No, don’t worry, I’ve not passed on and started speaking from beyond the grave; but given I’m now 3 months into my role at Difrent I thought it might be worth reflecting on how I’ve found things on the other side of the commercial table so to speak.
In the first 3 months I’ve worked with our teams, been in multiple contract meetings, client meetings, negotiations, done my first ever bid presentation and helped win my first piece of work for the organisation.
In the 15 years I spent in the public sector I have done my fair share of time working alongside procurement, drafting Pre-Qualification Questionnaires and Invitation to Tenders as part of a commercial team, or assessing bid responses and pitch’s as a programme lead. But if I’m honest in all that time I never considered the work that suppliers put into their Tender responses; the effort different commercial frameworks might require nor how companies pick and choose which work to bid for.
It’s been fascinating within the Difrent SLT talking about the kind of work we want to be bidding for, assessing what work aligned with our #TechForGood goals and values. It’s also really been reassuring to be involved in conversations where we have decided not to bid on work that doesn’t align with the company values.
One of the things I’ve quickly had to get my head around is the complexities of the Digital Marketplace and the ins and outs of the different commercial frameworks, be that G-Cloud, DoS or PSR. If I’m honest I’d never really got my head around the pros and cons of the different frameworks before taking this role, it was always one of those things I simply had to approve before.
While I have previously managed projects and programmes, and managed the suppliers working with us to deliver the work; it was equally never a thing I massively had to dwell on, beyond the question of ‘are they delivering what we need or not?’
In the last three months I’ve really gotten to understand the amount of work that has to be put in to make sure they answer to that question is ‘yes’.
One of the trickiest aspects to that relationship is making sure as a partner we are providing the right amount of rigour, challenge and reassurance so that our clients feel assured that we are doing the right things in the right way to deliver the outcomes they are looking for. Balancing the need to challenge and ask why to ensure the work we are doing is right, with the need to keep the client happy, engaged and onside. Not the easiest thing to do, but definitely vitally important in order to ensure value is actually delivered.
As a supplier I now realise how tricky it is to walk the tightrope of helping the client deliver the right thing, when this might mean a scope change that means more time or people (ie. more money) vs. wanting to ensure you deliver on time and within budget.
As a Product Person, I have always spoken about the importance of prioritisation and focusing on the problem the organisation was trying to solve. I used to find it incredibly frustration trying to get suppliers to understand and deliver what we needed, not just doing the work, but helping us do the work right. I was involved in multiple conversations across government about good suppliers vs. bad. Those that actually challenged us to do the right thing, and those that just delivered ‘what it said on the tin’ without helping check the label on the tin was right.
Now working on the other side of the table, I am doubly as determined to make sure we are delivering both the challenge and the outcomes our clients are looking for, to help deliver truly meaningful products and services and add real value to our clients and their users.
This year has been a year of big change for me; I started a new job, left the public sector, moved cities, moved in with my partner, bought a new house, and most importantly, we got a dog.
As a Pagan, I celebrate Yule and the Winter Solstice; At the Winter Solstice we reach the longest night of the year. Darkness has reached its peak; and with the end of the longest night we celebrate the return of the Sun, the return of light, hope and promise.
As the year comes to an end I thought it would be worth reflecting on the year that is coming to a close, what I have learnt from it, things I’m still working on and taking forward into the year to come.
This year has been an interesting one, full of frustration and challenge; but also opportunities and excitement. I’ve always talked about the importance of finding your tribe, of being true to be yourself and being able to bring your whole self to work. For most of this year , if I’m honest, I was in a role that was not a good fit for me and I had never felt more cut off from my tribe. It taught me a lot.
What I have learnt:
What good leadership looks like
Reflecting on my time at the CQC, the fantastic opportunities that made me want to join the organisation when I was first offered the role, and the disappointment and frustration I felt in the last 6 months of the role after a change of line management left me being excluded and ignored. While CQC was a good fit for me at the start, a OneTeamGov event earlier this year on Leadership made me realise the impact a good (or bad) leader can have on an organisations culture.
The opportunities the organisation were facing were (and still are) real, but some of the recent hires brought in more recently made me realise that perhaps its readiness to embrace change at pace was not as real.
The difference within Difrent has been almost breath taking. From day one I’ve been empowered to get on and do things, with full support from my manager (the wonderful Rach) who has reminded me that there are good leaders out there fully capable of caring about their people.
By the time I left CQC’s culture, and its ways of working, were no longer right for me, it felt more insular and less a part of the Digital movement. I felt more cut off from my tribe than ever before, it was a lonely feeling. I think something I have learned in the last year, you can not change everything on your own; nor will you always fit in everywhere; someplace’s are just not right for you (which doesn’t necessarily make them bad, but bad for you), sometimes you need to make a change. But note, even when you can’t see it, change is happening. You are not alone.
Why the right culture matters
My frustrations with the culture in CQC, along with some advice from my mentor made me make a move outside of the public sector for the first time in my career. It’s something I thought long and hard about, as frustrated as I was at the CQC I didn’t want to just leave for any old role. The CQC made me realise I needed to find the right role, at the right organisation, with the right culture.
The senior leadership within Difrent talk constantly about our values, but it’s not just talk, it’s obvious everyone truly want to improve things together. Two months into the role, the suggestion we run a retro for the leadership team was met with open arms not disdain; everyone bought into the session and it felt very positive.
That’s not to say everything is perfect, it’s obvious that moving from ‘start up’ to ‘scale up’ means the culture has to adapt and change as well. But one thing I have learnt in the last year is good leaders don’t shy away from that challenge, they welcome it and talk about it in the open. That good leaders don’t just see ‘culture’ as a token word or a by product, but as a thing to invest in.
You need to believe in yourself
I am an optimist, which made me ignore the initial doubts and worries I felt at the CQC; made me assume the problems I was facing were unintentional, that things would improve, and my desire to make things better things and to protect my team meant I pushed aside my doubts and tried hard to work things out. It took me a long time to realise the cumulative effect that was having on my own confidence.
Two months into my role at Difrent and I think it was absolutely the right move for me. After months of being disempowered and isolated by a manager who did not welcome challenge and for whom Digital was only about the technology, not the people; my role in Difrent has been a reminder that people matter, that I matter, and I am good at what I do.
Within days of starting at Difrent I dived straight into contract negotiations and client engagement; talked to teams about what support they might need to enable them to deliver and within my first 60 days I lead on delivering my first (successful) pitch for business. I felt like I’ve achieved and delivered more in my last 2 months than the previous six months.
The importance of finding your own voice
My year has been a good one blog wise, many of my blogs were born from the frustrations I was feeling at the CQC, but also it felt like I finally hit my stride and found my tone of voice. While this blog has never been about ‘getting hits’ and more about sharing information, it’s been a very pleasant surprise to see how well they’ve done, the blogs about Thomas Cook and the Parliamentary Petitions site in particular seemed to strike a cord with people.
My goals for the year ahead:
My aim for next year is to keep building on the blog, but too also to try and get back into the swing of speaking at events. A year ago I was speaking at events fairly regularly, but the CQC hit my confidence more than I would like to admit. It’s hard to stand up in front of a crowd and feel like you have things to say when your manager regularly ‘accidentally’ leaves you out of the conversations your male colleagues seem to be invited to.
Since moving to Difrent I’ve already thrown my hat in the ring to speak at two conferences, and my aim is to try and have done 6 speaking events by the end of 2020. We shall see how that goes!
While politics at the moment is worrying, and has led some to question whether there is still empathy in the world, I’m approaching the next year full of hope. News like that of Twitter users recently joined together to develop a free Food Bank app highlight why the #TechForGood movement is so important and why I’m so proud to work for somewhere that is doing what it can to make a difference.
By this time next year I want to be able to stand up and talk about the things I have personally delivered. Up until now, while I’ve worked on amazing projects, very few of them I’ve been able to see through to delivery (either because of funding cuts, reprioritisation of projects, or promotions meaning I’ve move on before I got to see things through) the main reason for me taking the role at Difrent was to change that, to truly be able to deliver things that matter.
Both personally and professionally I’m doing what I can to add value, and learn from mistakes in the past to ensure the future is better.
One of the most universal truths is that if you don’t talk about what you are doing, how will people know?
Everyone leads busy lives, we live in our own bubbles, and while we do generally try and be good humans and notice and recognise other people doing good things, it’s not always that easy to do.
That’s why I personally find things like twitter, reading Blogs and attending networking events or conferences useful, they give me a change to see what else is happening out there, who is doing what good things; they are opportunities to connect and share.
However that is predicated on the basic foundation of having things to share. One of the things I’ve found, upon joining Difrent, is that we are not that great on sharing the great stuff we are doing. Which is a shame, as we are doing some really great stuff!
Thankfully Rach and I are on the same page (perhaps unsurprisingly given we are both rather massive extraverts) so we’ve been having some good conversations within the SLT on what more we can do to develop better content and support our teams and people to be more confident in sharing what they are doing.
Last week we have @RachelleMoose from Strange Digital come in and deliver a two day workshop for us on content strategy, focusing on how we could use video better to tell Difrent’s story.
While I’ve always found the projects and culture video’s we developed at DWP Digital to be great, I’d never actually researched or seen any of the stats on why video is a good medium for sharing content from a business point of view. I knew I liked them, but I didn’t understand why there were useful! But the workshop taught me things like: videos generate 135% more traffic to a site than static content alone; and that 92% of people who watch a video on mobile devices, go on to share that video with others.
It was especially interesting from an accessibility angle, to consider how we make sure our content as accessible to everyone, not simply in terms of sticking subtitles on all our videos, but things like understanding that audio needs to be understood and edited to ensure it doesn’t clash with anyone speaking and how different formats work etc. For example, more than 85% of social videos are watched without sound, which helps explain why Closed Captions and Titles on videos are important.
I found the workshop a really good session to do as a Senior Leadership team, it really made us think about what messages we wanted to put out there, what we felt was the right way to tell our story and who we are as a company.
We also did some competitor analysis to see what other content is out there; what messages resonated with us, and what didn’t; as well as discussing the formats we liked as a group etc. I got to put post it notes on a wall, which is always the sign of a good day for me.
What I found especially beneficial, being new to the company, was asking some of our staff their thoughts on our culture and what they would like to see in the videos. Within Difrent we pride ourselves on encouraging and enabling everyone to be themselves and able to bring their whole selves to work; hearing from people how they felt Difrent embodies that was really encouraging.
I’m really looking forward to seeing the output of the videos once they are made, and really think they will help us within Difrent work in the open better, talk about our amazing people and show the great work we are delivering.
Last month I started with Difrent, my first job in the Private sector after 15 years in the public sector, which felt very much like a change of scenery and a new start, whilst also being a familiar continuation of what I know.
So at the end of my first month I thought it would be worth reflecting on what I’ve learnt and done so far.
First things first, still lots of meetings! In the last month I’ve been in lots of conversations and meetings about our contracts (which is one of the reasons I took this job, to get that experience, so I’m not complaining!) but what I hadn’t realised, from the public sector client side point of view, is the amount of effort and time that is put into contract bids etc. It’s been fascinating to see and experience the hustle and bustle of getting a bid together, ensuring you have the team you’ll need, getting your evidence together, to then just wait and hear whether you have got the work. It’s like constantly doing job applications!
Secondly, the people, lots of the folks at Difrent I had come across (generally on Twitter) before, so I knew of them but hadn’t had the chance to work with them. Part of my role at Difrent is to ensure that we have the agreed standards and principles for our ways of working to ensure we can deliver the right things in the right way for our clients. I’ve spent the last few weeks getting to know the people within Difrent, and the clients we are working with.
What’s been interesting for me has been the culture that comes with a company moving from start up to scale up. Within the Public Sector I’ve only ever worked in organisations that are 4.5K plus. Working somewhere with under 100 people is very different. The infrastructure and organisational governance that comes with working for a huge well established organisation isn’t necessarily there, but nor is that necessarily a bad thing!
In the old work, conversations like office locations, or what our Target Operating model should be would take months if not years; with unions consulted, multiple consultations with staff forums and people groups etc. Within Difrent it’s much easier to have conversations with all our staff, be that in TownHalls or just on our Slack channel. The conversations themselves are similar, but how we have them, who gets to be involved, and how quickly we can get things done is definitely different.
The work, so far most of the team’s I’ve been working with have been working on projects within the Public sector, so the environment for me has been very familiar. The other thing that’s familiar is the conversations we are having, about KPI’s and measures. The need to understand what we are trying to deliver and ensure that we can measure our success in delivering it, not just be ticking off story points, but ensuring we are delivering value for both our customers and their users is key.
For the next few months my focus will be on working with our clients helping them shape and deliver the vision’s they have set. Measuring the value we are adding to them, and the value the products and services we are delivering are adding value to their users. Ensuring we have the right resources for our teams based on what the needs of our clients are, and that we as an organisation are supporting our people the best way we can.
These things have always been important to me, and always been key parts of my roles. So it seems whether it’s the public sector or private sector, French Critic Alphonse Karr was right in some ways….
And you know what, I am glad about that. If everything were radically different I might be worried that either the public or private sector was doing it wrong. But the fact is the common problems are very similar, it’s just how we approach solving them that might be different; and having a different perspective to how you solve problems is important, as it means you’re considering all the options there are and hopefully avoiding making the same mistakes over and over.