blueprint — so let’s stop
expecting people to juggle in silence and start
designing work that supports their reality.
www.elevatehub.co.uk
10
MY HR
REDUNDANCY
STORY
Redundancy from Both
Sides: What It’s Taught
Me About People,
Process, and Power”
Throughout my career in HR, I’ve supported many
redundancy programmes. I’ve also experienced
redundancy twice myself. Both experiences were very
different, but through them, I’ve gained deep insight
into not only the process, but also the impact on
people and teams. The way we make people feel
during these moments truly matters.
One key reminder: how you treat people during
redundancies doesn't just affect those leaving - it
speaks volumes to those who observe and stay. If it's
done poorly, your talent may well "vote with their
feet." If done with care and integrity, your reputation
as a people-first employer grows stronger.
MAKING REDUNDANCIES
The first time I supported a redundancy programme, I
was responsible for training line managers on how to
fairly and consistently complete scoring documents. I
wanted to equip them with the technical skills, but
also the emotional intelligence to really listen and
respond when employees had questions or concerns.
But my first training session was a disaster. I’d tried to
tie it to a real role within our organisation, and it just
didn’t work. So, I went back to the drawing board and
got creative.
Enter Take That! I created a fictional scenario where
the band had tried to break America for six months
and failed. Simon Cowell, their manager, needed to
recoup some of the losses and so proposed to reduce
the band’s headcount by one. I completed the scoring
document with reasoning for each band member.
www.elevatehub.co.uk
12
FEATURE
Katie O’Connor is a Chartered MCIPD HR professional with over 15 years’ experience across the private and
public sectors. Known for her pragmatic approach and passion for people here she shares her personal
experience of being made redundant.
KATIE O’CONNOR
SENIOR HR PROFESSIONAL
Gary Barlow (my favourite) received the highest
scores, and Robbie Williams the lowest. I shared
the band’s scoring documents and rationale with a
colleague. He immediately challenged my thinking,
picking up on my blatant bias - and this was the
breakthrough moment.
Using Take That created something universally
relatable, breaking down barriers and building trust.
By openly discussing my own biases and talking
about the challenges my colleague had rightly
raised, we sparked honest conversations around
fairness and objectivity. Watching people “get it,”
ask questions, and feel safe doing so was incredibly
rewarding. It's one of those moments that reminds
me why I love what I do. The whole Take That
scenario still makes me smile.
BEING MADE REDUNDANT
Fast forward to a few years later and a different
employer, I found myself on the other side of the
table. The company I worked for was ceasing UK
operations, and every UK employee was affected.
While the news was difficult, the process was
clear, fair, and transparent. There was a strong
sense of unity - we were all in it together. We had
time to prepare, received enhanced packages, and
as an HR team, we worked hard to ensure
everyone left with dignity. We completed exit
interviews and captured feedback to help the
business learn and grow. When everyone had left, I
took a couple of months off and then started a
new role.
The following year it happened again. This time,
the experience was very different. I couldn’t
understand why my role was at risk.
I was shocked.
You don’t consider being made redundant when you sign a contract, but then as
we all know the contract is king. My contract stated employee notice was three
months, and employer notice under two years’ service was one week! I pushed
us to negotiate on what notice I would be paid and we finally settled in the
middle. But we were still negotiating on this right up until the day before my
role was confirmed redundant. Whilst the process was legal, it didn’t feel fair.
What have these experiences taught me professionally? To be even more
respectful of the decisions in which I am involved. Continue to ensure everyone
I mentor or teach handles all exits, no matter the reason, with care, and
compassion. Finally provide information regarding payments up front, so the
employee can make informed decisions about their future.
There’s something about firsthand experiences that are humbling. I now have a
real appreciation of the sting of rejection, but I’m already seeing this was a real
growth experience for me. .
“Supporting redundancy is one thing.
Experiencing it is something else
entirely.”
www.elevatehub.co.uk
13
FEATURE
It’s free!
POST HR JOBS
www.elevatehubjobs.co.uk
THE
CONFIDENCE
CRISIS
Are HR professionals losing
their confidence as they
reach different points in
their life and their careers?
“I am the sum of my experiences and refuse to be defined
by fleeting crises in confidence”
As a student, I always considered my career aspirations
completely isolated from the rest of my life. However,
my reality is in stark contrast with this, life is complex.
We are the sum of our experiences and our
circumstances shape our outlook on life.
Hands down the best decision I’ve ever made for my
family, was to become a full-time, stay-at-home mum
for eight years. This career hiatus equipped me with
patience, negotiation skills, and empathy in spades.
Despite the transferrable skills gleaned during my time
as a stay-at-home-mum, returning to work full-time was
a shock to the system. I didn’t suddenly become a part-
time mum or locate a superhuman ability to
compartmentalise, and there is always the niggle that I
am not enough, not intelligent enough, or hard working
enough, or that I will miss out on an important milestone
in my children’s lives.
My move into HR was driven by a desire to prove that I
wasn’t defined by my career break. I swiftly discovered
HR is intricate and ever evolving. In addition to the
traditional skillset, the modern day HR practitioner
needs to encompass many things; emotional
intelligence, business acumen, influencing and coaching,
and evidence-based decision making to name a few. It’s
a daunting list, not forgetting that everyone else we
interact with also has their own experiences impacting
their perception. It takes self-awareness to understand
your own limitations, and I am beginning to accept
that I don’t need to have an immediate answer or
solution for everything that I encounter, and the
maturity to realise when I need to dig deeper.
When I feel the self-doubt rising, I try to look back on
how far I have come in all areas of my life as my
career and personal life run in tandem. Then I find the
woman determined to forge her career in a new
discipline after a career break not only for herself, but
to set an example for her kids. I refuse to be defined
by the occasional, or more frequent than I care to
admit, crises in confidence. What defines me is how I
overcome it, will I allow it to cripple me, or will I
channel it to achieve more and drive my own
success?
www.elevatehub.co.uk
15
FEATURE
Kat Gilbert is an HR professional with a passion for building people-focused workplaces and redefining
career success after a break. She shares her journey through self-doubt, resilience, and finding confidence
beyond the career ladder.
KAT GILBERT
PEOPLE OPERATIONS ADVISOR
FEATURE
ELEVATE HUB:
MEMBER SPOTLIGHT
FALLING INTO HR (AND
FALLING IN LOVE WITH IT)
Toni Nash is one of the Founding Members of the ELEVATE Hub and is an HR Advisor with a passion for
inclusion, wellbeing, and values-led people practices. She brings experience across multiple sectors and is
known for championing mental health, neurodiversity, and progressive HR policies that make a real impact.
I never set out to work in HR. In
fact, I started out as a qualified
Executive Assistant - the queen
of inboxes, travel bookings, and
“can you just…?”. I was pretty
good at spinning all the plates,
which eventually landed me in a
Head of Operations role in a
small business. It was one of
those jobs where you cover
everything from IT (if turning it
off and on again counts), to
health & safety, to HR.
It was there – buried in contracts,
policies, onboarding plans, and
the emotional rollercoaster that is
people management – that I
realised something: I loved the
HR side. Supporting people,
fixing problems, making things
better (and fairer), understanding
the 'why' behind behaviour – that
was what lit a spark for me. So I
pivoted. I decided to focus in,
signed myself up for the CIPD
Level 7, and now I work in a
brilliant HR consultancy
supporting over 100 clients
across all sorts of industries. And
I haven’t looked back.
www.elevatehub.co.uk
17
From challenges to cheers
One of the most challenging –
and rewarding – moments so far?
Stepping into a standalone HR
role and building the entire
function from the ground up. I’m
talking HRIS implementation,
creating and rolling out
international policies, introducing
global benefits, and setting up
performance management
processes from scratch – all while
supporting teams across the UK,
Romania, and the Philippines.
It was intense, and at times I felt
like I was building the plane while
flying it. But it gave me a solid
foundation in what it really takes
to make HR work – not just
legally, but culturally too. I learnt
to juggle different time zones,
employment laws, and ways of
working, while staying focused
on what really matters:
supporting people and helping
them thrive.
My HR style? People first, always.
If I had to sum up my approach to
HR, I’d say: real, human, and
values-driven.
FEATURE
HR ADVISOR
TONI NASH
ELEVATE: Finding my HR people
When I joined the ELEVATE Hub,
I was in a standalone HR role –
and to be honest, it was a
massive throw into the deep end.
It was my first real step into HR,
and while I was figuring it all out,
what I really felt I was missing
was that peer support. You know,
people who just get what you’re
going through, who you can
bounce ideas off, ask questions
(even the daft ones), and learn
from without judgement.
I care deeply about inclusivity,
neurodiversity, mental health,
and making sure workplaces are
more than just compliant – they
should be places where people
can actually thrive.
I’m not into HR for the power
trips or the policy policing. I’m
here to help people feel
supported, seen, and heard at
work – and to help businesses
realise that when they put people
first, the results follow. It’s all
about balancing empathy with
strategy and always leading with
humanity.
I’ve seen first-hand how small
changes in culture can have a
huge impact on wellbeing,
retention, and trust.
www.elevatehub.co.uk
18
I genuinely wouldn’t be where I
am now without it. It gave me the
space to grow, be myself, and
realise I’m not alone on this
journey.
Final thoughts
Falling into HR wasn’t part of
some grand plan – but it turns
out, it’s where I’m meant to be. It
combines everything I love:
people, problem-solving, impact,
and a healthy dose of “every day
is different”. I’m proud of how far
I’ve come, and excited for what’s
next – because if there’s one
thing I’ve learned so far, it’s that
in HR, there’s always more to
learn. And luckily, I’ve found the
people to learn alongside.
FEATURE
“Falling into HR wasn’t the plan, but it’s where I’ve found purpose. It’s about
people, impact, and never feeling like you’re figuring it out alone. ELEVATE
reminded me that support and growth go hand in hand.”
Real-time support from HR peers & experts
Instant access to templates, toolkits & resources
Monthly Power Hours, guest speakers & events
Safe space for tricky questions (no judgement)
Practical help for everything from ER to strategy
A HR membership built around community, designed to help you
grow your confidence, navigate challenges, and thrive in your role.
I joined ELEVATE and… wow.
The amount I’ve learned, the
connections I’ve built, the
confidence it’s given me – it’s
been huge.
INTRODUCING JESS PRESSLAND
We offer a wide range of courses of HR-
foused workshops and programmes
including:
Project Management
Leading Change
Leadership
Problem Solving
Jess Pressland is the powerhouse
behind JP Training. An award-winning
leadership coach, dynamic trainer and
an in-demand speaker.
With over 20 yers of experience she
helps managers grow into confident,
people-focused leaders.
Our flagship programme, built for new,
aspiring, and established managers.
From handling difficult conversations
and building high-performing teams to
performance reviews and coaching
skills, this training is practical,
interactive, and immediately applicable.
We’ve worked with a range of organisations
across sectors—from global names like Sky,
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and public sector teams. No matter the
audience, we tailor everything to the client
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MANAGEMENT DEVELOPMENT
HR COURSES
FROM OPERATIONAL TO
STRATEGIC HR
Claire Cathcart is the founder of the ELEVATE Hub and a seasoned HR professional with nearly 20 years’
experience in generalist roles. Passionate about community and career development, she created ELEVATE
to support HR professionals with connection, confidence, and practical tools to thrive at every stage of their
journey.
FEATURE
CLAIRE CATHCART
FOUNDER - ELEVATE HUB
What does ‘being Strategic’ even mean? A question
that I, just like many other HR people seeking
progression, have asked at one point or another.
I fell into HR by accident, like many that I speak to.
After completing a Media degree, I was temping as a
receptionist while figuring out my next step. A period
of work experience had shown me that the media
industry wasn’t the right fit for me. So when I was
offered a permanent role as an HR Administrator, I
said yes — despite not fully understanding what HR
actually involved. That one “yes” turned out to be the
best decision I could have made.
My first HR role was in the security industry —
commercial, fast-paced, and with a great manager
who showed me the ropes. It gave me a solid
grounding into the world of employee relations. After
relocating closer to home, I moved into a HR Shared
Service Centre, where I managed a high volume of ER
cases. It was intense, but the exposure I gained was
invaluable.
After a couple of years I joined another large
corporate company as an HR Advisor. The variety of
work was incredible with exposure to a range of client
groups. I spent seven years there and was lucky to
have an amazing manager and mentor who gave me
the confidence and support to move from an
operational role into a truly strategic one. My work in
the ELEVATE Hub has shown me that not everyone
has access to the same level of support.
Personal Development Plans were super important
and I had many conversations about my areas for
development and the opportunities to grow.
This experience really shaped me as a HR
professional. I then relocated to the South Coast after
having my son and moved roles again. I applied for a
full-time role but the hiring manager offered me it on
a part-time basis after hearing I was just returning
from maternity leave.
Personal progression has always been important to
me; I have moved roles when I found I wasn’t able to
develop any further.
“I had a successful career before I fell
pregnant, and I knew that I wanted to be a
mother and continue my career even before
my son arrived. Was it more difficult as a
working parent? Absolutely, but it didn’t
deter me.”
The last 10 years have been a real journey, and I’ve
continued to to grow. I began using LinkedIn properly
in 2022 to connect with other HR professionals,
sharing what I was working on to start conversations.
One of my posts really resonated with people and it
reached 10.7 million impressions. Suddenly, I was
getting message after message from HR professionals
who needed advice, support, or simply a space to be
heard. It was clear that something was missing — not
just resources, but connection. A space where people
in HR could grow, be supported, and realise they
weren’t alone. An idea started to form about creating
a space where I could give advice or share my
experiences and many people could benefit.
At the time, I was working in a toxic environment.
Eventually, I made the difficult decision to walk away
to protect my mental health. It was a huge moment.
Shortly after, I met a business coach who believed in
my vision for the ELEVATE Hub and encouraged me
www.elevatehub.co.uk
20
to go all in. Without that conversation, ELEVATE Hub
might never have happened — and I’ll always be
grateful. What began as a simple spark is now a
thriving community supporting hundreds of HR
professionals.
One of the biggest challenges I see in our field is the
leap from operational to strategic HR. It’s something
I’ve lived through, and something I now help others
navigate. Often, people don’t feel supported by their
line manager or simply don’t know what “being
strategic” looks like. Many HR professionals are
standalone and don’t have the guidance from
someone more experienced than them that they need
to operate in a strategic way. I was incredibly lucky to
have a structured development path to help me
transition from being operational to strategic.
FEATURE
The truth is, a lot of HR professionals are more than
ready — they just need someone to show them the
way. That’s why I created the Strategic HR Course — a
practical, action-focused programme that brings
strategy to life. It’s not heavy on theory, but packed
with tools, examples, and guidance from someone
who’s been there. The feedback has been incredible —
and it’s a joy to see people come away from the
course not just with knowledge, but with confidence.
If you’re interesting in learning more about how the
ELEVATE Hub can support you as an individual or
your HR team let’s connect.
www.elevatehub.co.uk
21
JOIN THE 1-DAY STRATEGIC HR
ACCELERATOR COURSE TODAY
BUILDING YOUR
INFLUENCING TOOLKIT
Katy Walton is the founder of Make Real Progress and a specialist in leadership development, coaching, and
facilitation. With a background in senior L&D roles, she helps people leaders, HR, and L&D professionals
build the skills and confidence to create real impact.
Let’s be honest: HR can sometimes feel like shouting into the wind. You know what needs to happen, but getting
others to listen, let alone act, can be a whole different ball game.
That’s where influence comes in. It’s a core skill most people want, yet few people feel confident in.
I created the Influence A.B.C.® framework to help people leaders build influence with a simple structure. And it could
be a game changer for you too. Here’s a whistle-stop tour.
When you’re brief and direct, you
leave people crystal clear about
what you want. Everyone has a
lot going on. Clarity cuts through
the noise and helps them
understand you.
I know in the past I’ve shied away
from this, especially with more
senior stakeholders. And it’s also
true that simply stating what you
want won’t mean that you get it.
However, when we use assertive
(NOT aggressive!) behaviour in
conjunction with the others
below, we’re setting ourselves up
for success.
3 quick tips:
Be clear about what you want
or need
Make strong
recommendations backed
with data
Use fewer words that pack
more punch
Trying to convince your SLT to
invest in a new onboarding
platform? Skip the 30-page slide
deck and cut it right back to a
verbal exec summary.
“This fixes our three key pain
points XYZ, costs less than our
current system, and will cut early
attrition by 20% saving us £x”.
You can always add more
information for those who want it
later on.
www.elevatehub.co.uk
22
A: ASSERT yourself
People rarely say yes just
because your idea is good. They
say yes because they trust you,
and that trust is built or broken in
everyday situations. Building
influential relationships means:
B: BUILD relationships
Tuning into others’ priorities,
pressures, and perspectives
Showing you ‘get it’ before
you try to ‘fix it’
Adapting your approach to
their style and
communication preferences
If you’re trying to get buy-in from
an Operations Director who has
been burned by past HR
initiatives, ask about their goals,
share examples from their world
and show how your idea supports
their success.
Building strong relationships is
not a ‘soft’ skill, it’s a core and
necessary skill for the influence
that you want. It’s not about
being likeable, it’s about setting
other people up to succeed. If
you only build relationships so
you get your own way – you’re
straying into manipulation. It
needs to be genuine to land!
FEATURE