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Outstanding Leadership The Northern Powerhouse Expect outstanding
Northern Powerhouse 01
Outstanding Leadership,
The Northern Powerhouse Contents
Our white paper, ‘Outstanding Leadership, The 02 Foreword by Roger Marsh OBE DL
04 Market conditions
Northern Powerhouse’, is a snapshot of organisations 05 Riaan De Klerk, CDO, Solutionize Global
and individuals, during one of the most challenging 06 Our contributors
08 The Northern Powerhouse
times that we’re likely to experience as leaders. 10 Matt Kelleher, CIO, WM Morrisons Plc
12 Samantha Robinson, Interim Associate Director, Live Services NHS Digital
14 Sinead Rocks, Managing Director, Nations & Regions, Channel 4
We’ve brought together an insightful narrative that 16 Amanda and Simon Cookson, Founders, Northern Value Creators
transgresses industry verticals, in a time where the 17 Dan Kirkland, COO, Tribepad
18 Leadership principles
world needs authentic role models. 20 Matthew Kent, Operations Director, Siemens
22 Rashmi Dubé, Partner, Gunnercooke LLP
23 Mel Kanarek, Co-founder and Director, Sheffield Digital
I want to thank the contributors for taking part in this 24 Rik Barker, CIO, Flutter Group Plc
white paper and sharing their stories. 26 Charlotte Bailey, COO, Panintelligence
28 Jordan Appleson & Mike Jeffs, CEO & CCO, Hark
30 Sarah Tulip, Digital Director, EY
Rachel Mcelroy 32 Paul Johnson, Partner, Mills & Reeve
CMO, Solutionize Global 33
34
David Angrave, COO, Twinkl
Outstanding Leadership
36 Dan Brookman, CEO, Airship
37 Stuart Clarke, Director, Paceline
38 Ross Bray, CTO, Alps Education
39 Paul Trotter, Deputy CTO, Atom bank
40 Dave Bentley & Alex Wilkinson, CEO & COO, Solutionize Global
42 Tom Hoyland, Agile and DevOps Lead, Sky Betting & Gaming
44 Charlotte Knowles, MD, TPP
46 Biggest leadership lessons 2020
48 Peter Laflin, Head of Insight and Performance, WM Morrisons Plc
50 Simone Roche MBE, Founder & CEO, Northern Power Women
52 Yasmin Ahkter, Head of Academy, NHS Digital
53 Maureen Robson, CEO, whyaye
54 Claire Cockerton & Richelle Schuster, BUILD
55 Dr Martin Stow, Chairman and Director, NEXUS
56 Biggest challenges for 2021
58 Tim Mercer, CEO, Vapour Cloud
59 Scott Davies, Co-founder & CEO, Nightingale
60 Celine Mcloughlin, Head of Product and Delivery, DWP Digital
62 Cleveland Henry, Group Delivery & Deployment Director, EMIS Plc
64 Eve Roodhouse, Chief Officer, Culture and Economy, Leeds City Council
66 Anna Sutton, CEO, The Data Shed
68 Future focus
Expect Outstanding02 Northern Powerhouse 03
Foreword by The events of the year to date
have demanded an authentic,
Roger Marsh OBE DL empathetic, and creative response
from leaders across the North.
The unprecedented public health crisis, combined The outstanding leadership of those within this
with the subsequent economic fallout from the White Paper, as well as many others, has been
COVID-19 pandemic, has placed a great burden vital to our region’s response to this crisis, and will
of responsibility upon business, community, continue to be key to the North’s recovery.
and political leaders across our region. Amid
the ongoing uncertainty, I have been impressed However, the courage and determination of
by the grit and determination of many of our these leaders must be matched by public sector
leaders who have shown courage and innovation support to address the structural inequalities that
throughout these difficult times. have held our region back historically. Now more
than ever, our region needs central government to
The North has a proud legacy of leading the deliver on their levelling-up promises and provide
country through moments of national difficulty, our business and community leaders with the
and playing an integral role in the nation’s recovery. financial resources to unlock our region’s potential
Although our region has been disproportionally to lead the nation to recovery.
affected by the pandemic, our infrastructure and
capabilities will be vital to the future prosperity Our region’s leaders are well placed to bolster the
of the country. It is only through outstanding nation’s prosperity, from our expertise in innovation
leadership and collaboration, however, that we will to our nation-leading energy infrastructure. The
unlock the region’s potential and secure a recovery North can lead the country to Net Zero carbon by
which will be beneficial for all our communities. 2050, it can significantly contribute and turbo-
charge our trade, and is already the home to
The insight and information presented within world-renowned research institutions. To unlock
this White Paper outline some of the world-class this enormous potential, Northern leaders need the
leadership talent we have on display throughout the sustained backing of central government and the
North. Genuine, agile and trustworthy leadership not certainty and stability to take calculated risks.
only has the potential to transform communities, but
can also make an important difference to the lives of Our region’s business, community and political
individuals and families across the region. leaders have together spent much of the year to
date fighting and adapting to an economic and
The North’s capacity for innovation and reinvention health crisis. However, for all of their impressive
goes back to the Industrial Revolution, and continues qualities, which have delivered success against
to be a hallmark of our entrepreneurs and small all the odds, our outstanding leaders need
business owners, whose resilience, ingenuity and and deserve the proper support from central
strong leadership are all play an even more vital government to accelerate growth and secure
role than usual in these challenging times. Often, our recovery in the national interest for decades
these businesses are the ones that have been most to come. It is a shared desire amongst Northern
impacted by the events of this year, but continue to leaders to see the full potential of the North
demonstrate the strong leadership qualities of agility unlocked. And it is a shared commitment to bold
and creativity to keep their businesses afloat and actions, united by a common vision for northern
their employees in work. success - that will see further potential realised
over the months and years ahead.
The North should be seen, and is, the solution
for today and tomorrow.
Roger Marsh OBE DL
Chair of the NP11
Expect Outstanding04 Northern Powerhouse 05
Company
culture
Wellbeing
Economic
downturn
Riaan De Klerk
CDO, Solutionize Global
COVID-19
Business I am sure that if you were asked a year ago what Our imperative is to re-imagine how our teams
continuity your key IT priorities were for 2020, you would work and develop strategies to improve their end-
agree that business resiliency was important, but end experience, support and productivity. Security
likely not near the top. A pandemic causes a wave is an ever-increasing area of concern as the
of impacts across every aspect of life. Company threat-footprint dramatically increased since the
leaders have had to contend with radical shifts in start of Covid-19. We saw organisations fall victim
priorities at work whilst ensuring the health and to cyberattacks. The National Cyber Security
wellbeing of their families and employees. Centre annual review for 2020 states 2 in 3
Market conditions We have seen many triumphs of human
collaboration and unfortunately things we all
cyber-attacks they’ve dealt with are coronavirus-
related. We have this great opportunity ahead of
us to re-imagine how we do business, perhaps
wish could have been done differently. At a it’s bringing together teams in a different way
financial level, organisations have been forced (e.g. consolidating IT, product development and
into stretching their current spend. Operationally, marketing) or maybe it is about looking at existing
they had to increase their focus on supporting digital programmes differently.
their teams as they work remotely at scale and
from a technology perspective, they had to As leaders brace themselves for more uncertainty
Remote adopted new approaches to IT at speed. over the coming months, collaboration, strategic
working planning and careful procurement will be essential.
We have equally seen the ingenuity, dedication and
Infrastructure deep care for the ‘doing it right’ with companies When you read through some of the inspiring
coming together in a way never imaginable. From stories in this White paper, I hope you will see that
redirecting their technology purchases to the NHS, there are two common threads throughout. The
to coming together and building ventilators, and leaders featured here care for what they do, how
then through to - the big one - developing several they do it and who they do it with. These leaders
vaccines at an astounding pace. are comfortable with giving more than they would
ever expect to receive back.
As we start to look to the future, we can be certain
Employee of one thing – we will likely never go back to “the
engagement way it was before”.
Cybersecurity
Demand for
online services
Expect Outstanding06 Northern Powerhouse 07 Our contributors Expect Outstanding
08 Northern Powerhouse 09
The Northern Powerhouse
Matt Samantha Sinead Dan Dan Jordan
Morrisons NHS Digital Channel 4 Tribepad Airship Hark
Stuart Matthew Rashmi Mel Charlotte Ross
Paceline Digital Siemens Gunnercooke LLP Sheffield Digital Panintellligence Alps
2020
1 Year 7 Cities 12 Industry Verticals
Mike Sarah Rik Paul David Yasmin
Hark EY Flutter Mills & Reeve Twinkl NHS Digital
Paul Tom Charlotte Peter Simone Scott
Atom Skybet TPP Morrisons NPW Nightingale
4 Months 72 Pages 40 Contributors
Maureen Claire Richelle Martin Tim Anna
whyaye BUILD BUILD NEXUS Vapour Data shed
Celine Cleveland Eve Amanda Simon Roger
2,700 minutes 54% / 46% 16 Key leadership DWP Digital EMIS Plc Leeds City Council Northern value
creators
Northern value
creators
NP11
of interviews Gender split attributes
Dave Alex Rachel Riaan Rae
SG SG SG SG SG
Expect Outstanding10 Northern Powerhouse 11
“ You have to be brave. Things may not be perfect or entirely right from
the outset, but if you know it is the right thing to do, and you can make it
happen quickly - that’s more important than anything else.”
We achieved this change in just one you into line if you exhibit the wrong How do you engage business
week in mid March. Another example, behaviours, so for that reason you stakeholders with digital
through listening to our customers and should reflect on that and use what transformation objectives and
Matt Kelleher lobbying hard for the change, we raised you learn in the workplace. align your goals?
the limit on contactless payments
CIO, WM Morrisons Plc to £45 to reduce the number of Listen Whether it’s for customers or
transactions that required the entry of To be a supportive leader means colleagues, everything we do is about
information into touch card machines. checking in, reviewing, learning, continuous improvement. We don’t
Requiring a change to all tills so quickly changing things and then use the word “transformation” as that
was high risk, but again it was the right going again. We are a listening isn’t the right fit for our business. As
Matt Kelleher is Group Technology and Supply Chain director of WM thing to do for the customer. We rolled organisation, which aligns with our such there is no digital transformation
out the change across all our tills in the values of teamwork. The views of plan, but all departments have an
Morrisons PLC and has been with the company for eight years. Matt space of just one day. customers and colleagues are so improvement plan and roadmap for
has a geography degree from Exeter University. He joined Andersen essential to improving everything digital change.
In April, we launched our doorstep we do. We lead, listen and respond
Consulting’s Retail practice straight from university in 1996 and became delivery service aimed at elderly and quickly, wherever possible. These plans need to have clear
one of its youngest UK partners in 2004. vulnerable people who were shielding, objectives framing initiatives which
and unable to come into the stores and Recruit for Attitude make things better. We don’t just do
whom couldn’t use our internet service. I am a firm believer in bringing people things because they are on trend
Anyone classified as vulnerable within into my team who have a personal or in vogue in the industry - they
10 miles of a store could call to order purpose and interests aligned with need to be right for our customers or
During his time at Andersen Consulting The supermarket chain was founded the heart of operations. Many vital and have their food delivered the next our goals and objectives, regardless colleagues in our company.
(now known as Accenture) he worked in 1899 by William Morrison and began initiatives were implemented quickly day. This service didn’t exist before of experience within our industry. If
with retail businesses such as Tesco, its life as a butter and eggs market to support customers and colleagues the pandemic and the necessary people have the correct drive and People are naturally becoming
Dixons, Sainsburys and AS Watsons. stall trading in and around Bradford. in an unprecedented situation, which infrastructure of phone lines, telephone energy, then pretty much everything more tech native, so the shift to
After a short spell setting up Accenture’s The business expanded under the Matt talks about in more detail below. staff, payment terminals, pick lists, else can be developed. The right digital is a more organic change. For
Retail business in the Far East he left leadership of his son Ken Morrison who and delivery drivers was delivered in a attitude, a passion for improving, and example, we have just moved the
in 2008 to join Best Buy - the largest turned a local business into a vertically What have been your most important matter of just three weeks. We knew approachability are key; everything whole organisation onto a system
electronics retailer in the world. There, integrated food manufacturer and leadership lessons of 2020? that for many of these customers, the else can be worked over time. that allows staff to manage payroll,
he held management positions in retailer with a distinctive ‘Market Street’ You have to be brave. Things may not only human contact they would have expenses and holiday on a mobile
the US and their Joint Venture with fresh food offer. In 2004 Morrisons be perfect or entirely right from the was with our call centre staff and device. This development represents
Carphone Warehouse. acquired the chain Safeway. It launched outset, but if you know it is the right delivery drivers. Our decision to offer a huge time-saver for HR and means
Morrisons.com in 2014 and a growing thing to do, and you make it happen doorstep delivery for this section of our our workforce controls the booking of
At Morrisons, Matt held Operations wholesale business from 2015. quickly - and that is more important community was borne out of doing the time off themselves, using workflow.”
and Non Food Trading Director roles than anything else. right thing and making a real difference
before taking over the Morrisons.com Fast forward to the present day, to people.”
website and the Online and Digital millions of customers shop at Morrisons The pandemic will have shaped
business areas in 2015. Matt oversaw where around 122,000 colleagues companies in so many ways this What are three leadership
the restructuring of the Ocado deal work, making it one of the UK’s 10 year, both positively and negatively. principles you live by?
to enable store pick home delivery largest private sector employers. It is Right from the outset, we have “ To be a supportive leader
and national online expansion with a proud Yorkshire-born organisation implemented change and decisions Ask my children!
multiple partners, including Amazon with their headquarters still located in at a speed that we have never Your family and your responsibility means checking in, reviewing,
and Deliveroo. Bradford, the city where it all started. achieved before. to them them - and how you raise
them - covers your first role within a learning, changing things and
From early 2019, Matt took on the Throughout the pandemic, they have For example, we had to enable 2,000 leadership position. I believe that how
Group Technology division to lead the been visible for open, honest and head office colleagues to work from you present yourself at work should then going again.”
change in ways of working and the timely communications on the actions home so that they were safe and able be aligned with how you are at home.
modernisation programme within the they are taking to feed the nation, to respond to our customers. Your “team” at home will soon bring
function before joining the Operations using the slogan “#it’smorethanourjob
Group in 2020 when Supply Chain as a mantra for everything they looked
moved over to report into him as well. to deliver with their customer firmly at
Expect Outstanding12 Northern Powerhouse 13
“ The rapid scale and feeling of responsibility when working on
an essential national tech infrastructure is something, we take
absolute pride in.”
Our staff have been working at break- shining stars. Talent is everywhere if by working in this way and make sure
neck speed with data integrity and you look for it, empower it and enable that we build on it.
security at the forefront of our mind. The it to flourish.
Samantha Robinson rapid scale and feeling of responsibility Where do you see the biggest
when working on an essential national What will be leaders’ biggest challenges within your infrastructure
Interim Associate Director, Live Services NHS Digital tech infrastructure is something we challenges in 2021 and beyond? when reflecting on the last 6 months,
take absolute pride in. Leading a team We have been operating like many and looking to the future?
responsible for the live running of these organisations on fast delivery of Due to the pace at which we
services means that the pressure is immediate solutions and supporting have delivered digital services, our
rarely off us. I can honestly say, the existing infrastructure. The focus on a challenge will be ensuring these
NHS Digital is the technology partner that delivers digital services for team have been amazing. longer-term strategy to deliver those services can maintain high resilience
services and how we prioritise that and reliability. They have not been
the NHS and social care, including the management of large health Personal resilience for me has been work is now of the utmost importance. designed at a more considered pace
informatics programmes. such an important skill. As well as We have shown we can work at and therefore there is inevitable
leading the team to run these digital speed so we now must ensure we ‘technical debt’ that we need to
services, I have been responsible for my can use everything we have learnt address. Whilst our environment is
teams’ wellbeing. This dual priority can this year to benefit our longer-term under constant demand to keep
take its toll, so my own resilience has objectives for our users. changing, we need to build in the
They hold responsibility for delivery and how we can get there together. Recently the perception of been tested - from managing major time to address this issue to ensure
of services including the Spine which Where there is lack of clarity, people leadership has changed. We IT incidents, to working with a team Can you name one standout thing services are sustainable. Coupled
allows secure sharing of patient data feel unsure and unsettled. Given the have seen more honesty, more member who has suffered personal you will do differently in the future, with this, the teams supporting these
through different parts of the NHS, constantly changing environment I vulnerability, and with that, a more loss. However 6 months into this role based on your experiences over the services are tired. As we head into
the Electronic Prescription Service, communicated frequently and via authentic leader has emerged. and I’m still standing, still smiling and still last 6- 12 months? winter it is my priority to ensure they
Summary Care Record and Electronic different channels making sure my striving for balancing work with home Flexibility of working arrangements. are are able to adjust their working
Referral Service. team were able to reach out to me at You only have to look at the interest life. Perspective is very important. There is a careful balance to be had practices and work / life balance to
any time. in Jacinda Ardern to see this in in achieving what is optimal for an support their own wellbeing. This will
Sam took the Interim AD role at the action. She’s Zoomed her country What has been your biggest organisation and what is optimal for be a big challenge given the pace at
beginning of March after nearly three Always show empathy. These have from her home, been open and leadership lesson of 2020? an individual, but I remain focussed which the wider system will still need
years as head of operations. As been the most challenging of times. It caring and shown such humanity People need a leader to lead, but they on finding this balance. Pre-pandemic, us to work.
she stepped into this new role, she costs nothing to check in on how people whilst focusing on leading her also require that leader to care for them. we were broadly aligned to 9-5pm,
headed straight into the pandemic are and to put yourself in their shoes. people through the pandemic. Leadership styles need to be different ‘office by default’ working. These rigid
with her team. in this new world. Your team need to hours and office working have been
Name one characteristic you believe What skills do you feel have know there is a plan and we are moving stripped away and for the future I
The success factor: Describe three every leader should possess. helped you most in leading your forward but that you have their back plan to give time to achieving the best
leadership principles you live by? Authenticity. This term has been used team this year? and you will support and enable them. balance for my teams. “ People need a
Trust. I have needed my team and a lot in recent times but I really believe Resilience and collaboration. Showing empathy is something I
my peers to trust me to make the in it. Teams have been at home with NHS Digital is a large organisation, and have always believed in, but now I There is no perfect model that
leader to lead,
right decisions for the outcomes we children, or on their own. Juggling I’ve seen a single vision approach can see these traits coming through works for everyone however what but they also
are aiming to achieve. I have also work with our other roles has seen as we united in a common purpose. as a natural part of leadership, I have seen work is flexibility (from
trusted my team by empowering the lines blurred. My teams have now There was a feeling of pride and total something that may not have been our organisation and our people),
require that
them to make good decisions. There met all my children and have seen me responsibility as we pulled together as appreciated pre-pandemic. office working for focussed tasks / leader to care for
is too much work to do for me to be a in my make-shift office. This different across long and late hours. We’ve workshops, and different types of
decision bottleneck, so I have aimed view of each other has had a positive had strong leadership from across Also, working remotely has bought working together such as meeting in
them. Leadership
to make the team feel empowered impact on our working relationships. the organisation which - coupled with out hidden people that have risen to the local park for a walk whilst going styles need to be
and confident in their work and As I developed as a leader I always the hard work and determination from the challenge and flourished under through finances! This flexibility has
decision making. reflected on how much of my ‘real self’ everyone - has been inspirational at a the constant change and pressure. meant that staff can still deliver at
different in this
should be at work – what should I be time when we needed it the most. These individuals may not have been work whilst attending to home and new world.”
Clear communication, it’s so crucial showing to make sure I fitted into the as visible in large office environments, family commitments. For the future I
for everyone to understand what organisation around me? I know now and now they are noticeable as plan to look at what we have learned
the scope and requirement of the that being my true self is exactly what
task is, the part we all have to play I should be at work.
Expect Outstanding14 Northern Powerhouse 15
“ Amidst all of the uncertainty; Channel 4’s
commitment to its Nations and Regions strategy
and its Leeds HQ was never in any doubt.”
Which skill has helped you lead What has been your most significant building reflects this, which is very
your teams through 2020? leadership challenge of 2020? different from our other offices.
Sinead Rocks The critical skill of this year been the My biggest leadership lesson is the
importance of effective, transparent realisation that everyone will come The significant change for me is
Managing Director, Nations & Regions, Channel 4 and consistent communication. Like out of this feeling slightly differently. presenteeism is irrelevant. It’s not about
many, we have gone from being a Our employees have been home the hours people work, it’s about their
mainly office-based workforce to pretty working for most of the year; we need productivity and results. If employees
much overnight a remote-based firm. to consider what that return to the want to work at 2am because that
Against a backdrop of substantial office experience is going to be like suits their lifestyle - and they’re not
Sinead Rocks is Channel 4’s first Managing Director for Nations & global uncertainty, a percentage when we come together as a unit. We putting their health at risk in doing
of furloughed staff, adapting to an need to utilise this catalyst of change so - then that shouldn’t matter. Though
Regions. She is the lead executive in its new National HQ in Leeds and incredibly different environment to its advantage and recreate an I appreciate there will always be times
has overseen the establishment of creative hubs in Bristol and Glasgow. and a lot of employees balancing office experience for our employees when teams need to come together.
home-schooling, we had to maintain that supports collaboration and
She started her career as a journalist at BBC Northern Ireland before business continuity but also had to sense of belonging. Where do you see your biggest
joining BBC Children’s to work on the launch of the CBBC channel. take into consideration the welfare of challenges for infrastructure in 2021?
our people. Looking at 2021 and beyond, what are The change I led for Channel 4 was
leaders’ most significant challenges? the biggest structural change in the
Has your leadership style changed I think the biggest challenges organisation’s history. We opened
at all in 2020? for leaders will be harnessing three beautiful new offices in Leeds,
She is a former editor of Newsround However, amidst all of the uncertainty, 3 leadership principles that you live by. My leadership skills are continually the information and collating the Glasgow and Bristol and hired many
as well as Executive Producer for BBC Channel 4’s commitment to its Nations Integrity – If integrity is one of your vital evolving. Throughout my career, I have experiences of Covid-19 and shaping new staff from these cities just before
Current Affairs where she headed and Regions strategy and its Leeds leading principles, you tend to have learned just as much from poor leaders it into something that benefits the the pandemic. This enabled us to
up the Manchester network unit and HQ was never in any doubt. So even an equitable mindset and can accept as I have from outstanding leaders. organisation and the people in the be much more representative of our
led the team making content for The when we had to get a handle on our your mistakes and learn from them. The pandemic has made me more future. Something that; increases audiences across the UK.
One Show, Panorama, documentaries finances to plan against a whole range aware of mental health issues, and it’s productivity, improves morale and
for BBC Three and the ‘Rip Off Britain’ of different scenarios from best case The ability to listen – Good leaders made me think much harder about employee engagement. Our challenge will be to get that
franchise. As the BBC’s Director of to worst case - our plans for the iconic, are willing to admit that they don’t not generalising and lumping groups momentum back, which was about
Education, she was responsible for a Majestic building and bringing jobs to have all the answers. So, giving your of people into the same category. One One stand out thing you will do location and forging new face to
range of content across TV, radio and Leeds were never questioned and I employees a voice is essential as thing I can say I have learned this year differently in the future. face relationships with people in
online including the award winning can’t over-state the importance of that leadership is ultimately about people. is no two people have had the same Pre COVID, I was an advocate of different cities and collaborating in
Bitesize and played a key role in the because at the time everything was up lockdown experience, there have been flexible and agile working. I am also innovative ways. Yes, it does work
BBC’s move to Salford. in the air! Being an enabler - A past leader good but also bad days. I am a firm a real fan of not having a one-size- virtually, but a lot of conversations
once said to me, “A good leader’s believer that anything that can make fits-all office space and having an are about creativity which means
Explain your journey through 2020. We had to take a large amount of job in the main, is to create the right you more of an empathetic leader will environment that has collaboration face to face conversations are
Our sector was hit in a lot of ways, and money out of our programming budget circumstances and environment to serve you well in any circumstance. zones, quiet zones and even hugely beneficial. That will be a
the journey has been far from easy. and right across the business earlier in allow the people around them to communal areas. Our Leeds Majestic crucial challenge for Channel 4
As an organisation that prides itself the pandemic when we weren’t sure perform to the best of their ability”. as we continue moving forward.
on its agility, we were beginning to what the financial position was going You are only as good as the people
face significant gaps in our schedule to be. However, we did see a lot of the you work alongside. It’s impossible to
because the pandemic caused a lot of independent production companies deliver the results all by yourself, so
programmes in production to be halted. we work with rise to the challenge and being an enabler is invaluable.
embrace the change. So many of them “ Throughout my career, I have learned just
We are entirely self-sufficient produced exceptional, creative and
financially; we are funded mainly innovative work over the pandemic.
as much from poor leaders as I have from
through advertising, and pretty much outstanding leaders.”
overnight the advertising market just
froze because it was in an unknown
landscape.
Expect Outstanding16 Northern Powerhouse 17
Amanda and Simon Cookson Dan Kirkland
Founders, Northern Value Creators COO, Tribepad
Making businesses better, by making them more human. Dan Kirkland is COO of talent acquisition and management software
provider Tribepad and based in Sheffield. Regarding himself as a
‘techie’ at heart, Dan is mostly motivated by seeing ideas go from a
Spending many years leading and Our reaction to fear impacts the surviving to thriving. By using coaching conversation to something that actually gets used in real-life.
delivering strategic change, we way we respond to challenges at conversations with a small number
know from first-hand experience work. Businesses that work with the of people; one client has avoided
what happens when leadership and chemistry of our brain and make long-term absences, mitigated mental
culture is not right. Which is why we’re people feel psychologically safe are health issues, seen people step-up
committed to doing things differently. the ones that see most resilience, into senior roles and delivered a huge
3 leadership principles you live by Transparency and communication geography is no longer a barrier for
Seeing how bureaucratic management adaptability and innovation in their programme of change.
I’m a firm believer that current skills have also been vital, ensuring teams many roles. However, in most uncertain
slows businesses down; drove our people. To achieve this, we need a
are not a barometer for future skills, are informed and motivated, with a times, there are always opportunities,
two founders to create human ways human approach to leadership. Facilitating coaching conversations
but current attitude is a barometer for clear goal in sight. so perhaps a key challenge is
to lead that deliver better outcomes is vital in human leadership and
future attitude. identifying and making the most of
for everyone. If fear is high, we see behaviours something everyone can practice. At
What has been your biggest new opportunities that arise.
that erode trust and slow businesses its most simple, coaching is where you
Trusting your employees to deliver, leadership lesson of 2020?
The 2020 you’ve lived through is unlikely down. Micro-management is a classic; create a safe space for someone to
embracing successes as well as It’s astonishing how rapidly situations Can you name 1 standout thing
to be the one you planned. Everyone is trying to feel safer by taking control. share what’s on their mind and do their
failures, but manage failures early. can develop from good to very bad. you will do differently in the future,
experiencing higher levels of fear and Avoidance is another fear behaviour own thinking. Your role is to ask, not to
Witnessing 1 million job applications based on your experiences over the
uncertainty, that’s why we’re keen to where people disconnect, deadlines tell and avoid any kind of judgement.
Training of your team is critical to in only one week on our platform last 6- 12 months?
get back to what we know; something missed, and faces are seldom seen on
improve overall company performance. highlighted the desperate reality and Make wider use of talent across the
certain, something safer. We humans Zoom. These behaviours are hints that Human leadership challenges
panic, with people applying for any North; we can attract and benefit from
find uncertainty a challenge. your people don’t feel safe. accepted management practices,
Name one characteristic you believe job that they could. I am humbled and remote talent right across the North,
especially the need to control. This is
every leader should possess. fortunate to be a part of a business whether that’s for full-time work or
Fear impacts our brains and our If trust and psychological safety is vital if organisations are to thrive in a
The ability to stay calm in times of that has stood up to a pandemic. utilising best-of-breed services from
behaviour. Neuroscience tells us low; people won’t share ideas or take changing world. Human leadership
turmoil. Every company has highs and other great Northern companies.
that when we’re triggered our vision risks and they disengage. In a Covid-19 moves away from the bureaucracy
lows, set an example for dealing with What will be leaders’ biggest
narrows and we cannot access those landscape we need leadership that that slows us down and towards a
the lows. challenges in 2021 and beyond? Where do you see the biggest
parts of our brain we use for creative encourages trust. high trust culture that gives business
2021 brings unprecedented business challenges within your infrastructure
thinking and problem solving. This is speed. Imagine what you could
What skills do you feel have uncertainty. Whilst overcoming the when reflecting on the last six
a useful chemical mechanism when So, what could you do to help? After achieve, even in the face of Covid-19,
helped you most in leading your pandemic, businesses also face the months, and looking to the future?
escaping from a tiger; it’s less useful supporting many organisations with the speed and agility that high
team this year? uncertain impact of Brexit and IR35. The pandemic has shown business can
at work. through 2020, we see coaching as trust brings.
Possessing empathy and Maintaining a culture that is engaging, continue without the traditional office
a key tool for shifting people from
understanding that no two people encouraging and motivating for an environment. In future offices may be
have had the same Covid-19 or life increasingly remote team is going to seen more as an occasional team
experiences. Also being patient and be critical. collaboration hub, and to achieve that
supporting teams in the transition to in-person human interaction.
a new way of working whilst ensuring Also retaining talent is going to be
their wellbeing is protected. more challenging in a world where
Expect Outstanding18 Northern Powerhouse 19
“ Trust. I have needed my team and my peers
to trust me to make the right decisions for the
outcomes we are aiming to achieve. I have
also trusted my team by empowering them to
make good decisions.”
Samantha Robinson
“ The ability to listen. Good leaders are willing to
admit that they don’t have all the answers. So,
giving your employees a voice is essential as
leadership is ultimately about people.”
“ Encouraging the capabilities of our Sinead Rocks
people, ensuring they have the right
tools to perform their job and setting
them up for success.”
Matthew Kent
Leadership principles
“ My role as a leader isn’t to tell
people what to do, it’s about
bringing others up to lead and
ultimately be better than me.”
“ Equality In leadership, you Jordan Appleson
must ensure your employees
feel valued not only as
workers but also as individuals
with opinions that matter.”
Sarah Tulip
“ A healthy humility is paramount, both in
terms of how we operate as leaders and
how we interact with other team members.”
David Angrave
Expect Outstanding20 Northern Powerhouse 21
“ I have been more reflective about how to make the right decision to
help our people, as they are our greatest asset. Managing operational
consistency has been paramount, giving people a consistent message
and frequent communication to lead them through the continually
changing government rules.”
Matthew Kent, Has your leadership style projects are being accelerated significant effort planning and
changed this year? to market, such as Project Speed ensuring our employees are safe over
Operations Director, Siemens Yes. I have been more reflective about from Government. The rail transport this period. Still, it is also impossible to
how to make the right decisions industry needs Government funding; have all the answers for the unknown
to help our people, as they are our we need to prepare robust business future questions, as we are not
greatest asset. Managing operational cases for the investment from the experts in this field.
consistency has been paramount, DFT, and the supply chain needs to
Matthew Kent is the Director of Operation at Siemens Rail Infrastructure, giving people a consistent message support in every way possible to bring Longer-term, business continuity
and frequent communication to that work to market. will be a challenge. We have all got
a Siemens Mobility company. He sits on the Executive team and is a lead them through the continually shareholders and bosses that we
Chartered Electronics Engineer with a demonstrable track record in the changing government rules. Where do you see the most need to keep satisfied and happy, the
significant challenges within only way of doing that is to continue
delivery of major projects, signalling solutions and business systems We have also spent a lot of time your infrastructure in 2020/21? to get orders in and deliver on our
implementation using various technologies in different countries. putting measures in place to look In the short term, we have commitments efficiently, on time and
after our people who live alone. To significant commissioning’s this to budget.
some extent, they were saying, “stop Christmas at Crewe and Birmingham
calling, I am okay”, which was, of New Street and many more around We hope the government continue
course, fantastic news. Siemens is a the UK. I also like to visit and engage with their great strategy of investing
3 leadership principles that you People and performance What has been your most important large company, but despite this, we with the site teams working away in growing and building our way
live by? Encouraging the capabilities of our leadership lesson of 2020? still care for and look after the welfare from their families over the festive out of Covid. For me, that is the
I have 5 leadership principles I live people, ensuring they have the right Visibility and communication. As railway of our people like a large family. period. Significant work is completed only way, and I hope it does not
by and have adopted over the last tools to perform their job and setting infrastructure providers, whilst we have at Christmas on the railway as fewer get diverted. In my opinion, there is
10 years. them up for success. Measuring had people working from home when What will be the leaders’ most people are travelling, so we will be nothing more important than building
performance and making sure they can, over 50% of our staff have significant challenges in 2021 mobilising around 500 staff, plus our infrastructure that generates
Zero Harm everyone is pulling their weight. been delivering projects on-site, both and beyond? valued supply chain and agency revenue; it is a simple equation.
The health and safety of our people ours and Network Rail’s, or working in For me, the growth and engagement staff, over this period.
and the general public. We must Sustainability, equality, inclusion our factories. Maintaining visibility and of new talent through face-to- I am a big advocate of what is
ensure that everything we do is one and having a diverse workforce regular clear communication has been face mentoring and contact in an At Siemens Mobility, we have a flexible happening currently in Northern
hundred per cent safe for all of our The importance of looking after the critical for ensuring our teams have felt increasingly virtual world. How can mobile workforce, who move between Powerhouse; they have great
people from a heath, wellbeing and an environment has become a key supported throughout and for keeping we grow and nurture our trainees, our significant cities delivering aspirations of securing government
engineering safety perspective. strategic driver for Siemens Mobility anxiety levels low, especially through apprentices and graduates into the multiple projects. With increasing local funding to build significant projects that
over the last 5 years. The importance April and May. Visibility, not just at virtual next generational leaders of the future? lockdowns taking place, facilities are will really support the North and also
Operational excellence of embedding diverse and inclusive meetings, but in offices and on sites That’s a big challenge, and we have closing such as restaurants and hotels, grow the supply chain in that region.
Flawless project delivery, getting it behaviours into our people has been throughout the pandemic, following recently launched a workstream to which hinders our ability to deliver. Also, there is no way the rail industry
right the first time, and delivering on so well received and has proven to our stringent Covid-19 site operating collate ideas and build a programme. If you compound that with some of can deliver HS2 and projects such
the margins that our business expects. reap the benefits. procedures at all times, has been our teams potentially contracting this as the TransPennine Route Upgrade
We have many measures, KPI’s and fundamentally important. Maintaining delivery and keeping the terrible virus followed by long periods without Northern Powerhouse and
tools to make that simple for people What skills have helped you the most workforce motivated and enthusiastic of isolation, we could face losing a its focus on increasing the talent
and drive out waste. to lead your team through 2020? Working with Network Rail, we kept about the future. We have been large portion of our workforce. and resource pool in the region.
Remaining positive and being resilient the majority of our sites and depots operating with social distancing Certainty around the pipeline of such
Customer relationships through these difficult times. We are open and operating throughout the rules for most of the year, and I am We have robust safety procedures projects enables Siemens Mobility
Delighting our customers and keeping a national business with 11 regional pandemic to maintain rail projects concerned that our teams who are and mitigations in place to minimise and other suppliers to continue to
them as happy as they can be offices around the UK, and every delivery and business continuity. We did remote working are beginning to the spread, making all of our sites invest in developing, people and
through collaboration, effectively single office is different in terms of have to close a few sites, and it was struggle and we must have a plan to Covid safe. Still, we must face reality technology supporting UK jobs, skills
maintaining relationships, delivering government rules, so empowering a lot harder to get those sites up and mitigate any concerns. that, over the next six months, we and manufacturing.
on our commitments, and managing senior leadership teams to make their running again than the ones we kept have an enormous challenge to
their expectations. own decisions for their regions has accessible. For me, it was always about Finally, there are a lot of up-and-coming maintain that delivery commitment
been fundamental. keeping the wheels turning, and that’s government initiatives; lots of fantastic to our customers. We have spent
through visibility, communication and
being a part of the team.
Expect Outstanding22 Northern Powerhouse 23
Rashmi Dubé Mel Kanarek,
Partner, Gunnercooke LLP Co-founder and Director, Sheffield Digital
Rashmi Dubé a Partner at Gunnercooke law firm has worked in the legal As one of the co-founders and directors of a not for profit, industry
industry for 25 years advising commercial and construction disputes. organisation, 2020 has given me a great deal to think about and not
She is also the Managing Director of Future Thinking Now, appointed to much time to do the thinking in.
the UK Cabinet Office for SME Advisory Panel and business columnist
for The Yorkshire Post. Rashmi advises business about their future in
terms of strategy, corporate governance and diversity and inclusion. At times, I have felt that I’m in constant These are only a few examples but all led the work to create an economic
crisis response mode, needing to adjust reminded me of an important lesson: recovery plan for the city. At the same,
rapidly to changing circumstances never underestimate the power of your this group collaborated with the City
with barely a moment to consider the network and how productive it can be Region Combined Authority to feed
Leadership is not the sole responsibility to us in an authentic manner. They great asset in terms of their thinking bigger picture. Yet, at the same time, the to simply ask people for help. So often, into their plans for the wider region. We
of one individual who happens to be provided clear guidance on the journey and approach to the onslaught situation created by the pandemic has leadership means not trying to do discovered, perhaps to our surprise,
sitting in the CEO or managing director’s that needed to be undertaken and of issues facing them, and that brought that bigger picture into sharp everything yourself. that traditional silos could be broken
chair. Leadership is bestowed upon all asked us to join them in that journey. authority created greater power when focus. It has made me really evaluate down and new relationships created.
of us in our actions and responses distributed within the organisation. where my industry, digital technology For me, leadership is also about
to any given situation. The pandemic With working from home becoming fits into the wider economy, and also enabling; setting the parameters, Looking ahead to 2021, I think our
shone a light upon us all, asking us the norm for 2020, communication You need to remind yourself what ask the question “how can we play a clearing away obstacles and then biggest challenge will be not to fall
to lead but giving us very little time became more transparent. It allowed the purpose is and ask if it needs to role in our region’s recovery?” getting out the way so that other back into old ways of doing things.
to think in the initial few months. The greater trust and greater authority change because your assumptions people can make things happen. For As we strive to “build back better”
question here is why did some fare being imparted upon employees have changed. that new vision, Luckily, I haven’t had to answer that the first time, I’ve seen that approach we must remember to take the time
better than others, and why were which in turn allowed them to gain purpose and implementation must be question on my own. Digital companies picked up by colleagues in the public to really think about what “better”
some people stuck and unable to lead confidence in their leadership skills. communicated clearly with everyone. in South Yorkshire were very quick sector. People have learned how to means. Better how, where and who
effectively? to respond, offering their help to move quickly and leaders have learned for? How do we make sure it is better
There is no doubt that this pandemic The second was the importance of businesses and individuals that were how to give people room. Ideas that for everyone, that better is also fairer
The simple truth is we are not all has changed us all in how we approach recovery of oneself. No matter how feeling the brunt of lockdown. EdTech would have taken months to come and that better is sustainable? For
leaders in every situation. Some of leadership and how we have to adapt many fires you are putting out or company Twinkl made their resources together have been brought to life in a me, building back better must involve
us are better leaders when we are our style and approach for the given helping others put out, you will only available for free, recruitment tech matter of weeks. building differently.
steering the ship in calm waters situation. But, in the reflections of my function and perform your best if company Tribepad repurposed their
heading to a fixed destination while business - and working with others - it you have taken time to recharge. platform to help Voluntary Action Alongside that, there has been a surge
others thrive on putting out fires, would be remiss of me not to mention For many of us, 2020 will be a new Sheffield quickly take on a large number of collaboration, especially across
working out a new destination and the difficulty we face as leaders when chapter in our own books as well of volunteers, and data software sectors. In Sheffield, representatives
entering uncharted territories. we cannot fully lead from the front. as the history books and I for one company WANDisco teamed up with of business, education and the public
am grateful to be here and able to Learn Sheffield and our local newspaper sector came together to form a Covid-19
Throughout this pandemic we have On a more personal note, what I have document the experience. to launch a “Laptops for Kids” scheme. Business Response Group. The group
seen a number of leaders emerge and really noticed during this pandemic helped disseminate information about
each one that has been memorable are two points: the first is more pandemic response measures and also
or resonated with us in some way is leaders have adapted, understood
because they could communicate that diversity and inclusion was a
Expect Outstanding24 Northern Powerhouse 25
“ Since 2015 we have grown three-
fold. You can’t succeed at that rate
without autonomy and trust.
Biggest leadership lesson of 2020? We’ve hired 60 people during One standout thing you will do
Agile software delivery does not have lockdown, so a large portion of staff differently going forward?
to be collocated to be successful. has never worked in the office. Their I don’t want to see us go back to how
I have been making this point for only experience of our culture as an we were. The pace of change and
Rik Barker years that teams need to be together. organisation is only through video calls flexibility of our team has always been
Then we’ve moved to the home and and the perception of how we work good but what we have achieved
CIO, Flutter Group Plc the metrics to show delivery and through a small number of people. through these months underlines my
productivity highlight that teams commitment to carry on evolving
have gone faster and accelerated How do we charge it up, and this next wave of improvements
due to fewer distractions. It helps that how do we ensure we create the from preconceptions of things that
everyone at home working, in the culture we want when we are split we couldn’t change. It marks a huge
Rik Barker is CIO for UK and Ireland’s Flutter Group which runs same way, means it’s a level playing through locations? transition for us as a business, and
field and how quickly we moved to if we can solve the potential issues
technology across Paddy Power, Betfair and Sky Betting and invest in remote working tech helped What should we bring with us to around maintaining our cultural
Gaming. Initially joining SBG as the Head of Gaming Technology, deliver this efficiency. It’s been eye- build our culture and what should battery, I don’t want to go back to
opening how well it has worked. we let them bring with them as we how we were before. I want to offer
Rik quickly progressed to CTO, overseeing the organisation move to a more permanent set up of people more options around how
through two acquisitions. I have also learnt to be more open a hybrid work structure? they work when they work and where
as a leader with my team. Be honest they work. We will have failed if we
about how I have found things and We can’t go back to how we were carry on with the routines of the past.
how I’ve struggled. It means we before. Even if there were a vaccine Somewhere in the middle is freedom
have created a more supportive tomorrow, to go back into the office for people to work in a way that
With over 20 years of experience in 3 Leadership principles you live by drive a common purpose then environment for everyone to work in, on mass would be a failure. We have suits them whilst still delivering to the
software development, Rik focuses on you will go a long way to creating and that’s a really positive outcome gained so much from our experiences. strategic goals of the business.
building high performing teams and Set a standard and don’t let it drop. a culture where that gives you for everyone.
developing people and has always With your team, this can also mean success. I think alignment is critical Out of a crisis, we have found ways Taking into consideration regulatory
taken a people-first approach to setting a pace. When you are in a more also because at scale, you need How do you maintain your to improve. Churchill said never waste conditions, Brexit and the ongoing
building software. senior role you work with groups that to have alignment in your teams to culture through rapid growth? a good crisis, and we have tried to pandemic, where do you see
have autonomy over decisions, but ensure everyone is delivering to the I don’t believe you maintain it intact; ensure that we can learn and improve the biggest challenges in your
“In terms of factors you think might be as a leader, you should still select the expectations and outcomes. you only see it evolve as you grow. through this challenging time. infrastructure in the future, and how
a business risk in our industry, all sports speed and standards you expect. You have to make sure you hold on to will that impact strategy?
stopping across the world wasn’t even Since 2015 we have grown three-fold. the things you want to keep and are We have a new office in the centre of
on the list, but that was precisely what Make it okay to be wrong. You can’t succeed at that rate without essential and bring in new aspects Leeds, which was our flagship location SBG and Flutter are always on the
we faced as the pandemic hit. The first Create an environment where failure autonomy and trust. that improve it. It’s not ever a static and the plan was to move people in front foot on regulations, and we
consideration was how do we structure is seen as a learning point. You can thing and will keep changing. You have and make it a bustling place. Now it are incredibly proactive in using
the business to survive, be positive and create flexibility and curiosity to drive What’s one characteristic every to keep an eye on it and continually will be a creative hub with a lower tech and analytics to support
reassure people and then how do we the business forward. If you have a leader should possess? work on it. occupancy rate. So, the question vulnerable customers.
continue to operate? blame culture, you have rigidity and is, what do you need from an office
can stifle innovation. If failure is seen as Resilience and Humility Biggest challenges to when we have shown we can work I want to go further with data
In the space of 3 days, we went from learning, you create space for people to One person’s viewpoint and ideas don’t infrastructure in 2021? well from home? and insights to support and help
having 1500 people in 3 locations to be curious and explore and that often scale; you have to listen and learn from How do we recharge the cultural customers, and as a part of a division,
1500 people in 1500 places! leads to innovation. other ideas which require humility. battery with ongoing remote working, The overwhelming feedback from we are working hard on this. Our
zoom and all of those factors? Our staff is they don’t want to go back to industry reputation is sometimes a
“Our focus was on staff welfare and Creating the right intrinsic motivators. Resilience has to feature. Sometimes interactions are more transactional commuting and the limits of before challenge, and it absolutely right we
business continuity and not growth. It Drive by Dan Pink outlines autonomy, you have to show strength even when relationships. We don’t have those so as leaders, we need to work have that scrutiny, but there is much
was not the right time to market any mastery and purpose as motivators not feeling it and you have got to feel water-cooler moments, see people, through a plan for the new world. going on around doing the right thing
products or think about strategic aims. in a high performing team, and this like you have the right capabilities to and lose that natural connectivity. I feel for customers.
Our primary purpose was to support resonates with me. get through anything. A large chunk of like we are running off the battery of
our workforce at a time when people the world is much worse off than us the memories of our culture.
needed exactly that.“ Suppose you provide people with dealing with the ongoing pandemic
autonomy if you can enable their and that thought process has got me
mastery and if you can define and through the difficult days when work
and home life have collided.
Expect OutstandingYou can also read
