We strengthen your business through enabling your people
Focus on your business strategy, you can’t please every market
The business market is a vast ocean with new ideas and opportunities emerging every second like tides. It is rather impossible to please every sector of the market. The growth of your business depends on the internal business strategies and target customers, and not on the competition in the market.
Save your valuable time by making use of short-cuts and contemporary technologies discovered to ease the stress on business people
Organization of meetings, staff and office, to name a few are some of the most crucial ways to keep track of the business whereabouts.
Concentrating on the products and services to be delivered, rather than the other similar businesses in the market, is the best strategy to drive revenue.
Grow Your Company From Within
Any external growth seeds from internal ones. Build your team of people and employees who are willing to thrive for the betterment of the company.
Strategy And Mission
A good strategy, mission and goal can surpass intelligence and hard work.
Knowledge is power – hence possessing knowledge about the business and business market is essential in surviving.
Do not be a people pleaser – if your products and services are good enough, people will be pleased anyway.
Use Training And Development Strategically
Businesses rule the economy and the whole world’s operation, but not every company soars in the heights of success. Organizations that have failed to keep up standards throughout their lifetime have faltered at some point. While some of them clambered and stood back on their feet to come back stronger, many others just fell into the pit of oblivion. Being passionate about a career and pursuing it is the greatest thing to do when alive; to make it successful is a challenge not everyone can tackle. Owning a company without the necessary organizational skills will push you into a state of immense losses. You need to train yourself and the team to get things going in the right direction. When you focus on providing quality services, take notes to enhance the whole system. Let us look at some steps that can help improve your organization’s performance.
1. Get the HR Department to Work Harder
A key role in an organization is played by the human resources department, providing the company with effective methods to develop into a successful venture. When this team of experts collaborates with the other departments in the company, the organizational effectiveness will improve. Upon the design of new business strategies, the human resources department can initiate the demand for more employees. This will lead to a balance in the number of people to get a task done. All of this can impact the goals of the company. Human resources professionals‘ intervention in certain situations may land you on the solution you may have been searching for. The unique perspective offered by these teams can surely help the organization combine the best of all views for more efficient results.
2. Growth Through Education
One cannot achieve great feats in life without education, meaning the organizations should have a sufficient number of professionals to deal with every challenge. The strength of a company is measured by the importance given to education, meaning all employees and executives should be encouraged to take up programs that help them grow as professionals. As a leader, you must understand the weaknesses of each person to reinforce them with the right tools to succeed. Once you have identified their strengths and weaknesses, classes that could help them must be initiated and organized at regular intervals until the overall performance has increased.
3. Work for the Customers
The motto of an organization should always be to strive hard to satisfy the clients. It simply means that every step you take towards improving your service can be effective only if you adhere to the requirements of the customers. This doesn’t mean you have to compromise your perspective always to please the clients. Research about every customer and clear all queries right away to learn exactly what they are looking for. By doing so, your whole team can develop the best strategies for every client to get the tasks done on time.
Whatever your business, whatever your industry, strong leadership talent is like gold dust. People are right to desire capable leaders, particularly in times of frequent change or economic uncertainty when leadership can make or break a business. In the infographic we published late last year, however, we revealed that only 36% of businesses feel prepared to fill leadership vacancies, with a worrying 60% of companies reporting a significant shortage of leadership capability.
The problem is this: you might be searching for the best leadership candidates on the market, but so is everybody else – everyone is trying to draw from the same talent pool. One thing you have that your competitors don’t, however, is your existing staff. You could be sitting on a goldmine of leadership talent already – all it might need is for you to look inwards and focus on development, rather than relying on recruitment alone.
1. Focus on potential
There is a tendency for people to want, or expect, their leaders to come ‘ready-made,’ without being prepared to commit to somebody’s development. But this approach needlessly excludes people who have the potential to be great leaders with the right development and exposure.
Don’t just focus on the people at the top of your organisation – look at those nearer the beginning of their career who are showing leadership potential, work out what type of development would get them from where they are to where they need to be in relation to your organisational requirements, and set them on that learning path.
2. Expose them to opportunities
Perhaps the most powerful leadership development comes from exposure to a breadth of different experiences. We frequently talk about the ‘70:20:10’ approach, where experience makes up the majority (70%) of learning, and nowhere is this model more relevant and applicable than with leadership development.
If you want well-rounded, capable, credible leaders, who are able to operate competently across your business, you need to give them the opportunity to take on a wide range of different roles and responsibilities. Provide your leaders with the right kind of experiences and the payback in their development will be huge, and lasting.
3. Start their development early
Bringing out great leaders within your employees is never going to be a quick fix or overnight solution. It is something for which you need to take a long-term view, building up a solid leadership talent pipeline that will serve your business for years to come.
Don’t just focus on people who are already established in their careers, or in senior management positions. Take time to assess those early on in their careers, and help them grow and develop into the leaders your business needs as they progress. Build a robust succession plan so that you know who will replace key leaders if they leave the business.
4. Give them role models
Having a great role model can be instrumental in a leader’s development. This doesn’t necessarily mean you have to partner them up with an employee in your own organisation (although, if possible, this can be extremely effective for both parties) – it could mean showing them examples of great leaders externally, perhaps within your industry, or perhaps just leaders who display the right types of behaviours.
Then, importantly, they need to be given the time and facility to reflect on why those leaders are so effective – why they are so successful, how their behaviours have impacted on the company’s success, and so on. This reflection time can provide a valuable learning experience for a developing leader.
5. Go outdoors
I’m not suggesting you move all your employees’ desks into the car park. What I would suggest, however, is outdoor experiential learning, which can be a powerful experience. By putting people into an uncomfortable, unfamiliar, physical environment, and really putting them through their paces, you provide them with mental challenges and learning experiences that are simply not possible in an indoor setting.
Experiential learning doesn’t have to be about climbing a mountain or traversing a canyon, however – you can achieve some really powerful leadership development just by taking people out of the office or classroom environment. The key is to make sure you are able to link any activities with the learning objectives, and always give them the opportunity to reflect on what they have gained from it and how they can apply that learning back at work.
When it comes to developing strong leaders, training is not necessarily going to be sufficient. Training may form part of the solution – developing certain behaviours or skills – but ultimately it comes down to giving those people the experiences they need in order to build their confidence and ability as leaders. This means you need to put a certain amount of trust in your potential leaders, give them the right opportunities to lead, facilitate the learning which supports that, let them take responsibility for their own development, and then watch them grow.
For more information, read our guide to identifying and developing your staff with high leadership potential in Enhance magazine.
Emotional intelligence (EI) – described by business psychologist Dr Susan David of Harvard University as ‘the ability to solve problems with and about emotions effectively’ – is essentially the measure of how well a person monitors their own emotions and the emotions of others, and how they use that emotional perception to guide their thinking and behaviour.
EI is not just a business buzzword invented by HR and L&D professionals; it is a concept born of evidence-based, psychological analysis of the way human beings react to situations, interact with one another and make decisions. Researchers at the University of Bonn in Germany recently undertook a study where they tested participants for emotional intelligence then studied their background. They found that the participants who scored higher on the emotional intelligence tests were rated as more socially skilled by their colleagues and were generally better paid. This outcome remained the same even after the researchers controlled for alternative explanations for higher income such as age, gender, amount of training, or hierarchical position within the company.
A high level of emotional intelligence in your staff can make them more effective communicators, able to build better relationships, more productive, and, importantly, able to quickly spot and resolve conflict. All of these traits are extremely valuable in a business environment, and if you want to harbour them within your own organisation, fostering emotional intelligence in your people should be high on your list of priorities.
The RUUM model
When we are designing learning interventions to develop emotional intelligence in people, the content is largely informed by the RUUM model, devised by Dr Susan David (mentioned above). This model can be broken down as follows:
- Recognising emotions
- Using emotions
- Understanding emotions
- Managing emotions
Let’s take a look at each of those points in greater detail:
The first stage in developing emotional intelligence is learning to recognise emotions in others, particularly through nonverbal communication such as facial expressions, or through subtle changes in voice. I mentioned the recent study by the University of Bonn in Germany, and one of the key conclusions from this study, cited by the researchers, was that more value should be placed on the skill of recognising emotions when it comes to selecting managers, particularly within professions where human contact is a big part of the job.
If a person does not have the ability to recognise emotions in the first place, it is going to be extremely difficult for them to use develop a more advanced understanding of them. Any learning intervention designed to develop emotional intelligence, therefore, risks being a waste of time if the recognition element is not dealt with first and foremost.
Emotions tend to dominate the thinking process when not managed correctly. If you respond to something emotionally, it grabs your attention, and this can hinder productivity and effectiveness. It is vital, therefore, to be able to think past your initial emotions in the way that is most useful for the task at hand. It is also essential to be able to understand which emotions are useful for what, and use them to your advantage in order to facilitate the right kind of thinking. Creative tasks, for example, often benefit from different emotions than tasks which involve sharp focus or attention to detail.
Understanding what emotions are is an essential part of developing EI. What does each emotion mean, and what information is it trying to convey? Every emotion carries its own messages and potential actions, and it is important to understand the link between those messages and their associated actions. Once you have that understanding, it is much easier to take a reasoned look at them. This ability is central to the development of emotional intelligence.
Emotions can be managed in a way that benefits the individual and improves their effectiveness. It all comes down to ‘self-regulation,’ and the ability to remain open to emotional signals while blocking out those that are overwhelming to the point of hindering productivity or effectiveness. Managing emotions is also about regulating your own and others’ emotions in order to achieve your own personal goals, but it is only possible to achieve this once you have mastered the other three steps in the RUUM model.
Actions you can take
Once you are aware of what emotional intelligence is and you are familiar with the above four-step model, there are certain steps you can take to encourage a generally higher level of emotional intelligence, or at least emotional awareness, among your employees. As with any kind of development, it is not always about taking people out of their roles and putting them on training courses for any length of time; there are ways to encourage a more organic level of emotional intelligence within your business, so it becomes ingrained into everything your employees do, every decision they make and the way they interact with others around the business.
Encourage a coaching culture
One of the best ways to develop emotional intelligence in your staff is through coaching. By coaching, you can encourage the coachee to think about how a situation makes them feel, and why, and to reflect upon that. If a colleague has reacted negatively to something they have said, for example, you could help them recognise what emotion that person was displaying, and encourage them to reflect, in a reasoned way, on why that person might have displayed it in response to what they said. The RUUM model also encourages managers to think in an emotionally intelligent way when it comes to dealing with their staff, whether that is through coaching, feedback sessions, one-to-ones or anything else, so it is a fantastic tool for them to have.
Champion the importance
If you want an emotionally intelligent workforce, it is important to properly champion the benefits of EI to your staff. Be clear about how EI can help people make better decisions and form stronger relationships with internal and external customers alike. Yes, emotionally intelligent staff are beneficial to your business, but there are obvious personal and career-related benefits for the individual, too (such as the fact that emotionally intelligent people are, on average, better paid, according to the recent study I cited at the start of this article). If people understand what EI is, what it means to have it, and the positive impact it can have on anything from relationships to decision-making, they will be much more likely to engage with it and any associated development activities.
Hire the right people
As mentioned above, it is difficult to develop advanced levels of emotional intelligence in somebody who doesn’t already have the ability to recognise emotions in themself and others. It is therefore vital, particularly when you are hiring people managers, to take emotional intelligence into account during the recruitment process. It will be much easier for you to develop a high level of emotional intelligence in those people managers if they already have the ability to recognise emotions, so hiring the right people should be the first step in creating an emotionally intelligent workforce.
Facilitate open communication
One obvious barrier to the development of emotional intelligence is an inability to communicate. Make it easy for staff members to have open discussions with one another, and try to encourage healthy debate. By interacting with each other regularly, in a safe and constructive way, people will be able to practise reading the emotions of others and using their own emotions in social situations. The more people interact with their colleagues, the better they will learn to recognise how people react emotionally, and how their emotions affect others around them.
There is no hard and fast way to ‘make’ people emotionally intelligent; it simply does not work like that. What you can do, however, using the RUUM model as a basis for learning, is help people better understand what emotions are and how they can be used and managed in a way that is productive and effective for the environment or situation they are in. Once people are able to recognise emotions, in others, but also in themselves, it becomes much easier to understand, use and manage those emotions in their everyday working lives.
Mike Davies is a management and leadership L&D consultant with over 10 years operational management experience and 22 years in the learning and development field. His specialist areas include coaching, emotional intelligence and experiential learning.
It’s no secret that while budgets are stabilising, they are still relatively tight. It’s also no secret that when cost reduction is a key priority, one of the areas that – rightly or wrongly – tends to be neglected is people development. This is sadly counterproductive. It’s during the leaner and more challenging times, more than ever, that you need your teams to be working at maximum capacity. Developing your people not only enhances their skills, but also empowers and motivates them, ultimately creating a more productive workforce.
So how can you continue to effectively develop your people without putting a heavy dent in your budget? One extremely powerful approach is through coaching. By developing a coaching culture within your organisation, you enable people to come up with their own solutions, developing their skills and knowledge without having to send them on a paid-for training course every time. Coaching can also help make sure L&D budgets are being spent in the most relevant and effective way possible, because it identifies specific development needs. Ultimately it creates a more self-reliant workforce, which frees up more time for managers to focus on other things. Be sure to download our guide to coaching your sales team.
Doug Chapman, L&D Consultant at Thales Learning & Development, summarises it well:
“By enabling a proper two-way dialogue between managers and staff, coaching does three things,” he says. “It raises awareness in individuals, it enables them to make choices by giving them options, and it prompts them to take responsibility for their own development. It also helps identify true training needs, which means organisations don’t have to take such a ‘broad brush’ approach to L&D.”
But how do you implement that culture?
According to Matt Driscoll, Management and Leadership L&D Consultant at Thales Learning & Development, who uses coaching in many of his learning interventions, it can be as simple as asking questions.
“Coaching is all about empowering people and getting them to think,” he says. “If people come to their managers with problems, those managers should always be asking questions – ‘Why?’ ‘How can we resolve this?’ That is essentially the required behaviour for a successful coaching culture. Even if managers were to invest just two minutes of their time into asking the right questions, they could empower individuals to come to their own conclusions.”
Who should be a coach?
If you are looking to embed coaching within your organisation, you may be wondering where this capability would be best placed. Which managers would benefit most from the skill, or which teams would benefit most from having a manager with coaching abilities?
Matt Driscoll doesn’t believe it should be a case of singling out specific managers or leaders within the business, but rather a trait that exists throughout. “Every leader or manager should be a coach,” he says. “But that doesn’t necessarily mean they need to have had formal coaching training. An effective, low-cost solution could be to provide managers with key coaching texts, such as ‘Coaching for Performance’ by Sir John Whitmore, or setting up a peer support network.”
Coaching within our own business
Having seen the benefits of coaching on many of the organisations we work with, we’ve actually taken steps to implement that capability within our own business. Dale Kirk, Principle Consultant at Thales Learning & Development, recently worked with a number of our L&D consultants and senior staff, helping them develop their own coaching skills. The results have been incredibly positive. Most importantly, there has been a noticeable, lasting impact on both managers and individuals.
Speaking about the benefits of the sessions, Mandy Smithson, Head of Business Development at Thales Learning and Development, who was one of the attendees, said:
“As a manager, it’s great to have a wide range of tools to choose from. Through coaching, I can enable my team to take personal responsibility and feel empowered in a high-pressure environment. It gives them a sense of ownership.”
What do you think? How powerful is coaching when it comes to empowering employees and developing skills, knowledge and confidence? Could your organisation benefit from a coaching culture?
We all know businesses are operating in tough economic times; no doubt you’re tired of hearing it. But regardless of that much-played out fact, research we undertook earlier this year suggested that, for many organisations, L&D budgets are actually on the move (and in the right direction, too). 30% said their L&D budget would increase, while 50% said it would remain stable, meaning only a fifth of those surveyed were expecting their budget to actually shrink. When it came to successful implementation of L&D, however, budget constraint was still cited as the primary hurdle.
Clearly there is some headway still to be made, then, when it comes to the perceived value of impactful learning. When lowering costs is a key priority, L&D budgets have historically been one of the first areas to take the hit. The justification is, always, that L&D is not one of the most business-critical costs, and therefore not an essential cost. That logic is fundamentally flawed, though. It is during the lean times that you need your teams to be at their most productive. The right L&D, delivered in the right way, can, and should, drive performance, from an individual right up to an organisational level. The answer to whether L&D is business critical, then, is ‘very much so.’
L&D should be an integral part of your overall business strategy, not simply a dispensable side-project. In fact, not investing enough into the development of your people could do more harm than good. Let’s take a look at the true cost of cutting your training budget.
A drop in productivity
L&D has been proven to boost productivity. By cutting your training budget you are making a quick saving. What you are losing however, is the benefit of having your people being as effective as possible in their roles. The effect of that loss varies depending on the level, and specific job role, of the employees in questions. Cut back on sales training, for example, and you may not realise the full potential revenue that those teams could be bringing in. Cut back on customer service training, and your customer satisfaction scores could drop, which ultimately reflects your brand and company reputation. Reduce IT training, and the efficiency with which people work may decline.
When profits are strained and costs need to be cut, people tend to make the mistake of thinking training is an expense that can be cut without having to worry about ‘business as usual’ being affected. But this approach is counterproductive. By improving productivity, the right L&D can actually have a direct impact on the bottom line of your business.
An increase in staff turnover (and what that costs)
Training your staff not only shows that you value them – because you’re willing to invest time and money into their development – but it also makes them feel positive about their future in the business. Positive, optimistic and motivated workers are far less likely to leave than those who feel undervalued, or simply at a dead end. They are also likely to perform better. Neglect to invest in people’s development and you run the risk of not only staff who are not working at full productivity, but also of losing them altogether.
Is staff turnover such a worry, though? The answer is, of course, yes. Research published earlier this year by global forecasting firm Oxford Economics showed that staff turnover costs the UK economy at least £4.13bn each year. That figure is undeniably huge. Let’s take a look at how it is broken down.
For every new hire, there are generally advertising and recruitment agency costs involved. The average figure for those two combined? £5,433. And that is before the person has even started.
Wages during period of low productivity
Whatever your role, we all know that there’s a period of time from your start date during which you don’t fully know what you’re doing. That length of time obviously varies depending on the role, the organisation, and how much time you need in order to get up to speed, but according to Oxford Economics’ research, the average time it takes to reach optimum productivity is 28 weeks. The average cost in wages, therefore, comes to £25,182.
The total amount of money a business needs to spend, then, on average, before a new employee is able to contribute to the success of the organisation, is a staggering £30,615. That certainly puts the price of developing existing talent into perspective, and should, perhaps, make employers think twice before thinking of L&D only as a cost.
If you have to cut down, try coaching
If you really do need to cut your training budget, look at ways you can save on costs but still deliver effective learning rather than simply removing L&D from your strategy altogether. In the CIPD Learning and Development survey undertaken earlier this year, respondents were asked which talent management activities had the biggest impact in their experience. 46% said coaching – the top result by some distance.
Coaching not only creates an environment in which staff take ownership of their own development, but it also helps pinpoint specific training needs, which means any L&D investment will be better targeted and, ultimately, money better spent. In a financially tight environment, this approach enables you to continue developing your people effectively without incurring large costs.
L&D as a strategic business tool
The driving point here is that L&D – provided it is done in the right way and following thorough consultation – is much more than simply an extra cost, and it is dangerous to think that you can cut back on its implementation without having an impact on the business. Even if you don’t believe that cutting your training budget would actually have a negative impact, you would still be missing out on the significant positive impact that L&D could bring.
With its ability to boost productivity, improve employee engagement and turnover and ultimately have a positive impact on your organisation’s bottom line, L&D should be a key part of your overall strategy. The decision to cut it from your budget, therefore, should be taken as seriously as any other business function.
Mark Eagle is a Management and Leadership L&D Consultant at Thales Learning & Development. Having spent time training large teams for big businesses such as Virgin Atlantic and BUPA, Mark is now responsible for delivering TLD’s suite of management and leadership programmes.
Over the last decade or so the project management profession has evolved as projects have become a more significant part of organisations in our complex and fast-changing business environments. Regardless of the industry sector, project management is a useful discipline to employ whenever an organisation needs to look at implementing, improving or developing a solution to identified needs.
Project management started to be used in the 1960’s as businesses began to recognise the benefits of planning work activities more thoroughly, communicating more effectively and collaborating with different departments and companies. Projects were typically time bound and had a beginning a middle and an end. Nowadays, although many projects still adhere to this definition, many others are on-going and cyclical in their nature.
Project management has been used widely in the construction industry where it has been proved beneficial to have a project team that is specifically focused on understanding customer requirements and can, therefore, deliver on those requirements within an agreed upon budget and timescale.
However, project management is equally advantageous within other sectors, such as services, to manage very large, complex projects which encompass the integration of multiple work products.
Some of the most project intensive sectors such as manufacturing and construction have discovered that using approaches such as PRINCE2® and tools such as Primavera, combined with the professional competence frameworks supported by qualifications from the Association for Project Management (APM) have been massively beneficial in a variety of business environments. For an introduction to Primavera, read the first issue of Enhance magazine from Thales L&D.
Latest research conducted by the Project Management Institute (PMI) estimates that 15.7 million project management positions will have been created worldwide before the end of this decade. It cites the seven highest project-intensive industries as: construction, finance, insurance, information systems, utilities, oil & gas and manufacturing. Clearly project management is an integral part of most business operations, and is becoming more prevalent within the service industry.
The benefits of great project management are numerous but organisations who fail to develop exceptional project managers are putting themselves at a disadvantage. Project management is serious profession that needs a professional approach to managing and delivering projects and this can only be achieved by delivering a programme of continuous development.
Thales Learning & Development provides a range of state of the art project management courses including accredited PRINCE2®, APM training and Primavera courses. These courses are designed to get you up to speed with the latest industry thinking and equip you the highest level of skill in order to turbo boost your project management career. Please call us on 0800 138 7640 for more information.
Hiring graduates can be an incredibly worthwhile investment. They are an ideal resource for organisations looking to grow their talent pool, bring in new skills and innovative ideas, and work towards future proofing their business. However, attracting, identifying and retaining high quality graduate candidates can be a difficult thing to achieve. But with the right strategies in place it is far from impossible, and once you get it right, the positive outcomes are certainly worth it.
This guide will explore the numerous benefits of hiring graduates, and help identify the most effective strategies to ensure your graduate recruitment and development schemes are successful and beneficial for all involved.
- Why graduates are worth hiring, and some of the potential problems you may face
- What steps to take to attract the right candidates for your organisation
- How to identify the best people during the recruitment stage
- The steps you need to take to develop your graduates for maximum effectiveness
- How to ensure the long term success of your graduates
Click read to open the TL&D guide in your browser and feel free to download and save for a future date. We’ll be uploading more each month, so make sure you check back for the next in our series!
In the relatively short space of time that people have populated the world, we have gone from living in caves and breaking into our dinner with a sharpened stone to creating things so vast and powerful they would make our stone-wielding ancestors’ jaws drop.
Engineering – and with it: effective project management – has been at the forefront of many of the greatest human achievements in history, from the pyramids of Ancient Egypt to the huge and highly complex structures being built across the world today.
We created this infographic not only to highlight seven of the world’s engineering wonders, but also to show you some of the incredible challenges each of them posed from a project management point of view (the most expensive project cost $26 billion, and the lengthiest lasted 33 years!).
Research has shown that companies with a strong coaching culture enjoy higher engagement levels, better retention rates and increased revenue. By asking team members the right questions, and helping them come up with the answers themselves, you empower them to be more productive and effective.
We created this guide as a way to highlight some of the benefits of taking a coaching approach with your salespeople, and to provide practical advice as to how you can apply coaching as a management tool.
In this how-to guide, you’ll learn:
- What coaching is and why it is effective
- The different types of sales coaching
- The common barriers to coaching salespeople and how to overcome them
- How to use the GROW coaching model
- 10 powerful sales coaching questions using the GROW model
- The OUTCOMES coaching model
Click read to open the guide in your browser and feel free to download and save for a future date. We’ll be uploading more each month, so make sure you check back for the next in our series here at TL&D!
As a business, regardless of the industry you work in or the size of your operation, people are, and always will be, the most valuable asset you have.
To fully unlock the potential of your staff, however, you need great leaders – confident, visionary people who are able to inspire brilliance and bring the best out of raw talent.
But a worryingly large number of organisations are simply not able to fulfil leadership requirements, with 60% reporting a shortage of leadership talent and only 36% feeling prepared to fill vacancies at this level.
Why is it so hard to attract and develop excellent leaders? Are they really that rare? Perhaps the underlying problem is a lack of understanding when it comes to what an effective leader actually looks like – the traits they possess which enable them to spark success in those who work for them.
Whether you are an individual looking to develop your own leadership capability, or a business in need of strong talent at the top, this infographic shows you seven powerful traits that every great leader should have. Visit Insight Hub, our dedicated section containing all our useful Guides, White Papers and Insights.