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Category: Reflection

My User Manual 2021

As we leave lockdown and hopefully begin to put the pandemic behind us; I’ve realised that my job isn’t the only thing that’s changed; my working preferences have too. As we move forward into a more hybrid working world updating my user manual seems like a smart idea.

Here’s a link to the one I wrote back in 2019; if you’re curious about user manuals in general and want some tips on how to write one yourself, Christina Lai has a really good talk she does on this with accompanying slides she’s always happy to share.

This is 2021 me, with my new grey hair post lockdown.

Contacting me:

  • My hours: I predominantly work from home; as such my core hours are generally between 9 – 5:30pm; but I’m generally available and responding to messages between 8am to 7pm (GMT).
  • Best three means for contacting me: Text/WhatsApp; Teams/Slack; Email.
  • My response times: I respond best too quick and easy requests that I can deal with straight away. If it needs proper consideration it will probably have to wait until I have time set aside to be at my desk where I’m not in meetings. I try to set aside some time each day to respond to anything that needs more consideration. If I haven’t got back to you within a day, and you need a response; please send me a message to remind me.
  • If I don’t respond it’s best to: Text me or ring me.

My Preferred work approach:

  • Preferred type of work: I love coming up with ideas and solving problems; I love working with a team or one or two others to bounce ideas around; I love making a difference, and improving things for people; I love getting to know people, what their interests are, what makes them tick. I LOVE a good workshop!
  • Things that might affect my work: Constant interruptions or inability to approach tasks in a way the suits me. I don’t do well when I’m feeling stifled.
  • Open to colleagues approaching me with work questions: Always!
  • Preferred learning style: Interactive. I learn best by doing.
  • Specific skills: Problem solving. Delivering Products and Services that meet users needs, designing for vulnerable users and ensuring Products are accessible. Using data to drive improvements in performance deliverables to deliver the right outcomes. Developing innovative strategies and visions based on user needs. Mentoring, coaching, working in the open to show good leadership, sharing best practices and developing capability.
  • Work habits that assist me: Flexibility and collaboration. I work best when working with others.
  • People can assist me by: Helping me understand priorities so I can balance my work in order to get the right things done at the right time.
  • Preferred work environment: I have a high tolerance for background noise, but I don’t like harsh or unexpected noise; similarly with lighting, harsh lighting can give me migraines.
  • Travel: I’m happy to travel, and do over nights for work; but I prefer not to travel on Mondays and Fridays as my son goes to boarding school and I want to be able to do school drop offs and pick ups.

How to give me feedback:

  • Public praise: I admit this still makes me feel awkward, but I’m getting better at accepting it.
  • Timing for critical feedback: Ideally at the end of the day so I can reflect on it.
  • Delivery of critical feedback: Privately.
  • Framing of critical feedback: Constructive; help me understand what I can do better.

My Strengths:

  • Problem solving. Spotting gaps and reviewing processes to identify opportunities. I want to make things better.
  • I am adaptable and resilient, I will always try to keep going and be flexible in my approach in order to deliver the right thing. I’m good in challenging situations. I get things done. I’m best when I have a problem to fix.
  • I enjoy working in fast paced environments, I’m best when I’m busy and getting things done.
  • Developing relationships with teams, stakeholders and internal/external users; I’m a people person and I’m at my best when working with others.
  • Mentoring, coaching and up-skilling others; I actively enjoy helping others too succeed.
  • I am incredibly loyal, if we are friends/colleagues I will always have your back, if you need help I will always do my best for you.

My Weaknesses:

  • I’ve worked hard to improve my written and organisational skills, but I know they are not my greatest strengths. When asked for written briefs etc I do better when I’ve got the chance to run it past someone else before submitting. When it comes to organising things, I tend to surround myself with those who are better at it than me. I write EVERYTHING down to help me remember.
  • Linked to above; my memory isn’t great, and I’m usually balancing a lot of things, so if I forget something, do remind me; I won’t mind, it’ll help me.
  • I’m not always great with connecting names to faces, even of people I know, so please don’t be offended if I need a reminder.
  • Eye contact, it’s not you, it’s me. I am listening and I do care. The same with fiddling or doodling. It’s how my brain works, please don’t take it as a sign I’m not paying attention because I am.

Other things to know about me:

  • I am neurodiverse, I have ADHD, Dyspraxia and Sensory Processing Disorder; things like eye contact, doodling, memory etc are all part of this. But I’m good at thinking outside of the box and approaching things from a fresh angle.
  • I’m a mum to a neurodiverse child, I work hard to balance my work and home life, and talk openly about the challenges of that in order to support and encourage others to do the same.
  • I’m a ridiculous extravert and a massive geek, I recharge by spending time with my tribe.
  • People don’t always think I’m taking things seriously, but I’m very committed and passionate about what I do, I will take on the toughest situations, but I’ll do it with a smile.
  • I’m queer and I live in Manchester with my fiancée, my child and our two dogs.

Interesting fact:

In my down time I LARP; Live Action Role Play; it helps me unwind by going and being someone else for a day or a weekend; and solving fantastical problems in a fantasy world for a while.

Me at Empire LARP, with thanks to Oliver Facey for the photo.

‘The question is who… are you?’

Why being a Leader doesn’t mean not being yourself.

A sign in the woods baring the words, be yourself, everyone else is taken.
Be yourself, everyone else is taken

Chatting to a friend over the weekend, she mentioned her work had been encouraging her to go for more leadership type roles in the last year; but she hadn’t done it so far as she was worried she could never ‘fit in’ or be seen as a leader while she was being herself.

This made me reflect on my career, and when I had those same concerns; and how I over came them.

Back at the start of 2015 I had been working as a Grade 7 for a few years and I was now considering applying for my Grade 6. It’d had taken me a lot of effort and rejection to get my promotion to Grade 7 (I went through seven interviews before I finally got promoted) and I and was worried it would be the same all over again. When I’d first been going for my Grade 7, my manager at the time had tried to tell me I wasn’t leadership material and I’d really struggled to put myself into the professional box I thought leaders in the Civil Service had to fit within; and I was concerned I’d never be able to reach Grade 6 or higher because I just didn’t fit well enough.

My (then) current manager had put my forward for the Crossing Thresholds programme and as I sat with the group of amazing women who were like myself seeking promotion to Grade 6, all I could see was how much more professional they were; how comfortable they seemed to be in their own skin; how obviously they were what Civil Servants should be, and how much I obviously didn’t fit that mould. This wasn’t helped by the fact my previous line manager (who told me I’d never be a leader) was on the same programme as me.

Over the course of the programme we got to work together and get to know each other; and in one of the sessions we had to do some peer feedback 1:1 with each other. One of the other women on the course I’d been utterly enamoured by; she just came across as so cool and calm and together. She exemplified for me what a Civil Servant should be; and what I thought I needed to be in order to pass as a leader. During our 1:1 session as I told her all this, she astounded me by explaining that of everyone on the programme, she was most impressed with me; as I was the most ‘myself’; that I came across as real and approachable and authentic; and how she wished she’d had managers like me as she came up through her career. She was constantly exhausted from trying to pretend to be this perfect person she wasn’t; she was in fact debating leaving the civil service as she no longer felt able to pretend anymore and that I gave her hope that maybe things could change. Dear reader I was floored.

This message was repeated in different flavours throughout the day; even by my previous manager. She apologised and told me how impressed she was to see how I’d progressed, how I’d obviously flourished while remaining myself, and that she encouraged me to keep being myself and wished me luck for my future.

I reflected on that I’d heard from these amazing women, and what I’d observed; and decided that I didn’t want to spend my career pretending to be anyone other than myself, as it was exhausting. As such I attended my first Grade 6 interview sure it would be a car crash as I was determined to be myself; I spoke honestly about my neurodiversity; my strengths and weaknesses. my drives and passions; and made no effort to fit into the box I thought a Grade 6 Civil Servant needed to fit within. To my astonishment I was offered the role the very next day; and in just over a year I was then offered a role at Deputy Director level.

I’ve made a very concerted effort over the last few years to be authentic and myself; including speaking openly and transparently about things like my sexuality, my neurodiversity and my background growing up in a council estate. Because these are all the things that have helped me be me; and as such they are the things that have helped me succeed.

Now that’s not to say I could succeed anywhere and everywhere; some-places I fit, some I don’t. But part of owning who you are, and being true to it; is recognising that to be the best and most honest version of yourself, you need to recognise which environments work for you; and which ones don’t. It’s not a failing to not fit everyone. No one, if they’re being honest, does. The right organisation for you is the one that not only supports you to be yourself, but actively wants it. Because as leaders we know that people who feel able to bring their whole-self to work, are the people who generally work at their best.

Within the Kainos Neurodiveristy community group this week we were discussing personal user manuals and how they can help everyone within a team or organisation feel able to be their best and empower diverse teams to work together in the best possible way for everyone in them. This has reminded me I need to revisit my own user manual from a few years ago and share that with my new teams.

As a wise old monkey once explained to a confused young lion; you have to be true to yourself; so ask yourself, “who are you?”

Rafiki (image from Disney’s the Lion King)

Touchdown

So this week is my first week in Kainos. I’ve landed. Hurrah!

I’m never generally one for week notes, as I can never manage to remember to write a blog a week, or even remember everything I’ve done in a week to blog about it; but I thought given it’s my first week in a new role it’d be good to write down my first impressions, observations and experiences within my new role.

To be fair before I even started the role, Kainos were giving a good first impression; I’d been sent logins to their onboarding site, where I could see all the tasks I’d need to complete; with welcome intros from relevant senior folks and links to information about the company; as well as a message from Helen, the Head of Planning and Strategy initiatives and Delivery Management in Kainos letting me know she was looking forward to me joining. She also gave me the names of some other key folks in the Delivery community she recommended I talk to once I landed, and sharing details on some of the communities within Kainos I might like to join; which was really lovely.

On top of that, I also had emails getting me set up on their wider systems, and calls from the IT support team to ensure my laptop had arrived and everything was working ok before I started. All of which just made my first day that must smoother. On my first day itself I then got another call from the IT support team before 9:30 to check I’d gotten logged in ok and didn’t have any questions. Honestly, Bravo Kainos. Way to make an excellent first impression. A+

Then we move into the induction; this was really well organised and spread over two days to ensure it covered everything any new starters would need to know Getting everyone who’s starting in the same time period to join on the same day and do the induction together is a really good idea; it meant we could form a little group of newbies all asking the same questions and feeling a bit less lost together. We got a lovely intro chat from Brendan Mooney, the CEO of the company, on the first morning; which was given plenty of time so we could ask questions etc; and made him seem human and personable, which is always a good start. We also had sessions with people from IT support, the people team etc. All talking us through things we’d need to know (like how to do timesheets etc.) and pointing us to the relevant sections on the intranet so we could find the relevant areas and helpful guides should we need them.

On the afternoon of the second day, we moved form the general induction to one for our specific business areas; so we could start getting into the details relevant to our areas, which flowed really nicely. I also found the second day was also spaced out enough that we had enough time to do intro chats with out new managers, and I managed to observe a few meetings for my new teams, which was good.

Day three was then beginning to get stuck in; I had a calendar full of invites to all the relevant meetings I’d need to attend going forward; and an onboarding plan from my people manager suggesting useful people to talk to within my first month or so. I started chatting to a few folks within the various communities and practices that were relevant to me; and everyone was really welcoming and friendly. Already super impressed with the diversity and obvious culture of inclusion within Kainos. Joined a session with Kainos’ women’s network which was really interesting; chatted to some folks from their LGBT+ and Neurodiversity community’s and generally for a really good feeling from the various people I chatted to about how hard Kainos is working to make people feel welcome and at home.

New team seems great, just a lot to learn as the scope of what we’re doing is pretty big; but reasuringly I’m apparently getting a slow steady handover and into to everyone and everything; which will be a refreshing change to the last few times I’ve started a new role and basically been thrown in at the deep end and left to get on with things.

Day four was a bit quieter on the meeting front, with a few key meetings in with my new Account Director and a first 1:1 into meet with the client; but still plenty of time to dive into the background reading and trying to get up to speed on the programme we’re delivering so I can hopefully start asking useful questions and lending a hand. There were a few areas that I identified in the meetings on day three that I flagged to look into and pick up some conversations on to see what I could do to help; so day four was about giving myself time to read up before I start wadding in.

Day five was more handover meetings and continuing the 1:1 of my intro meetings to the client; with plenty of time to continue reading up and getting up to speed on everything. Also got to listen into a Business Unit update which covered work happening across Digital Services within Kainos which was fascinating and gave a good picture of the pure amount of projects teams are involved in; and had a first chat with the sales team about some potential new work.

All in all it has felt like a really well planned out introductory week. Lots to take in, but I’ve been given plenty of time to land; with room to read and absorb things between meetings rather than feeling like I’m being rushed around like a bit of a headless chicken; which is nice. Everyone so far has been absolutely lovely and very kind and willing to answer all my questions and talk me through things. I’m certainly looking forward to next week and hopefully starting to pick things up and getting properly dug in.

If only all landings could be this smooth! Next week the real work beings!

Delivering Value for yourself and others

Just short of two years ago I accepted the role of Director of Delivery at Difrent, a big move for me as I’d only worked in the Public Sector, but a good opportunity to see how things worked on the other side of the commercial table; and a great opportunity to work with some fantastic people (Honestly, Rach Murphy herself is a powerhouse who can teach the world a thing or two and always worth making time for) outside of the public sector, and learn new skills.

The services we were delivering at Difrent we’re very similar to those I’d been working on before, and I worked with many familiar faces; but still the challenges were new. Working at a start up that was beginning to scale up was a very different environment to working in a large established Government Department. Not just delivering great services that meet user needs, but also building up business processes; scaling up teams; winning new business.

And then there was the pandemic.

Because of it’s strong background in Health, Difrent was on the front line when it came to stepping up and supporting the COVID-19 response working with the NHSBSA; NHSX and DHSC. I always thought that my time on Universal Credit was the most fast pacing and demanding time of my life; which it turns out was nothing compared to being asked to stand up 6 teams of experts within 72 hours at the start of the first wave to support various urgent pandemic related services.

Alongside supporting and delivering high priority COVID-19 related services in unprecedented timescales (we successfully helped delivery of the Home Testing service in under a month) we also had to keep delivering our existing products and services; helping Skills for Care go Live with their Adult Workforce Data Set service, continuing delivery of NHS Jobs, helping the Planning Inspectorate pass their Beta Assessment for their Appeals service and delivering the wholesale business transformation for the British Psychological Society; whilst also picking up and delivering a whole host of other projects and services that we continued to win.

Because of the pandemic, a lot of new teams were beginning to work with Digital Service Standards, and having to go through Service Standard Assessments for the first time; and an increasing amount of my time began being demanded by clients to support them understand and adhere to the service standards. I’ve always joked about my perfect record for passing Assessments (while being clear, that not passing the first time isn’t failure, it just means you have more to learn!) working with one client to turn around their service in under 3 weeks from complete un-adherence to the standards to passing a Beta assessment has got to be a personal best!

The last year has been full on, with long weeks and even longer days. I’m so proud of everything DIfrent has achieved in the last 18 months; but I also recognised the time is right for me to move on and focus more on the bits of my role I am most passionate about.

And what is that? Being hands on and working with clients to solve problems. Having the time to work with teams to understand the issues they’re facing and how to go about fixing them. Seeing the positive changes being made and thinking of ways to keep iterating and improving on what we’ve done. Investing in and building that cultural and organisation change up over time. Whilst at the same time having a proper work life balance again; having time to give attention to my family and friends; rediscovering the things I enjoy doing outside of work and having time and energy to do them. As lockdown begins to end, it’s time for me to have a new start.

And so, from next week I’m moving on to work with Kainos, I’m really excited about this new opportunity. Going into a larger organisation means there will be more peers to share that load; bigger problems to solve for clients, bigger teams to work with, all with the benefit of the organisational processes etc in place already that we will need to deliver large projects; which will allow me to focus on working with clients fully and ensuring I’m delivering real value to them, and getting real value myself from my work.

Partnership

The good and the bad.

At Difrent we always talk about our desire to deliver in partnership with out clients. To move beyond the pure supplier and client relationship to enable proper collaboration.

One of my main frustrations when I was ‘client side’ was the amount of suppliers we’d work with who said they would partner with us, but then when the contract started, after the first few weeks had passed and the new relationship glow had faded; the teams and the account managers reverted to type. I can’t recall how many times I had to have conversations at the supplier governance meetings where I was practically begging them to challenge us; to be a critical friend and push for the right thing; to feedback to us about any issues and suggest improvements. It always felt like we were reaching across a gap and never quite making full contact.

As such, that’s one of the areas in Difrent I (and others) are very keen to embody. We try to be true partners; feeding back proactively where there are issues or concerns or where we have suggestions. Trying to foster collaborative ‘one team’ working.

We’ve obviously had more success with this on some contracts vs others. There’s always more we can learn about how to better partner with our clients; however; given we see a lot of complaining about strained partnerships between clients and suppliers; I thought I’d do a bit of a case study/ reflection and praise of one partnership we’ve been working on recently.

Difrent won a contract with the Planning Inspectorate last year, and it was the first completely remote pitch and award we’d been involved with on a multi million pound contract.

From the start of the procurement it became really clear that the Planning Inspectorate wanted a partner; that this wasn’t just lip service, but something they truly believed it. As part of the procurement process they opened up their github so we could see their code; they opened up their Miro so we could see their service roadmap, they proactively shared their assessment reports with suppliers etc.

For us this made not only a good impression, but enabled us to develop a more informed and valuable pitch.

Since we put virtual feet in the virtual door that dedication to partnership has remained as true 6 months later as it was then. Outside of our weekly governance calls we’ve had multiple workshops to discuss collaboration and ways of working. We’ve had multiple discussions on knowledge transfer and reflecting on progress and ways to iterate and improve.

Where there have been challenges we’ve all worked hard to be proactive and open and honest in talking things through. They’ve welcome our suggestions and feedback (and proactively encouraged them) and been equally proactive on giving us feedback and suggestions.

This has helped us adapt and really think about how we do things like knowledge transfer, always challenging (especially remotely), but something we’re passionate about getting right. We’ve all worked so hard on this, so much so that it’s become on of the core bits of our balanced scorecard; ensuring they as a client can measure the value they’re getting from our partnership not just through our outputs on the projects we’re working on, but our contributions to the organisation as a whole; which is also really helpful for us to be able to help us analyse and iterate our ‘value add’ to our partners; and ensure we’re delivering on our promises.

I think there is a lot of learning for other Departments/ ALB’s out there looking to procure digital services or capability on how a good partnership with a supplier needs to start before the contract is signed.

Thanks to Paul Moffat and Stephen Read at the Planning Inspectorate for helping with this blog – demonstrating that partnership in action!

Digital Transformation is still new

We’re punishing those who are less experienced, and we need to stop.

The timeline of Digital Transformation. Courtesy of Rachelle @ https://www.strangedigital.org/

In the last few weeks I’ve had multiple conversations with clients (both existing and new) who are preparing for or have recently not passed their Digital Service standard assessments who are really struggling to understand what is needed from them in order to pass their assessment.

These teams have tried to engage with the service standards teams, but given those teams are extremely busy; most teams cant get any time with their ‘link’ person until 6 weeks before their assessment; by which time most teams are quite far down their track and potentially leaves them a lot of (re)work to try and do before their assessment.

Having sat in on a few of those calls recently I’ve been surprised how little time is set aside to help the teams prep; and to give them advice on guidance on what to expect at an assessment if they haven’t been through one before. Thos no time or support for mock assessments for new teams. There may be the offer of one or two of the team getting to observe someone else’s assessment if the stars align to allow this; but it’s not proactively planned in; and instead viewed as a nice to have. There seems to be an assumption the project teams should know all of this already; and no recognition that a large number of teams don’t; this is still all new to them.

“In the old days” we as assessors and transformation leads used to set aside time regularly to meet with teams; talk through the problems they were trying to fix, understand any issues they may be facing, provide clarity and guidance before the assessment; so that teams could be confident they were ready to move onto the next phase before their assessment. But when I talk to teams now, so few of them are getting this support. Many teams reach out because the rare bits of guidance they have received hasn’t been clear, and in some cases it’s been contradictory and they don’t know who to talk too to get that clarity.

Instead, more and more of my time at the moment, as a supplier, is being set aside to support teams through their assessment. To provide advice and guidance on what to expect, how to prepare and what approach the team needs to take. Actually what an MVP is; how to decide when you need an assessment, and what elements of the service do you need to have ready to ‘show’ at each stage. What the difference is between Alpha/ Beta and Live assessments and why it matters. For so many teams this is still almost like a foreign language and new.

So, how can we better support teams through this journey?

Stop treating it like this is all old hat and that everyone should know everything about it already.

Digital Transformation has been ‘a thing’ for one generation (if you count from the invention of the internet as a tool for the masses in 1995); Within the public sector, GDS, the Digital Service Standards and the Digital Academy have existed for less than one generation; less than 10 years in-fact.

By treating it as a thing everyone should know, we make it exclusionary. We make people feel less than us for the simple act of not having the same experience we do.

We talk about working in the open, and many team do still strive to do that; but digital transformation is still almost seen as a magical art by many; and how to pass what should be a simple thing like a service standard assessment is still almost viewed as Arcane knowledge held by the few. As a community we need to get better at supporting each other, and especially those new to this experience, along this path.

This isn’t just a nice thing to do, its the fiscally responsible thing to do; by assuming teams already have all this knowledge we’re just increasing the likelihood they will fail, and that comes with a cost.

We need to set aside more time to help and guide each other on this journey; so that we can all succeed; that is how we truly add value, and ensure that Digital Transformation delivers and is around to stay for generations to come.

Speaking confidently

Last month I got asked to speak to some University of Salford’s Business students about how to present well. Every year the University apparently holds a conference for their Business students to attend and hear form industry experts on a range of topics, all with the aim of building the students understanding of how to speak confidently to an audience.

Because of COVID-19 they couldn’t hold the conference as they normally did, nor could they have external speakers come in to talk to the students, as such they were really struggling to help the students build their own confidence in presenting; and I got asked whether I could run a session for them via Teams.

I speak a fair bit nowadays, generally on Product Management, Diversity and Inclusion, Career development, Agile Delivery or User centric design, so doing a talk on talking was a new one for me, and something I wasn’t quite sure how to approach, especially virtually; as such I reached out on Twitter to gather some thoughts on who people thought ‘presented well’ and why.

Interestingly, when gathering my thoughts for the talk, I had a number of people I know reach out and ask whether the session would be available to a wider audience; it turns out lots of people really struggle with their confidence when it comes to speaking publicly; and while I got share the video of the session, I can share my notes, so I thought it was worth turning into a blog for people to read!

But I think the fundamental points are:

  1. Know what your brand is. What are you good at? What do people know you for?
  2. Know who your audience is. What are you wanting them to take away from your talk? How can you best engage them?
  3. Find your own style. Some people need to do several run throughs before they do a presentation, some people need detailed notes, some people talk better to stats or words, some to images.
  4. Keep it simple.
  5. Be yourself.

Presenting or talking in public is one of the most common things that causes people imposter syndrome or anxiety. Most people assume that others are just ‘better at it’ than they are, but the truth is most people find this hard.

I spent years avoiding speaking in public myself as I thought everyone had better things to say than me, and that there was no way I could present without messing up; but I realised the issue was that I was trying to make myself look and talk like everyone else, and because it didn’t feel authentically me, I had no confidence in myself, and my audience struggled to connect with me.

Yes, snazzy images and stats will help a presentation go well; but if you can believe in yourself, even a little, others will find it easier to believe in you.

Taking time to breathe

While I’m not one to complain about being busy; and given the effect the current pandemic has had on the economy I’m absolutely not going to complain about being busy and having a job.

However, after 6 months of working from home full time, it was pointed out to me politely last week by my other half; how much more work I have been doing recently (I haven’t had time to blog recently!) and that perhaps I needed to take a break.

Doing late nights and the occasional weekend of work is not new for me, that very much goes with the job once you reach senior leadership levels. But over the last few months I’ve been doing that far more often.

My normal way to relax and switch off, LARPing (google it) hasn’t existed this year because of COVID, my family holiday in May was cancelled, and with my partner getting made unexpectedly redundant in June because of the Pandemic, taking time off I didn’t need felt frivolous. So I haven’t taken any time off from work for months.

I haven’t minded, because work takes my mind off the current world events somewhat, and it’s been good to have something to focus on. But with it now being the summer holidays; the fact I’ve not been able to take even a few hours off to go to the beach or a museum (which are still closed because of local lockdowns!) with my family has really hit me; and made me feel somewhat of a failure on the parenting front, and personally just very stressed and like I was trying to do everything.

So, this weekend my partner dragged me out camping, just to get me out of the house and away from my laptop for a few hours; and I honestly hadn’t realised how much I needed to not be looking at a screen for a few hours.

The spot we went to had barely any signal; we deliberately had no way to charge our various devices; and there was nothing around us but the views.

A tent overlooking the skyline.

It was bliss.

So, while I normally blog about work; I thought I might not be the only one who could do with a reminder right now that it’s important to take a breath sometimes.

It’s ok to need a break. Yes your work is important, but it doesn’t all sit solely with you; and you need to be able to share that burden and look after yourself too.

So please, even for a few minutes, move away from the computer, and take a deep breath. There is a world out there away from your screen. Make time to go find it.

Sunset over the hills