ALOFT: Advances. Legal Updates. Organisation. Frameworks. Tips.
In this month’s ALOFT, we focus on the future of work after COVID-19, ongoing legal skirmishes about the status of workers in the gig economy, and what it means to define and improve your risk culture. We also provide some useful tools for communicating the story of your business to others, and highlight a free course to get yourself going again when it all seems too hard and you want to give up.
At The Provider Loft, we’re focused on giving your quick, practical tips you can use to improve your provider business. Let’s go!
COVID-19 has had a dramatic impact on the way we work. While it’s too early to tell whether some of these changes are permanent, it would take a brave person to bet against trends towards remote work, digitisation and automation. Check out this provocative infographic from the corporate consulting fortune-tellers at McKinsey:
Legal updates: UK guidance of the rights of gig economy workers – the Uber case
The line between who is an employee and contractor has always been fuzzy, and never more so than now, with the gig economy. While tax authorities, legal commentators, and others have different views, it’s better to be safe than sorry – especially as most of the legal, tax and financial risks of getting it wrong fall on providers (as hirers). This month, we’ve been looking at the recent UK Supreme Court decision about the status of the Uber worker. Natasha Bernal, of Wired Magazine, has an interesting take on the implications of the decision for gig workers in the UK and internationally here.
Organisation success: how to define and improve your risk culture
To thrive in uncertain times, you need a strong risk culture. This requires a clear acknowledgement of your exposure to risk, and a commitment to manage it. A provider’s success may also depend on its commitment to values like responsiveness, transparency, and respect.
According to Richard Higgins and colleagues, defining your risk culture involves thinking about your organisation’s confidence, openness, challenges, speed of response, level of care, communication practices, tolerance for risk, level of insight, adherence to rules, and your team’s ability to cooperate. Once you’ve measured your organisation’s current status for each of these elements, you can address any shortcomings, using an influence model composed of four elements: understanding and commitment, role modelling and leadership, capability building, and formal reinforcement mechanisms. For a detailed blueprint for how to do this, read more here.
Frames of mind to improve your marketing
Way back in 1991, Kenn Adams developed the “Story Spine” – an 8-sentence basic structure that underpins thousands of human stories – everything from classical myths, to Pixar movies, to marketing campaigns. This framework can be adapted easily for a provider’s traditional marketing efforts, social media, blogs, YouTube videos, staff training days – any material that tells your story. Just remember: the hero of your story should be your client – not you! Thanks to @alexgarcia_atx for this practical summary:
To hear more about this useful model from Kenn himself, check out this short video.
Tips for practice
Procrastination, perfectionism, and the imposter syndrome are all forms of resistance – invisible forces that get in the way of us sharing our best work with our clients and participants, and the world. To overcome resistance, it helps to have a mentor – someone to push you on when you want to turn back or give up. There’s no-one better placed for the fight than Steven Pressfield, author of “The War on Art” and “Turning Pro”. If you are coming up against a blank page, or something else that stops you from doing the work that matters, I recommend Steven’s free audio course, which you can access here: Steven Pressfield’s The War of Art.
That’s it for this month’s ALOFT.
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