The 4th Industrial Revolution is here!

By whole, both they and I mean World because as their name suggests their concern is not partisan for a single country but global and justified on the basis that change in China WILL affect the West just as change in Solihull (even at the iconic motor manufacturers based there) may or may not have equal reach.

But whilst reach is one thing, effect is another and what this report offers is insight into the whole issue of Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution. Some people of course, are still struggling with the first 3 so this may come as a shock to them!

Ready or not, I urge everyone to take time to read through pages 5 – 40 because the nub of ensuring a successful future is all there. Not to give too much away but it’s important to flag up one of their observations that ‘Recent discussions about the employment impact of disruptive change have often been polarized between those who foresee limitless opportunities in newly emerging job categories and prospects that improve workers’ productivity and liberate them from routine work, and those that foresee massive labour substitution and displacement of jobs’.

As someone who believes that change is just like fashion; it all comes round again but just with a new name, it’s interesting to hear them say ‘Academics, chief executives and labour leaders hold strong and diverse views on the debate, as do policymakers’ making me wonder how we move forward if the decision makers themselves can’t agree on a) the problem and b) the solution/s.

They go on to say ‘It is clear from our data that while forecasts vary by industry and region, momentous change is underway and that, ultimately, it is our actions today that will determine whether that change mainly results in massive displacement of workers or the emergence of new opportunities’.

It’s not often I think academic reports have their feet in the commercial (or real as I like to call it) world but in this instance, I think they are absolutely spot on making a read of this report absolutely essential.


Companies want early wins to set the right tone for trade talks

Businesses across Britain are 100% committed to making a success of Brexit – and getting off to a good start in the negotiations will be vital in getting the best deal.

Therefore companies want some early wins to create momentum towards an agreement, assisting them and their customers to maintain the confidence that has helped the UK economy beat expectations since the Referendum.

The Prime Minister is expected to trigger Article 50 – the process by which the UK will leave the European Union – in a few hours’ time.

Josh Hardie, CBI Deputy Director-General, said:

“Business has three suggestions to help set a constructive tone for the talks – after all it’s in everyone’s interests to get the best deal.

“Firstly, we want to see certainty for EU workers here and UK citizens overseas.

“Secondly, discussing new trading arrangements should go hand-in-hand with negotiating the UK’s exit from the EU.

“And we need both sides to commit to interim arrangements if a deal is not possible inside two years.

“Above all, UK companies need to know as soon as possible about the UK’s future trading relationships. That’s why the next six months are crucial.”

The CBI has warned of the dangers of a ‘no deal’ scenario, which would open a Pandora’s Box of economic consequences for UK businesses, leading to higher costs and delays affecting jobs and pay.


Building profitable partnerships

David Emanuel

There is no doubt that whatever the position being filled, Talent is a constant requirement in any organsation. Indeed, within the world of television, the person in front of camera is referred to as ‘The Talent’ – and not always in a reverential way! Indeed, why should they? It is a team that drives output in all areas of broadcasting and not just the person standing in front of the camera. As someone who has spent as much time in the corporate world as the hothouse corridors of television, it seems the two have more in common than you might at first think.

Although it’s tempting to blame a sinking share price on the CEO – or the on-screen Talent – or even to credit rising numbers on Sales Team, the reality is that it is the teamwork that is key to making both areas work.

I thought I’d test my idea by talking to a leading Entertainment Agent who is just moving from London to Los Angeles to delve into even greater shark infested waters within Broadcasting there. Seamus Lyte is more than just a Talent Management guru; he also looks after brands and makes sure that the image of an individual or brand are entirely representative of each other and are seen & heard across the globe.

With different cultural demands I ask, how can a brand remain constant “It comes down to understanding, really understanding, your brand, like one of my most high profile clients, Royal Couturier & Broadcaster, David Emanuel.” For anyone suffering from memory loss or just back after visiting another planet, David Emanuel & his ex-wife Elizabeth are the people who designed Princess Diana’s wedding dress 36 years ago! Now there’s a wake-up call for most of us.

But while the marriage has long since passed into a footnote in history, the designer has gone from strength to strength and with the help of Seamus, David Emanuel’s growth in the US has gone from strength to strength, prompting the move Stateside with David’s role as Host and Creative Director of TLC Discovery’s key brand, Say Yes to the Dress (UK).

Which brings up the question of longevity “Even if you do spot talent in someone early on in their career” says Seamus “you have to be looking at nurturing it for longevity. David, and some of the other clients I have, could easily just have had their moment, but you need to have a really positive 360 approach, as well as passion for the client, AND their brand” but adds “ensuring they are still relevant and desirable 30 years on takes commitment and skill from both parties in the relationship.”

There’s a temptation to talk about a partnership approach in corporate life too but what does that mean in reality? Consulting a dictionary for the definition, I found this; ‘A partnership is a form of business where two or more people share ownership, as well as the responsibility for managing the company and the income or losses the business generates. ‘

Tellingly, we also use the term in marriage and the words in common seem highly pertinent; ‘share’ ‘responsibility’ ‘ownership’ ‘management’. It some ways, it’s easier to track the success of a partnership of an Agent because you can look at the successes and fame of their clients by way of measuring the success of that partnership but can the same approach can be applied to business? Sort of. Start by looking at the rate of attrition of your employees and ask yourself if people really have put themselves through stress and worry of leaving a job, JUST because of pay or lunch hour breaks? Or is it something deeper? Do they feel like Sherpas humping dead weight along a bumpy trail or partners who are both recognised & rewarded for their efforts?

With many agents & their clients, it is a very intimate relationship, based largely on trust – including when they recommend you take part in a show as challenging as ‘I’m a Celebrity, Get Me Out of Here.’ The trust issues involved are on both sides and many would have questioned the wisdom of sending David into a Jungle not knowing who the other celebrities may turn out to be, and be prepared to do anything for popularity outside the show. Seamus says ‘The shows we work on with Broadcasters demand both ethical and moral standards beyond basic human behaviour’ and he goes on ‘Partners need to Communicate, Co-ordinate & Co-operate within an environment of trust. David did so well on the show for many reasons but the fact that he is a fundamentally decent human being was key so I had no hesitation in recommending he take part. ’ He adds “The decision was obviously the right one not only because he finished second, got tens of thousands more followers on Twitter but we also saw the popularity of his brand go through the roof, enabling new brand extensions in apparel, TV and Jewellery (so far) to be established…But making it happen came down to the trust he had in me recommending he do it.”

Having long term clients is great but leads you to the question of what, or who, next? What happens when they want to set down their jewellery making ideas, interior designs or singing career, what do you do then as your income heads out the door?

Oracle produced this report on their site about Succession Planning which starts with a warning for everyone “Organizations everywhere are finding it harder to get— and keep—the right talent. Intensified competition and rapid shifts in business strategy can quickly create skills gaps. In addition, unrelenting technological advances have fundamentally transformed the way business operates. Changes such as these are driving employers to seek better ways to manage their employees. A flexible and comprehensive career and succession management solution can deliver visibility into your entire workforce.”

The conversation bounces around to take in the changing world ala President Trump as well as the 2 recessions we’ve had over the recent past which Seamus says “It’s is all about building strong relationships that can sustain the ups and downs of economic change, whether show-business or the wider world.” And he goes on to say “Other key skills that are required by the bucket load are determination and resilience” and reminds me “In our business, we learn early on that you will get knocked back far, far more often than you will get work, so you have to learn to take a very pragmatic approach to clients – whether Actors, Broadcasters or Corporates.”

As someone who has never actually been given a job – corporate or television – via an Agent, I can tell you that this approach makes Seamus rarer than a Unicorn! And I suspect, sadly an approach that is often missing in everyday corporate life too. Essentially it all comes down to one of the most basic human feelings of all; rejection. The Balance is a website for Human Resources personnel who have published a list of 7 ways to deal with rejection which anyone can download. The one that stands out for me, is the one we probably all find hardest to do; ‘Learn from rejection.’

For those people who don’t understand the concept of an Agent, let me explain; they are mentor, friend, nanny, nursemaid, business strategist, agony Aunt, joker, Business Manager & Salesman – sometimes all at once and sometimes at 3.00 in the morning. Now, no matter, how challenging you think some of your workforce are during the day, be honest and take a minute to take all that in and ask yourself if you could honestly do it?

Most people would say NO!! and run screaming for a normal job, with normal hours and predictable workloads. Right about now, corporate life is looking a lot easier isn’t it?

What is Leadership?

I am fortunate to regularly work with Boards of Directors & Senior Management teams with very big brains, matched only by the size of either their ambitions. At a recent pre-conference session, there were about 6 such people in the room debating a whole range of issues around the future for their industry as well as their business. Although conducted respectfully, it became clear who the Leader of the pack was by the natural evolution of ideas that were driven to a final conclusion which everyone signed up to enthusiastically.

It got me wondering exactly how Leadership should be defined and I discovered that Harry Truman, the 33rd President of the United States was propelled into the position after the sudden death of Theodore Roosevelt in 1945. He had been in the job of Vice President for just 82 days and in his first month in office he dropped the atomic bomb on Japan, ending World War II. It seems prophetic then that he is credited as saying;

“Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skilful leaders seize the opportunity to change things for the better.”

— Harry Truman

While most of us will never face such huge decisions in our lives, there will be times when we are required to drive our areas of business with courage, skilfulness and vision and that is what will separate the ‘If I ruled the world/company/division we’d…….?’ Just as Truman was faced with a sudden and unexpected challenge, so too will most of us at some point or other in our lives so even if you don’t know what that issue might be now, expect the unexpected. Challenge yourself by being a leader every day and drive your business forward. Just don’t forget to take people with you because without them, who or what is it you are leading?

Here are the top 5 areas to focus on if you want to be considered a world class Leader today;

Tomorrow’s leaders need different skills

The workplace is changing.  Instead of top down organisations designed around command and control efficiency, tomorrow’s workplace heralds flexible, multi-disciplinary problem-solving teams, where project outcomes are not always certain at the outset.  How can leaders harness group creativity without stifling it, while still aligning the team towards a profitable outcome? In module 1, this is the question that we will address

CBT and e-learning can harm people skills

e-learning is all the rage.  Bottling the implicit knowledge of experts to dispense into self-paced doses is attractive.  But to really embed new skills and change behaviour takes practice. Technical skills can be perfected online, but for soft interpersonal skills there is no substitute for real people.  How do you provide a “safe” environment that encourages experimentation and tolerates mistakes away from subordinates? This is

D&I is good for business

For many organisations Diversity and Inclusiveness are box ticking and social responsibility issues.  Enlightened organisations use D&I to drive competitive advantage.  In module 3 we show real case studies that prove the business case for diversity.

Problem-solving is all about context

It is a sad statistic that 20 years on still only one third of change projects deliver the desired outcomes.  One of the key reasons for this is context. Change only happens when leaders and subordinates are working in the same context.  So how do we teach tomorrow’s leaders to engage people from very different contexts for shared problem-solving?  Module 4 has the techniques.

Socially Responsible leadership is vital

There is a pervasive myth that Corporate Social Responsibility is a duty to the public in order to be perceived as ethical.  The reality is that done right, social responsibility helps find new opportunities, reduces risk and become a magnet to attract top new talent.  Our final module looks at some examples.


In conversation with….

AL laughing on chair

….Jay Humphreys of BBH, Adrienne says: I’ve worked in media & PR for just over 20 years, first as a researcher, Assistant Producer and director, but I’m more well known for my years fronting BBC World News, SKY News & the flagship ITV programme Everything Must Go! And it did! Like a rocket reaching the No. 1 slot for daytime TV.  I’ve written a book, The Art of Perfect Kissing, whilst bringing up my two children, I write for newspapers and magazines and work behind the scenes with many SME’s & PLC companies to ensure that their communications & events deliver fantastic results.

I’m best known for: challenging CEO’s to cut the flannel and listen to their staff & customers.

The proudest moment of my career is: When an organisation I’ve worked with is in better health when I leave that it was when I first arrived

The first thing I do in the morning is: Go for brekkie with friends at a nearby coffee shop

My favourite breakfast is: Freshly cooked Danishes, served warm, with a lovely big mug of tea but occasional crispy bacon sandwiches

The most famous person in my phonebook is: Lord Digby Jones – naughty but nice and a brilliant Ambassador for Brand Britain

The actress who would play me in a film about ridiculous career ideas is: Olivia Coleman

My favourite memory from working on Everything Must Go! is: Meeting a woman who had filled her house with so much rubbish, sorry highly collectible knick-knacks, that her husband went off every night to have ‘dinner’ with her very attractive friend resulting in a well-fed and very happy man.

If I wasn’t hosting lots of live events like this, I’d be: Doing my other day jobs: meetings with Corporate Clients, writing, broadcasting and hanging out in coffee shops in Chipping Norton, picking up gossip. But if I had to go and get a different job tomorrow, I would be happily be working in customer service somewhere, helping iron out problems and sending people out with a smile on their face. People can forgive problems and mistakes, as long as you find solutions for them

You’d be surprised to learn that: I lied about my experience to get a job as News Anchor on BBC World when it first launched and hired my own Camera Crew to film me selling fruit on a market stall to persuade the Exec Producer of Everything Must Go to give me the gig

The one thing I couldn’t live without is: Quality time spent with my grown up children. And my phone. Obviously.

How to create winning teams

What makes a great team in business today? 

Adrienne Lawler, Broadcaster

According to the dictionary ‘Teamwork is the individual commitment to a group effort– It is what makes a team work, a company work, a society work, a civilization work.’

For companies with a staff of permanent employees, addressing a constant and unchanging landscape, that sounds both laudable and challenging in equal measure. Imagine how much more challenging it is when you are trying to achieve constantly evolving outcomes using a group of people who regularly change jobs, have no long term commitment to the company and are working on projects that have never been done before?

Welcome to the world of Television! Neither the projects themselves nor the people responsible for making them necessarily remain constant throughout the life of the programmes’ creation – yet TV channels have to remain consistent in the programmes they deliver. Take Channel 4 for example, you always know that if you turn on the TV at 10 pm you’ll see a documentary entitled ‘the person that ate themselves’ or ‘I turned into a chicken nugget’. Whilst we might laugh about this, TV channels and programmes themselves have become brands and institutions in their own right where the consumer knows what they’ll get from that broadcaster and they can’t afford to disappoint. So, how do TV companies/broadcasters remain consistent in the content they produce when they are invariably working with an ever evolving employee landscape?

In reality, both the people and the project change regularly, with no unshakable template about what it will take to succeed in any one challenge. Instead, what they do have, is experienced heads with the will – and skill – to do the near impossible. That skillset also has to include the management and motivation of contract staff that are free to leave at any time and indeed, are not solely reliant on a single company to put bread on their table.

Guy Martin’s Wall of Death 2016

North One is a leading production company with a host of impressive programs in the can including Guy Martin’s various insane challenges, Travel Man’s adventures around the globe alongside surprising new technology on The Gadget Show. Much of their content comes out of Birmingham and is run by two Executive Producers with an impressive list of credits to their name; Ewan Kell & James Woodroffe. I had a chat with Ewan yesterday about what he believes is critical to creating and nurturing a group of talented individuals into a cohesive, performance-driven team.

‘It starts with recruiting the right people’ he says ‘We start from the basis of competence and then go on to hire people we like and believe will be easy to get on with.’ Like any good recipe then, it effectively starts by sourcing the right ingredients.

He goes on to explain ‘Sometimes the Production team is away for weeks at a time on shoots; eating, socialising and working together, away from home and their creature comforts so I like to be choosy about who I share that experience with!’ Effectively then, the first step is about sourcing the right ingredients for your teamwork recipe.

He adds ‘I happen to believe that if people are having fun, they will produce better output which, in turn, will appeal to viewers, be on budget and produce exciting TV which creates a win-win situation. I’m more than happy to see people having a laugh and a chat around the kettle because I know that they will deliver what is expected of them, on budget and on time.’

Don’t be mistaken into thinking it’s like some kind of Google ‘playroom’ because the backdrop to our interview is rows of desks with screens quietly humming away, as people work continuously on everything from transportation to health & safety, with the highly contentious issue of catering in between. Most of them have had lunch at their desks, eyes glued to screens, phones never far away.

Last year, North One made a hugely successful program that saw Guy Martin break speed records on the Wall of Death. I’m guessing that in the weeks before the bags were packed to go off site, chat round the water cooler was a little more animated then!

‘Yes’ says Ewan ‘but that’s also a great example of collaboration because in that case we worked with Dr Hugh Hunt, a leading authority in Engineering Dynamics & Vibration at Cambridge University. Apart from all the practical stuff that goes into making a TV program, what we know we’re really good at, is recognising and nurturing talent with different skillsets so they can go on to work in combination with each other.’

Cue our second learning. Don’t be fooled into thinking that just recruiting the right people and leaving them to it is enough. No matter how good they are, individuals need to be nurtured and supported in ways that work for both your business and their own personal objectives.

And it’s a formula that works across all industries according to the people behind The Happiness Index who say that individual happiness has an impact on staff retention; with studies showing that when companies focus on supporting their new people through the early days and weeks of their employment, staff are much more likely to stay for longer. Research from The Wynhurst Group have looked into ‘human capital’ within business and say up to 47% of employee turnover occurs in the first 45 days of employment, whether staff or contract. Ewan says ‘I’m proud to say we have an outstanding record in staff retention which fundamentally comes down to valuing and respecting every member of our team’.

As with most Production companies in TV, only about 5% are full time staff with everyone else working under a fixed term contract. And they love it! The flexibility to move from project to project, meet new people, create new experiences and challenge themselves to acquire more skills is all part of the appeal.

Imagine how that would affect your corporate life to know that 95% of your staff could up and leave at a moment’s notice? And for that matter, even join the competition. Although there are standard restrictions on sharing information once you leave much of it works on self-interest as well as trust. In the course of our conversation, I heard a number of things about upcoming programs which have yet to be signed off but self-preservation alone means I would never blurt them out in case it harmed them, or me.

The trend to become a freelancer is not just limited to the television industry. In the US, more and more Americans are quitting their jobs—or picking up side jobs—to work as freelancers. In fact, a third of American workers (54 million) have done freelance work in the past year, according to a 2015 independent survey by Freelancers Union and Upwork.

The plus side to being a “solopreneur” is clear: You get to decide your own work schedule, workload, and where to work from. And technology has made it even easier for freelancers to find gigs.

But surely that makes the idea of teamwork even harder to achieve I ask? ‘Not at all’ says Ewan ‘because effectively, it means that if you’re in our team, we’ve already recognised your talent and want to keep you coming back. There isn’t a single person who works for us who doesn’t give us their very best, every single day.’

‘The relaxed chat around the kettle moments I mentioned’ he goes on ‘are just a snapshot of a moment. Another time, you might see people working very long days, away from home, doing jobs they never imagined they’d do – and laughing as they pull off the impossible!’ and adds ‘I guess we do long days sometimes, but this almost assumes I condone and expect people to work massive hours. While it is very occasionally unavoidable on a big shoot, we try to avoid making people work more than 10 hour days whenever possible.’

So are there any lessons for more traditional companies in corporate life? In response, Ewan simply chuckles and asks ‘how would I know? I’ve never worked in that kind of environment in my life! But I do know that some things remain the same; recruiting the right people in the first place, nurturing & valuing their talent, then trusting them. Trust in the decision you’ve made and that the people you’re asking to do something WILL do it, and do it well. And finally, never forget that you’re as much a part of the team dynamic as they are so always question yourself too.’

Forbes, the flagship magazine for all things successful as well as wealthy, says there are 12 habits required of highly successful organisations. A key element supports the water cooler theory which they refer to as ‘get out of the way.’ They go on to explain that ‘by trying to enforce and police everything, you stifle collaboration within your organisation.’

Instead, Leaders should focus on understanding the difference between individual benefit v corporate benefit which is something I regularly talk about with the Boards I work with before spending thousands of pounds on the latest conference, intending to roll out another ‘great’ new idea which they hope to get enthusiastic buy-in for.

It’s temptingly easy to create big goals at the top level and then simply issue orders or directives you hope will filter down to the workforce – and then be either surprised or disappointed when the team doesn’t enthusiastically engage with them all and make it happen overnight.

In Ewan’s case, he says it means ‘If we’re on a shoot and everyone except me is dead busy, then I’ll put the brew on for them – I’ll often get stuck into the basic research for a show and muck in. My advice would be to never sit at the top and just issue orders’. He goes on to concede ‘sometimes you may have to do that, but whenever possible, get stuck in and play the team game.’

It seems clear to me that no one can be off their game when they’re planning a project that risks another human being’s life. Don’t just focus on the overall corporate value and benefit when trying to create an ethos of collaboration to a team. Understand that people care about how something will impact them on an individual basis. How will it make their jobs and lives easier? More fun? More interesting? Get that right and the rest will follow.

In which case, maybe Television land and the Corporate world aren’t so different after all.

Using words to increase profits

Effective copy benefits all businesses – no matter how successful they might already be – but because of size and available resource, the SME sector is often at a disadvantage in their attempt to stand out from the crowd. A great blog is effectively free advertising and provides you with a significant advantage over competitors by enabling you to connect with customers and persuade them to take the next step. Here’s how;

1.     Climb Google’s ladder

Establishing your own corner of the internet is just the beginning. For a start, there’s little point in having a website if it can’t be found.

2.     Stand out from the crowd

It’s a competitive world out there and if you want to emerge from the pack, knocking your copy into shape is a must.

3.     Sell don’t tell

Promoting benefits over features is the cornerstone of all effective sales writing but being too close to the subject can confuse the author into thinking he or she should be talking about widgets!

4.     Talk your customers’ language

Establishing your brand’s ‘personality’ in writing – or tone of voice – is vital to ensuring your copy strikes a chord with customers.

5.     Understanding what’s news – and what isn’t

A journalist’s radar is finely tuned to detect the slightest hint of free advertising when it appears in a press release

Unless you’re lucky enough to have the right person already on staff, how do you take advantage of the opportunity to spread the word for virtually nothing and tell the world how great your business is? The answer is simpler than you might think; hire a freelancer but be picky about who you choose.

Clearly it doesn’t serve either party for it to be a one off piece of work but, with the right person, you can reach an agreement to commit to just 3 – 6 or 12 months initially which will give you both enough time for the relationship to bed in.

Like most things, there are a range of rate options on offer; hourly, project, retainer & daily so it’s really just a question of finding the right person for you and your company including researching their history of delivering on time, researching the subject and meeting your objectives.

A quick search online will produce lists of agencies offering to either get you work as a copywriter or find the one with the golden pen who will transform your business with a single article. The first thing then is to be really clear about what you’re looking for; a one-hit wonder is a rarity so perhaps aim for someone you can build a long terms relationship with, who will project your company’s voice in a credible and authentic way that represents your brand values in the right way.

And finally, make sure they have the time to do what they say they will and are not over-committed. Right now, I only have room for 2 more clients and after that, I won’t take anyone else on. If you’d like to chat, please get in touch asap so we can talk about giving oxygen to your brand.

Happier sex lives once you get older

pensioner viagra

Let’s be honest, if I told you that there are more 80 year old’s having better sex than the rest of us younger folk, you’d think a) I’d gone mad b) I was trying to make you lose your breakfast of c) it was a very slow news day. Well ya boo sucks to all of those ideas because I just received this press release on the wires in time for Valentines Day.

Arousal easier at 80 for women, and men over 80 ‘more obliged’ to have sex with their partners than 50-79 year olds

New research finds over 80s report happier sex lives than 50-79s, but that more needs to be done to improve sexual healthcare for older people

A new report published by the International Longevity Centre – UK (ILC-UK), University of Manchester and Manchester Metropolitan University has analysed data from the Sexual Relations and Activities Questionnaire within the English Longitudinal Study of Ageing to examine difficulties with sexual activities and function, attitudes towards sex and details about the current sexual partners of over 50s.

The data, gathered from over 7000 over 50s found that whilst self-reported difficulties in becoming aroused steadily increase in women aged 50-79, these then decrease after 80 to below the levels seen in 60-69 year olds.

It also found that women over 80 are dramatically more likely to share the sexual likes of their partner, feel emotionally close to them and not feel obligated to have sex with them than those aged 50-79.

Men over 80 also reported that they were more likely to share the sexual likes of their partner and feel emotionally close to them than those aged 50-79.

However, men over 80 also reported that they felt a greater degree of obligation to have sex with their partner than at any age between 50-79.

Men over 80 were six times more likely to report feeling obligated to have sex with their partner than men aged 50-59 and 70-79, and three times more likely than those aged 60-69.

Using the Satisfaction with Life Scale measurement of subjective wellbeing, ‘How long will I love you?’ also found that for both men and women aged 50-90+, there was a positive association between frequency of kissing, fondling and petting and overall levels of subjective wellbeing.

However, whilst women’s subjective wellbeing continued to increase with frequency of intimate behaviour, subjective wellbeing was slightly lower amongst men who reported being intimate with their partners every day than it was for those who kissed or fondled their partners 2/3 times per week.

However, despite the report’s findings on the importance of intimacy in later life, it concludes that not enough is being done to ensure that older people have access to good sexual health care and support.

Baroness Sally Greengross OBE, Chief Executive, ILC-UK said:

We know that many men and women remain sexually active throughout their lives, and that intimate relationships in later life can continue to have a positive impact of overall health and wellbeing.

Unfortnately, in 2017 there is still a need to dispel myths around relationships in later life. Organisations like the ILC-UK will continue to make the case for a life course approach to sexual health and relationships which sees advice and services available from the college to the care home.

Dr David Lee, Research Fellow, University of Manchester said:

‘We know that positive sexuality and intimacy throughout the lifecourse is linked to higher levels of happiness and well-being – irrespective of age. Older people have a right to good sexual health care and should be able to easily access joined up services to help them meet that goal.

Health professionals need to proactively engage with older people to better manage problems that impact on both individuals and couples sexual health and function. By normalising conversations around sex and older people, health professionals can help to counter steretypes and misconceptions around sex in later life, which will ultimately improve public health’

To view an interview with report authors Dr David Lee and Professor Josie Tetley (2 minutes 52 seconds) visit


Dave Eaton at ILC-UK 02073400440 or 07531 164 886 or Dr David Lee, University of Manchester at 07944464625.

The International Longevity Centre – UK (ILC-UK) is a futures organisation focussed on some of the biggest challenges facing Government and society in the context of demographic change.

Much of our work is directed at the highest levels of Government and the civil service, both in London and Brussels. We have a reputation as a respected think tank which works, often with key partners, to inform important decision-making processes.

Our policy remit is broad, and covers everything from pensions and financial planning, to health and social care, housing design, and age discrimination. We work primarily with central government, but also actively build relationships with local government, the private sector and relevant professional and academic associations.



Creating the Scent of success


It’s not often I’m flummoxed but I’m close to (but not actually) to being flummoxed now.  For some years now, Simon has been following his nose toward his passion; how Simon can represent and impact on brands and now I’m delighted we’re all going to be able to hear him explain why. Well, if you’ve bought a ticket you will; and this from the man at the top of Barclays. How can you resist?

An insight from Barclays CEO

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London Debates: The Future of Work

21st Century Banking - Ashok Vaswani, Chief Executive, Personal and Corporate Banking, Barclays

Ashok Vaswani (CEO Barclays) explains how new technology and customer expectations are causing unprecedented change in the Banking industry.

Ashok Vaswani will be sharing his insight into 21st Century Banking, how Barclays are adapting to exceed their customer expectations, especially in the always challenging but exciting SME market. A unique chance to ask the man at the top how your bank can help you gain a competitive advantage.

Join Ashok and 11 other speakers at London Debates: The Future of Work on the 28th September.

We’re proud to announce this year London Debates: The Future of Work will be held at the Honourable Artillery Company on Wednesday 28th September. 

From Advertising and Education to Banking and Technology, with 12 speakers, 6 CEOs and 1 Lord; we’ll be covering a whole host of business areas.

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The clock is ticking

London Debates: The Future of Work

I’m Interested

The clock is ticking on London’s biggest debate: The Future of Work.

Join Lord Digby Jones (Former Minister for Trade and Industry), Ashok Vaswani (CEO, Barlcays) and Phil Smith (CEO, Cisco) and 9 other Business Leaders as they examine the challenges and opportunities for the future of work and what it means for you and your business

Lord Jones – the “Reluctant Brexiteer” – on BBC’s Talking Business, sharing his views on what Brexit means for UK businesses.

See More Speakers

Phil Smith, CEO at Cisco and ‘Orange Leader of the Year 2012’ sharing his tips on what makes or breaks a leader.

See More Speakers


Copyright © 2016 All rights reserved. You are receiving this email because you have previously visited our website or attended one of our events but if you no longer wish to hear from us, click hereor if you would still like to hear about our great events, just a little less frequently, click here. To join our list, click here

Our mailing address is:  NYT (Now You’re Talking) Events Limited is Registered in England and Wales.  Finsbury House, New Street, Chipping Norton, Oxfordshire, OX7 5LL     VAT Registration 704 8815 29