Q&A with Adrian Moorhouse, Managing Director at Lane4 Management Group

MEDIA 7 | June 19, 2020

Adrian Moorhouse, Managing Director at Lane4 Management Group won a gold medal at the Seoul Olympic Games in 1988 and was world number one in his event for 6 consecutive years (Swimming - 100m Breaststroke). He was awarded an MBE in 1987. He co-founded Lane4 in 1995. As the Managing Director at Lane4 following retirement from sport. He divides his time between designing and delivering programmes for organisations and developing Lane4’s own high performance environment. 

Adrian’s role centres around shaping Lane4 as a business and driving company growth whilst ensuring the maintenance of strong client relationships and the delivery of high quality products.

MEDIA 7: What motivates you to get out of the bed in the morning?
ADRIAN MOORHOUSE: 
I have always loved mornings. I started early morning training as a swimmer at about 11 years old. Because I was driven to succeed in my sport, I understood that training and committing to something required me to get up early, because that’s when the pools opened!
My father had the kind of philosophy that rubbed off on me – find something you love, and work at it.

In my role of Managing Director of Lane4, my motivation to get up in the morning nowadays comes from my genuine belief in what the company does. My drive comes more now from purpose, than it does from simply goal achievement. I think that has moved on from when I swam. I want to create a business that people love to work for, and that they think this is the best job they ever had.

M7: You haven’t had an ordinary career, to say the least. Thousands know you for your many swimming achievements. Can you talk about winning a gold medal at the Seoul Olympic Games in 1988 and representing your country? What was your first thought when you saw your time?
AM: 
Representing my country was always something I did with great pride throughout my career, because it was always a stepping stone to achieving the bigger goals I had set. Once I was on a stage where I was representing Team GB, I could be in the mix to win Olympic medals or set world records.

The Seoul Olympics were such a pivotal moment in my career, as it had taken me 4 years to recover from the disappointment of my performance at my first Olympics in LA in 1984 (I came 4th). In the lead up to Seoul, I had analyzed every part of my performance from stroke technique to psychology and nutrition, all to make sure I was in the best possible shape. Going in as the favorite to win the 100m breaststroke, I also learnt from my mistakes in the 1984 Olympics by mentally preparing for the huge expectations the media placed on me.

It was a close race, and my first thought when I finished the race was “Did I get it?” because I had been 6th at the halfway turn. I worked so hard in the final part of the race and was closing the gap with every stroke. I knew it would be close, and it was: I saw my name at the top of the leaderboard, having won by only one-hundredth of a second. The relief and joy were unbelievable, but I must admit they did give way to tears when I stood on that podium with my gold medal.


"It’s critical that we have managers who see the potential, and the best in people, and who also have the skills to draw that out of them."

M7: Apart from the culture and behaviors, in terms of developing people, what are the initiatives Lane 4 has in place?
AM: 
At Lane4, as well as developing companies’ culture, we work to develop their leaders, teams and management, with the ultimate aim of improving people’s working lives. The metaphor I use from my time in swimming is that I want to help people in their own race – whatever that might be for them. Because we are a development organization, everything we do for our clients we also turn in on ourselves, and make sure we have the best developed employees too! Right now, a big part of my time is taken up seeing how we can best work within the restrictions, and for us that has meant moving a chunk of our face-to-face delivery to virtual. It’s been a big shift but also an exciting one in terms of showcasing some of our new digital products.

Our digital team has been working really hard over the past couple of years so that we have webinars, e-learning tools, virtual classrooms and personalized coaching apps already. These tools mean our transition to virtual delivery has been much smoother than it otherwise would have been. Our teams have also been sharing their learning with each other in real time. Again, from sport, we are really good at in moment performance reviewing – good or bad; asking ourselves: what’s the lesson?

I’m most excited about the off-the-shelf products which we’re going to market with. They aim to develop skills which are really relevant right now: adaptability, wellbeing, and how to be a high performing team. They’re scalable because they can be accessed anytime from any device, and that’s been the real success within the organisations we’ve used them in so far: it allows leaders to unify learning. That sense of cohesion is a benefit which feels all the more relevant now most of us are working virtually.

M7: Development is very closely linked to performance management. What approach does Lane 4 take when it comes to managing employee performance? And what is the reason behind such an approach?
AM: When I started Lane4, I had just come from this incredibly elite environment of professional swimming, and I wanted to apply some of that performance psychology and focus to the workplace. I’ve always had the belief that if people are given the right tools, then anyone can improve and realize their potential. It’s this belief that talent is everywhere, combined with psychology and our experience in elite sport, which grounds our approach and gets the best out of people. Our ultimate aim is to build winning organisations and improve people’s working lives.

I am also a big believer in the coach enabling and facilitating people – in this case, the person’s line manager. It’s critical that we have managers who see the potential, and the best in people, and who also have the skills to draw that out of them. Clarity between the person and the manager around role and goal expectations is crucial.


"If people are given then right tools, then anyone can improve and realize their potential."

M7: With many more people working from home, leaders are starting to experience a drop in people's motivation at work. In your opinion, how can smart managers effectively lead and motivate remote teams during the COVID-19 pandemic?
AM: 
In the last month I have run webinars with my colleagues on both leading virtual teams and maintaining motivation, because they are issues which many of us are facing right now. Leadership and motivation have to be looked at completely differently right now, because COVID-19 is a completely unprecedented challenge.
In terms of leading teams at the moment, there are some key lessons I have learnt from my experience of performing under pressure and weathering the 2008 financial crisis as a small business. To name a few, during a crisis it’s key to manage your own state as a leader. A lot of this is understanding what physical signs your body gives you when it’s all getting a bit much. Investing in support networks means you can then lean on others when this happens. Another one is to set up clear roles and responsibilities. In coping with disruption, priorities get scattered, and it becomes even more important to have those contracting conversations so that your teams know where their focus should lie.

At Lane4, we look at motivation through a framework. This outlines the four determinants of motivation: Autonomy, Belonging, Competence and Meaning. Once you have understood how working from home has impacted your motivation as a leader through these four areas, interrogate how that might be playing out for your team. With this understanding, you can tailor your leadership behaviors to help improve your team’s motivation.

There’s also something to be said about giving your teams a line of sight towards your organisation’s defined purpose during COVID-19, which might not be as corporate as it used to be. Having that line of sight allows them to create their own roadmap towards the goal and helps remind them of the meaning of their work at a time where little feels certain.

M7: How has the COVID-19 pandemic affected your work - what day to day processes have you had to re-tool to be able to pull them off remotely? What does your remote tech stack look like?
AM: 
As Managing Director of Lane4, I spend a lot of time with the six board members I’m lucky enough to have working alongside me. Part of my job is helping them be brilliant, and thankfully I can still do that virtually, not that they need much help at all!

I’ve always believed that effective communication is key to a successful organization and I’ve managed to maintain this with people in my team during the pandemic. However, this does mean I find myself on Microsoft Teams for a lot of hours during the week. What this situation has made me notice is that operating remotely can still be highly effective given the number of digital tools we have available now. Although I still maintain that nothing beats a face-to-face conversation over a coffee!

As I mentioned, we’ve been operating mainly on Microsoft Office 365. The whole organisation uses this so it creates consistency throughout different teams. Whether that’s saving and sharing documents on SharePoint or holding a company-wide update on Microsoft Teams, I’ve been really impressed with how seamlessly the tech has worked.


"The sense of cohesion is a benefit which feels all the more relevant now when most of us are working virtually."

M7: How does Lane 4 cultivate an environment that encourages employees to seek guidance and support from leaders?
AM:
 We believe in having a learning mindset at Lane4, which dictates that people’s beliefs and abilities are malleable, not fixed. Because we encourage our employees to adopt and explore that learning mindset as much as possible, as people stretch themselves outside their comfort zones, they inevitably fail sometimes. But we believe in “failing fast”: failing, but learning quicker as you bounce back than you otherwise would have done. That’s where the support and guidance comes in, which we have embedded into the culture through mentoring schemes and coaching sessions.

We also promote trust immensely, and that’s been something which I’ve felt is pivotal to us as an organization overcoming the COVID-19 crisis. By being as transparent as possible with our people the whole way through this, I think they’ve felt more able to ask us for support when they have needed it.

M7: What are some exciting projects going on in Talent Management at Lane 4?
AM:
One of the projects which we’ve been excited about recently has been upskilling all of our consultants to bring them up to speed with our new talent management offering. It’s been a huge project and one we are proud to have completed despite COVID-19 making it slightly trickier.

I’m also really proud of the Bounce Forward academy we’ve set up for our employees currently on furlough. It’s allowed them to access training sessions to help them gain confidence with all of our digital platforms, mentoring schemes and opportunities to connect with one another around topics other than work. There was even a virtual gardening session led by our Director of Finance last week!

M7: What is your favorite quote?
AM: 
During my time as a swimmer, my favourite quote was: “If you follow in the footsteps of somebody, you’ll never overtake them.” My coach used to point out athletes who were really good at what they did, and I would watch them and learn. Having said that, I was always aware of the danger of only focusing on beating my competitors, because my reasoning was: if I’m just trying to beat someone else’s best performance, I might never know what my best could have looked like.

Now my swimming career is behind me, I don’t collect inspirational quotes quite as much as I used to! The one I have taken with me into the journey of building Lane4 is: “The aim of this establishment is to create an environment where champions are inevitable”.

ABOUT LANE4 MANAGEMENT GROUP

Lane4 are experts in people performance. Drawing on over 25 years’ experience of leadership development, our highly skilled team design and deliver bespoke programs in over 40 countries and in 18 languages to engage people in their development, create a sustainable shift in performance and truly change people’s working lives.

We work across leadership development, team development, culture change and large scale manager development. These topics can be delivered through a mix of face-to-face and digital methods.

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Visier allows us to bring enterprise-class infrastructure to Paycor Analytics and provides a robust solution that enables data insights tailored to HR, benchmarking, predictive analytics and more, exceeding any other solution on the market, said Ryan Bergstrom, Chief Product Officer at Paycor. Organizations utilizing Alpine by Visier leverage over 12 years of innovation in building the most widely adopted people analytics solution on the planet. Benefits include: The most complete people intelligence PaaS: Build and bring to market enterprise-class people applications faster by embedding a powerful array of platform services. The only open platform for composing, scaling, and embedding people apps: Improve a workflow by embedding a single chart, or build a whole people-centric application with a powerful full stack IDE. The best people data available for enriching applications: Use benchmarks, skills ontologies and AI-driven predictions to bolster your applications. There is no shortage of problems to be solved with work, workforce, and workplace data in business today, That's why we're excited about our thriving alliance with Visier, and specifically, the innovative solutions that can be built atop the Alpine platform,said Marc Solow, Managing Director, Human Capital Analytics and Insights Solutions Practice Leader at Deloitte. Alpine by Visier empowers teams and developers to focus on innovating for growth and differentiation. It provides the foundation upon which they can quickly build an enterprise-class application or functionality that scales, is easy to deploy, and is embeddable anywhere. Five key services of Alpine by Visier include capabilities to: Compose powerful people applications with the most complete people-centric services and APIs. Forecast, plan, analyze, visualize, share, secure, and capture people-centric stories and decisions in your application. Enrich applications with new people data, harmonize across datasets, and standardize existing data. Understand what good looks like by bringing the benchmark benefits of over 15M continuously updated employee records to your application. Model the nuance of how people engage, develop, and progress by integrating people data from anywhere into the most powerful people-data modeling engine. From describing a hiring workflow to defining inclusion and belonging, gain the advantages of modeling meant for the real world complexities of people. Scale, secure, and manage sensitive people data throughout its lifecycle. The world's only complete lifecycle management for secure, multi-user development with metadata merging and integrated promotion to production support. Extend or embed the world's most powerful and widely used people analytics application - Visier People. Access a single API, or build your own application from the ground up, or gain the speed and simplicity advantages by simply extending Visier People. About Visier Visier is the recognized global leader in people analytics, providing on-demand answers to people-powered businesses. Behind every great brand, product, or idea is the Human Truth, and the Visier People Cloud reveals the fundamental questions and actionable truths capable of elevating your employees—and your business—to new heights. Founded in 2010 by the pioneers of business intelligence, Visier has over 25,000 customers in 75 countries around the world, including enterprises like BASF, Bridgestone, Electronic Arts, McKesson, MerckKGaA, Uber, and more. Visier is headquartered in Vancouver, BC with offices and team members worldwide.

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WORKERS COMPENSATION

SEB Aligns Global Compensation Processes Using beqom

beqom and SEB | November 18, 2022

beqom—a provider of cloud-based total compensation and continuous performance management solutions today announced the successful deployment of its total compensation solution at Skandinaviska Enskilda Banken AB (SEB), one of Europe’s oldest and most prestigious financial institutions. The bank selected beqom to replace their partly spreadsheet-based processes and manage total compensation for their 16,000 employees across 20 countries. They sought to align global rewards processes, reduce time spent on administrative tasks, and compile compensation data from many different sources that could be accessed as needed by managers and other stakeholders to support informed decisions on a daily basis. “We have a diverse, growing, and highly regulated business and needed a comp system that could cater to our needs, handling both global and local requirements. Our previous system relied on many exceptions and manual workarounds that were time consuming, introduced risk, and created compliance challenges. We’ve been running our total compensation processes on beqom for over a year now, and it has saved our HR comp team a lot of time, reduced risk, helped standardize and align our processes, and provided a great experience for our users. The feedback from stakeholders—managers, HR partners, CFOs in the businesses—has all been very positive.” -Mattias Bergman, Process Owner Variable Remuneration C&B at SEB About beqom beqom is a cloud-based provider of continuous compensation and performance management solutions that deliver personalized total rewards aligned with meaningful behaviors, goals, and skills. The solutions transform how companies reward and recognize their people, attract and retain top talent, and address pay equity and transparency. Managing all forms of employee compensation, beqom unifies all performance and reward processes to create a meaningful, people-centric experience across employee touchpoints, providing feedback, coaching, and rewards. beqom’s fully configurable solution integrates seamlessly into core HR suites, providing companies of any size and industry, such as Mercedes Benz, PepsiCo, Golub Capital, and DHL, with the flexibility needed to execute their performance and reward strategies and make the most of their human capital. About SEB Founded in 1856, SEB divisions include Large Corporates & Financial Institutions; Corporate & Private Customers; Baltic; Life; and Investment Management. Profits in 2021 totaled SEK 30.9bn (3.17b USD, 2.97b EUR), with assets under management of SEK 2.6 trillion (275b USD, 256b EUR).

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Lane 4 Management Group

Lane4 are experts in people performance. Drawing on over 25 years’ experience of leadership development, our highly skilled team design and deliver bespoke programs in over 40 countries and in 18 languages to engage people in their development, create a sustainable shift in performance and truly cha...

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