So, you manage a team.

You make well-intended people-related HR decisions, however, -

Instructions are delivered well → but output is still poor

Compassion is your greatest quality → but you suspect sickness malingering 
 
People leave and you have no idea why → attraction is getting expense and you're not sure you're even doing it right.

What's worse, is that you've been accused of bias and/or discrimination!

It's clear it was unintentional bias.

Nonetheless, you now sit fearfully expecting an invite to Tribunal any moment now.

You realise now that there's more to making people decisions than just 'good intentions'. 

You see-
this is an age-old topic that nobody has really 'solved'.
Until, you found HR Habitat.

After 10+ years of analysing tribunal data, dissecting studies, learning psychology theories etc....

We found a connection to all people management issues that nobody else has.

And is that -

Leadership starts with PERCEPTION.

Our HR consultancy and global leadership program is built with human psychology in mind - powered by our PERCEPT6™ x BIASSx™ framework.

https://calendly.com/hr-habitat/30min?back=1

HR Habitat is a leading consultancy and a thought leader in the space with features in BBC publications and BBC radio, Telegraph, Startups.co.uk, People Management, HR Grapevine and more. 

www.hrhabitat.co.uk
Info@hrhabitat.co.uk 
0330 133 5088


​

10th anniversary of my trauma just passed -
An early miscarriage.
Except, THAT wasn't the trauma.

Most of you will know that about a decade ago, I started a new life;

I was newly married.

Started a new job.

Moved to a new home.

Everything was great.

I even got news I was pregnant! 

It was too early to tell anyone, so we decided to celebrate quietly.

I quickly came to know, I was part of the statistics that 20% of pregnancies suffer inexplainable miscarriage in the first trimester.

It was too personal to tell my boss, so I called in 'sick'. Said I was 'unwell'.

My boss said "it's fine, take your time, get well soon!". 

Wow, he's nice, I thought. 

A few days later, I had to come clean - I told him the real reason, and that I needed a few more days to recover. 

However, this time, I was met with aggression. 

"you've already been off a few days!"

"who's going to do the work, we're a small team?!"

"give me a date you'll be back".

Something changed.

The reason for absence changed.

See, his reaction happened because of the perception associated with recovery and women's health.

And as much as it impacted me then, it impacted me more later.

Not just the miscarriage,

But that ONE fact can change an entire person's behaviour.

I couldn't make sense of it. 

The bullying and harassment carried on for a few weeks;

Constant WhatsApp messages, emails, phone calls to tell me I am breaching contract for 'refusing to come into work'. 

Fast forward a few months,

I wanted to understand how a person of influence could behave like this.

I wanted to understand how perceptions and biases form.

In the last ten years, my research and studies brought me to a thesis-

that there are six 'origins of perception patterning'.

So, while this trauma has shaped my neuroception (what I see as safe), I've also seen the same issue impact men.

I've watched men be boxed into categories from ill judgement that was perceived to be fair. There's a clear disconnect here, even if unintentional. 

And, I'm actually not blaming anyone.

It's how us humans were built.

We can't see the everyday conditioning of our perceptions, but it's all around us.

It starts from the day we were born

and the patterns continue to form today.

I don't want to 'better' leadership decision making.

I don't want to judge your intentions.

I don't want to tell you you're wrong.

But I do want to teach you where your thought patterns come from and how you can dismantle them.

So, each last Sunday of the month, I'm going to reveal the odd-but-common everyday places I have found that conditions your perceptions.

And 𝗲𝗮𝗰𝗵 𝗺𝗼𝗻𝘁𝗵, you may be surprised by just how 𝗳𝗮𝗺𝗶𝗹𝗶𝗮𝗿 the sources are. In Jan, we're starting with a very popular supermarket chain....

Perception Principles straight to your inbox on the last Sun of each month here https://lnkd.in/gTdrUScm

undefined undefined

hr-habitat

London South Bank University

HR Habitat

Founder @ HR Habitat | HR + Gender Equity | Employment Law | HR Dept For Less Than Minimum Wage

Gender equity isn’t a women’s issue. It’s everyone’s business. 

*Best HR and Employment Law Consultancy in London 2024*

An executive award winning Human Resources & Employment Law consulting firm.

We work with employers on preventative measures to avoid employment claims being brought against them, also with employers who value their employees and are committed to bringing the best out of them to drive innovation and success for their business. 

Complying only with employment laws never kept employers out of tribunal courts, right? However, being ETHICAL does. Our approach to HR is strategic and puts the human back into Human Resources via evidence-based HR practices, and that’s what sets us apart from others.

Our unique pricing structure ensures you pay for the value and impact of our HR approach as opposed to an off-the-shelf solution. Our Tier 3 'in-house out sourced HR' costs just under the cost of a national minimum wage salary, for top level expertise. 

HR Habitat is a leading consultancy and a thought leader in the space with features in BBC publications and BBC radio, Telegraph, Startups.co.uk, People Management, HR Grapevine and more. 

www.hrhabitat.co.uk
Info@hrhabitat.co.uk 
0330 133 5088


​

Enter - HR Habitat | HR Habitat

Founder, CEO. Neuro-Linguistics HR. 🧠THINK DIFFERENTLY: helping high-calibre leaders dismantle unconscious limiting perceptions, unlocking creative + revolutionary thinking. 🔌 BIAASS™

Leadership training is crucial.
So, I cancelled the training.

You see,

Training is a strategy a lot to businesses are missing.

But, most of them end up ticking a box.

Not because the training was worthless.

But because the keys issues were never identified.

When we talk about leadership we usually think of;

↳ emotional intelligence
↳ giving constructive feedback
↳ communication

But all of that only works when you look at the underlying layer first.

You must look at human perception before targeting aspects of leadership.

Perception is much more than a thought, an idea.

Perception analysis (or what I call organisation neuro-cognitive leadership) is;

✅ analysis of why we make decisions and how
✅ the process of thought, interpretation and analysis of information
✅ identifying biases and limiting beliefs

and so much more.

When you focus on the power of perception

you start to see things you hadn't previously noticed.

You'll start to
✅ spot patterns in your thinking
✅ challenge your inner biases, not just in decision making, but how you perceive things
✅ be more creative in your problem solving.

It doesn't start with leadership training.
It starts with 'perception re-patterning'.

Intrigued about how your thoughts are being conditioned without you even noticing?

I reveal one per month, and the source is going to shock you.

My Perception Principles on my profile -

Get involved if you dare. 

𝗛𝗶, 𝗜'𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁. 

𝗜 𝗵𝗲𝗹𝗽 𝗵𝗶𝗴𝗵-𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗵𝗮𝗻𝗴𝗲 𝘂𝗻𝗰𝗼𝗻𝘀𝗰𝗶𝗼𝘂𝘀 𝗽𝗲𝗿𝗰𝗲𝗽𝘁𝗶𝗼𝗻 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀 𝘁𝗼 𝘀𝗽𝗮𝗿𝗸 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝘀𝗼𝗹𝘃𝗶𝗻𝗴, 𝗮𝗻𝗱 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝗮𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆 𝗯𝘆 '𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆'.

"Remote work 𝗜𝗦𝗡'𝗧 productive". You're right.
"Remote work 𝗜𝗦 productive". You're right.
Double standards? I agree.

It's been forever and a day that we have all been debating about whether working in office around others is more productive.

And it is. There's no denying that.

But the other side of the argument is remote working makes people less productive -

and, I'd agree.

Not because you're right and others are wrong.

But purely because it's YOUR perception.

Whatever you assume, is likely just that. An assumption. Based on no real merit.

We often find what we look for, and we see and our perceptions expect.

So, if you view that your team are less productive when they are working from home this is what you will see;

↳ Your minds eye will find the patterns associated with 'low productivity'
↳ You will see events that prove your assumption, and your mind will ignore anything contrary to it
↳ Your view of productivity will adapt depending on who and what the situation is

You see, all of this happens when you do not challenge what you think you already know.

I would also challenge leadership and managers of all levels to question their perception of those who are working efficiently w͟h͟i͟l͟e͟ ͟i͟n͟ ͟t͟h͟e͟ ͟o͟f͟f͟i͟c͟e͟.͟

→ Do you only perceive this, or can you measure high productivity in office?
→ Do you apply this perception to some, and not all, thus could it be favouritism?
→ What is high productivity anyway?

Apply the same to your perceptions of those who work 'well' from home;

⇨ Why do you think they work well remotely? 
⇨ When did you last seek information/credible sources to back your perception?
⇨ How does low or high productivity work impact the end goal anyway?

What I am doing, is widening your window of perception. 

Because without it, your perceptions are distorted, they are biased. 

And not because you want to be. You probably don't even see it.

As humans, our perceptions are formed of famillair patterns, and due to this, our minds are experts at ignoring everything else.

And no two peoples perception patterns are the same. 

That's why two people managing the same person can view any given scenario differently. 

And to read your mind -

No, you can't just 'stop' having distorted views. And you can't just widen our window of perception with a click of a finger.

You must first find the patterns in your perceptions.

And you'll never guess how and where these patterns are formed.

Well, I reveal one odd-but-common source to you on the last Sunday of each month in my newsletter Perception Principles. Don't let it keep you up at night. Get it here https://lnkd.in/gTdrUScm

He was liked by leadership. 
Yet, he couldn't stand them. 

He was good at his job. 

A project manager. 

He came into work, 

Bright eyed,

Bushy tailed.

Rearing to go. 

Always on time. Each and every day. 

Always putting in the extra work. 

Always the first to reply on email chains. 

A true lead in all projects. 

There’s nothing you could really complain about. 

Until the day he told his leadership;

“I’ll need to leave work early for the next two weeks- to pick up my child from school.” 

He even added-

“I’ll of course work from home or come in earlier on those days”. 

Suddenly, he wasn’t the model employee anymore. 

A few days later;

“Tina, his work has declined, he’s not leading on projects. What can we do?”

I reply, “in what way, what has declined?” 

“The quality of his work”. 

“Can you be clear on the quality he’s producing now v before?” I ask. 

“I just don’t see that he cares as much. He seems distant”. 

You know where I’m going with this, don’t you…

You see, 

I never blame managers and leadership for bringing (let’s he honest, claims) these matters to my attention.

In fact, you’re expecting me to say it bothers me.

But it doesn’t. 

I’m not writing this post to lie to you. 

I write to change thinking. 

I enjoy it when leaders bring these issues to my desk. 

Firstly, we will deal with all matters fairly and lawfully. 

But that’s not what this is about. 

Such a situation gives me insight and data into how our minds work. 

As humans, we all have unconscious patterns of perception. 

We don’t know it’s often the driver to our decisions. 

In fact, we’re so certain that there’s a decline in performance in this case, for example. 

And there probably is.

But it was probably an issue the entire time. 

Not just now. 

You just happen to connect the dots at a time you saw friction/disagreement. 

And what’s worse (for you and business),

Is that the early leaving was the end all. 

If you heavily rely on talent or a particular person for projects etc,

There’s a clear cap in the organisational creative thinking. 

Leadership is nothing when we only talk about emotional intelligence, how to give feedback etc. 

Leadership is about influence. 
Leadership is about leading a change in thinking. 
It’s about understanding our unconscious perceptions. 

Until then, in your eyes nobody will ever really be “good at their job”. 


I wonder, 

Have you ever faced a critical matter where a team members absence would cause crucial damage to service/clients etc? 

Let me know 👇🏽

Sharing a tip below on how to “think differently” in the comments. 

𝗛𝗶, 𝗜'𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁. 

𝗜 𝗵𝗲𝗹𝗽 𝗵𝗶𝗴𝗵-𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗯𝗿𝗲𝗮𝗸 𝘂𝗻𝗰𝗼𝗻𝘀𝗰𝗶𝗼𝘂𝘀 𝗽𝗲𝗿𝗰𝗲𝗽𝘁𝗶𝗼𝗻 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀 𝘁𝗼 𝘀𝗽𝗮𝗿𝗸 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝘀𝗼𝗹𝘃𝗶𝗻𝗴, 
𝗮𝗻𝗱 𝗶𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲 𝗮𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆 𝗯𝘆 '𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆'.

Tesco CEO Ken Murphy knows what he's doing.
He knows what you'll buy, even before you do. 

If you can't wait to see what I'm talking about, see here https://lnkd.in/gTdrUScm

(Note: For my non-UK people, Tesco is a popular large chain grocery store).

I am really so over the cliche "leadership is more than just a title" malarkey.

Not because, it's not true.

Because it is true - leadership IS more than a title.

But, when you come across these articles or posts, it tells you nothing more;

No 'how',
no 'why',
no 'what',
no 'who'. 

Those answers are always reserved for the paying clients. Fair enough I suppose.

Well-

not here.

In my first ever (yes, first EVER) newsletter -

I'll be revealing how Tesco conditions your perceptions AND

I'll tell you what this means for you as someone in leadership.

It's the secret that nobody wants to say out loud. And I'm busting to talk about it.

I'm calling my newsletter Perception Principles.

And every last Sunday of the month I'll be revealing a new weirdly odd but common place that attempts to condition your thinking and perceptions. You just don't know it does.

You're in for a shock if you thought Tesco was a shocking find. 

Click here to sub https://lnkd.in/gTdrUScm

𝗛𝗶, 𝗜'𝗺 𝗧𝗶𝗻𝗮, 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗼𝗳 𝗛𝗥 𝗛𝗮𝗯𝗶𝘁𝗮𝘁. 
𝗜 𝘂𝗻𝗰𝗼𝘃𝗲𝗿 𝘁𝗵𝗲 𝘂𝗻𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗻𝗱 𝗵𝗶𝗱𝗱𝗲𝗻 𝗯𝗶𝗮𝘀𝗲𝘀 𝗶𝗻 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗛𝗥 𝗮𝗻𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗶𝗺𝗽𝗮𝗰𝘁 𝗕𝗢𝗧𝗛 𝗺𝗲𝗻 𝗮𝗻𝗱 𝘄𝗼𝗺𝗲𝗻. 

𝗦𝗼 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗹𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗮 𝗳𝗮𝗶𝗿, 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗻𝗱 𝗱𝗲𝗳𝗲𝗻𝘀𝗶𝗯𝗹𝗲 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵.

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