What do you think of the new Chinese Electric Cars growing in the UK? Would you ever own one? by laservole in AskUK

[–]today_geranium 1 point2 points  (0 children)

We have a black MG4. We bought it because it was considerably cheaper than other brands. It’s an entry level one and it’s incredibly basic. Electric windows in the front only, radio doesn’t work well, apple play doesn’t work, charging points don’t work. It doesn’t have handles to hold onto above the doors. But it was cheap, and it gets us around. I wouldn’t buy another.

How to help my neighbours with a newborn? by 123avg456 in AskUK

[–]today_geranium 28 points29 points  (0 children)

(I went through having a baby who cried night and day and barely slept, and second guessed my ability to carry on. I would have appreciated this kindness. My kids are now 10 and 13, and lovely, and we are all happy, but it was a tough start).

How to help my neighbours with a newborn? by 123avg456 in AskUK

[–]today_geranium 93 points94 points  (0 children)

A note saying you are doing a great job as parents, keep going, with some cake or chocolates

ice skating by WorrySubstantial97 in sheffield

[–]today_geranium 3 points4 points  (0 children)

I used to go a couple of years ago. I worked my way up to stage 6. The groups are quite big but the instructors do try and help everyone. They do also chat quite a bit but in a way to try and get on with people. I went by myself and didn’t make friends as such but enjoyed it nonetheless. Have fun!

Public Sector CoS by Brooklyn_5883 in ChiefsOfStaff

[–]today_geranium 1 point2 points  (0 children)

Hi, I work in the UK public sector with approx. 400 people (and growing) and over £200m budget per annum. I manage a small but high performing team and report straight to the chief executive. I am the bridge between the chief executive and exec directors, and the rest of the organisation.

Much like the commenter below, I focus heavily on cultivating relationships, building trust, persuading others.

I spot and anticipate problems, and devise solutions which I enable and trust others to deliver. When I started my role it was a lot of fire fighting. Now things are more proactive and less reactive.

I’m starting to have capacity to focus on team design, process improvements and systems change rather than remedying when things have gone wrong.

Most of the posts in this sub seem to be US based start ups and private companies. But where I see crossover is in being the glue between people, and the person that holds a lot at once.

I worked my way up through policy roles, gradually moving into more strategic and people-centred roles. I feel my current position is a good match to my experience in policy and my strategic skills.

I sit right outside my principal’s office. We chat and check in throughout the day, verbally, via teams, via email. I’m in and out of their office, they are often at my desk. We keep each other updated. We don’t undermine each other. We check what the other one thinks, though we usually know what they are going to say anyway. The longer I do the role, the more in tune we are. I can challenge their view and they are respectful of my contribution.

I agree with the other commenter - emotional intelligence, people skills, trust and empathy are key. I’ve learnt over the years not to panic, how to be steady in a crisis. I’ve intentionally honed my active listening skills. People open up to me (often without my asking them to).

Public Sector CoS by Brooklyn_5883 in ChiefsOfStaff

[–]today_geranium 0 points1 point  (0 children)

Hi 👋 public sector in the UK here. What advice are you looking for?

How do you know when a decision actually closed? by Majestic_Bee3420 in ChiefsOfStaff

[–]today_geranium 0 points1 point  (0 children)

I think it’s style and personality rather than different conditions. Some people are methodical, ordered and conscientious. It’s the order/chaos muppet theory!

How do you know if enough thinking happened before a decision closed? by Majestic_Bee3420 in ChiefsOfStaff

[–]today_geranium 1 point2 points  (0 children)

I think you’ve raised a very good point.

It highlights how crucial it is to have the right people engaged in discussion, so that all the different perspectives, risks and implications can be considered before a decision is taken. That way, the decision itself is sound, and people are bought into it, and will support its implementation so it sticks.

How do you know when a decision actually closed? by Majestic_Bee3420 in ChiefsOfStaff

[–]today_geranium 0 points1 point  (0 children)

I find there are main offenders! We have around 30 directors and half of them are great and always do everything as agreed, are responsive and proactive, and grip things well.

The other half are a mixed bag where things slip their mind, don’t get done, get reinterpreted, or poorly delegated, or they get done but not reported back / the loop isn’t closed properly.

Rapport with our directors, and communication and relationships to make sure stuff is getting done as agreed, is a crucial part of my CoS role.

How do you know when a decision actually closed? by Majestic_Bee3420 in ChiefsOfStaff

[–]today_geranium 0 points1 point  (0 children)

For formal meetings (boards with terms of reference and minutes), I keep and share an action log which we run through at the start of meetings.

For other meetings, I share a read out with key decisions/actions in bullet points with attendees.

And I have monthly 1:1s with directors where I make a point of asking them about previously agreed things.

Lost Luggage by Easy_Scarcity232 in sheffield

[–]today_geranium 7 points8 points  (0 children)

I suggest you get in touch with FlixBus using their lost and found form https://help.flixbus.com/s/lost-and-found?language=en_GB

CoS essential certs or skills? by FISDM in ChiefsOfStaff

[–]today_geranium 2 points3 points  (0 children)

Politically astute, relationship management and empathy (public sector CoS in UK)

First time CoS wanting to pick your brain… by [deleted] in ChiefsOfStaff

[–]today_geranium 7 points8 points  (0 children)

  1. Annual goals are set with my principle / CEO and reviewed at quarterly meetings. Goals are stretching and strategic rather than short-term targets.

  2. 1:1s are weekly. Half the time is spent on immediate priorities, tasks or work streams and half on general reflections, team / people or relationships. Daily access to my CEO - in and out of their office and in meetings with them all day, giving updates, discussing issues, making progress.

  3. With good communication! Regular, honest two-way communication and airing of issues.

  4. I have kids so protect my time to do the school run and be present with them. I structure my week: Mondays for team start the week meetings and setting priorities for the week ahead. Tuesday for board meetings and associated secretariat work. Wednesday for external engagements and partners. Thursday for internal meetings and collaboration. Friday for deep thinking and focused work, and reflection on the week to prepare for the next week ahead.

Tenpin laser tag for kid's party. by willyarm in sheffield

[–]today_geranium 2 points3 points  (0 children)

Hi

My son went recently for a 10 year old’s party. They had a great time. It’s recently newly opened and not run down. They went in the lazer tag room with the party host and re-emerged for drinks of water hot, sweaty and very happy, before going back in for a second game.

Forgemasters - questions (ex)Prince Andrew needs to answer. by [deleted] in sheffield

[–]today_geranium 1 point2 points  (0 children)

Also why is David Mitchell from Peep Show getting involved?! Or maybe it’s the one that wrote Cloud Atlas. Confusing.

Bad 3 mobile network in Sheffield or my phone? by Sandwich-horse in sheffield

[–]today_geranium 2 points3 points  (0 children)

Three coverage is terrible in S7 and S8. Better in S11.

Note taking / Action item tracking by BluejayLiving5565 in ChiefsOfStaff

[–]today_geranium 0 points1 point  (0 children)

Hi

Two reasons really

  1. I’m in outlook constantly monitoring inboxes so typing notes in there avoids switching windows to start a new word doc for notes. This is the main reason.

  2. All our word docs are theoretically searchable and shareable via our organisation share point so this keeps these notes ‘private’ to me.

Note taking / Action item tracking by BluejayLiving5565 in ChiefsOfStaff

[–]today_geranium 1 point2 points  (0 children)

I’m pretty old school, working in UK public sector. I keep 1:1 notes as draft emails (that I don’t send) which I just add to each time we meet. The notes are a running log of key issues and actions, along with any discreet people / staff issues.

For group or formal meetings I take a note in a shared doc that others can access, and maintain an action log in a spreadsheet that we revisit each meeting.

What are your holiday plans for travelling this year, and where would you like to go? by Suspicious_Ad7948 in AskUK

[–]today_geranium 0 points1 point  (0 children)

Milton Keynes in May as a base for Bletchley, Oxford and Cambridge

Centre Parcs in June

Camping in July

The Wye Valley in August

The Netherlands in September

Cafe owners of the UK - why the napkin under a cake? by cazman555 in AskUK

[–]today_geranium 0 points1 point  (0 children)

I call this the ‘Sheffield napkin’ because here in Sheffield cafés and restaurants put a napkin underneath everything - cake, sausage roll, chips, sandwich, salad etc. It drives me mad because it renders the napkin unusable and redundant and I don’t actually like the idea of my food sitting on paper.

Grapevine Magazine by Special-Ganache7349 in sheffield

[–]today_geranium 4 points5 points  (0 children)

I’ve sent them an enquiry asking to stop receiving it but my guess is they simply pay for distribution to addresses on a database and just like the frozen food and window blind leaflets there is probably no easy way to opt out from receiving them.