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Humans are social creatures. Our DNA is genetically hardwired to spend time in communities, working with others to solve problems, to be creative and to learn.
It’s what has enabled us to dominate the world as the most successful organism to have ever existed. Our ability to socialise is our superpower.
The working population spends some 70% of their days ‘on the job’, so our working environment and relationships we have there are incredibly important to our wellbeing. Strong social connections in the workplace make people happier and physically healthier, which translates into work performance.  Play is an essential psychological need for us to achieve this.
Play fosters a sense of community and transforms the workplace into a safe space where employees feel included, otherwise known as a prosocial environment. To learn more, I’ve attended several INNOPLAY sessions at The Playful University. Founded by Maarten Koeners, senior lecturer at the University of Exeter’s College of Medicine and Health, and Adam Lusby, its Faculty Director of Entrepreneurship and Innovation Education. Both Maarten and Adam are big believers that play and the creation of environments that encourage social interactions can positively and palpably change the energy in a room, and I couldn’t agree more. So, how can we do this?  Here are my top six recommendations.
Be prosocial
To learn, human beings need to play. In fact, it isn’t just to learn – we’re so hard wired to play that if we don’t, we can become ill. So fundamental it is to our productivity, our health, and our ability to grow, we must make the environment in which we work prosocial, providing the opportunity to socialise and play with colleagues in a way that supports us and the work that we want to achieve. The acceptance of, and the surrender to, non-social practices can be less obvious than antisocial, and can be a silent killer when it comes to workplace connections, wellbeing, and creativity.
Following a socially limited three years, we’ve developed some very non-social practices that are having serious impacts across society. They’re especially acute at work, where they’re becoming a productivity killer.
If you are in a workplace right now, how social is it?  Are you sat in rows of desks behind screens? Are you in a meeting room or office shut off from colleagues? How much social interaction do you enjoy, or is it discouraged because it takes you away from a task or task that requires your utmost concentration?
If you work in an office, it’s likely that you’re in a very antisocial working environment dominated by online meetings, home working, and management practices that encourage you to be silent and concentrate.  It’s the type of environment that we enter, age four years, when we start school, and it conditions us from then on. You’re told to sit still at rows of desks with little communication, the older you get the less interaction is built in or even encouraged.
Embrace playfulness – even if it feels uncomfortable
Play is recognised as both a fundamental part of the human experience and basic biological need at every stage in life.And whilst play and work may appear contradictory, there are many synergies. Children are encouraged to learn through play – it’s proven to expand physical and mental ability – and business leaders should be placing a similar focus on supporting their employees to discover new ideas and learning experiences, even if it does feel uncomfortable.
We know that humour, playfulness, laughter, and joy are essential to using our brains entirely.  The success of playfulness at work comes down to psychological safety and the shared belief that it’s okay to take interpersonal risks as a group – whether that’s sharing creative ideas or speaking up when there’s an issue.
As with all workplace initiatives, playfulness needs to start at the top with senior buy-in. As a leader you should be leading from the front, even if you feel uncomfortable too. But such discomfort should be embraced. Society is averse to the uncomfortable but creating new – and maintaining existing – connections always requires a certain level of discomfort at some points. By lowering the stakes, play provides an environment where we can practice how we deal with it and a space where it can be shared and celebrated.
According to pioneer play researcher Brian Sutton-Smith, the opposite of play is depression, and it was Dr Stuart Brown, founder of the National Institute for Play, whose studies confirmed that depression and anxiety can be caused by ‘play deficit,’ in adults as much as in children. Just as sleep deprivation leads to ill health, so play deficiency can lead to mental illness. Play deficit is a serious problem, so let’s make sure our employees aren’t at risk and provide plenty of opportunity for it.
Don’t force playfulness – but a kind nudge is fine!
Forcing playfulness is a killer. Don’t make it happen, but feel free to give it a kind nudge, if required, as it builds on embracing the uncomfortable – disrupting the status quo or reminding us that we are, in fact, prosocial and playful apes.
A nudge towards playfulness can be making resources available, or through intentional and kind social pressure – a good reason for those who’d prefer to remain mostly remote to re-join their colleagues. The smartest business leaders are those working to identify the types of ‘fun’ their employees enjoy – the things they’ll show up for because they want to, not because their arms are being twisted.
And whilst there are many definitions of play, it should always be activities that are enjoyable, that push boundaries, that are chosen freely and that encourage our imaginations to be drawn upon with social interaction. It can be meetings, parties, activities, and games that rest your focus, make you feel refreshed, at ease and connected. Use music to get in a positive or reinvigorated state, create rituals, and a more comfortable atmosphere; use different type of “prototyping” materials to test ideas.
It can be planned and unplanned, formal, and informal. But crucially, fun cannot be forced. It’s got to be no guilt; no obligation and the option must be given to opt out. It’s this kind of get-together has the most positive impact.
 Make workspaces flexible
Put desks on wheels – in fact, put everything on wheels so it can be moved around to suit our exact changing needs. This allows the office to be created by employees each day – facilitating greater collaboration and an emphasis on teamwork that’s often required to deliver short-term projects in temporary settings.
Using flexible furniture to switch energy, create focus or change communication is just one technique.  Also consider how we can intentionally create spaces and environments that encourage desired and prosocial behaviours of working. Use the floor for embracing informality and creating natural relaxation and go outdoors to energise and create different perspective.
Also consider resources and how new and more effective ways of working can be enjoyed through engaging multi-sensory materials and media, which strengthen connections and belonging.
Get people into the office some of the time
Lots of employees remain reluctant to return to the office and several reports have recently been published, highlighting the damaging consequences of its mandate. So, I believe it’s important that business leaders ask themselves what the office is now for. It remains an important aspect of working life, but today its function is fundamentally different to just a few years ago.
To entice staff back to the office, business leaders need to consider how they can make onsite working better than remote working. It’s difficult to socialise properly online and is much more enjoyable and healthier in person. Everyone needs human connection, so make the office a social and enjoyable place to bring colleagues together.
Build purpose and connections
The most successful workplaces are where colleagues aren’t just co-workers, but rather collaborators, united by a shared vision. It’s these organisations that are more likely to achieve higher levels of employee engagement and satisfaction, leading to increased productivity and creativity. It’s another reason why a company’s culture is so important, and why we should hire with culture fit and add in mind. This means that you not only attract like-minded colleagues to your business – you also retain them by providing a purpose that goes far beyond the pay slip.
By collaborating with those who share your passion and purpose, you’re also able to forge stronger and more genuine bonds that enrich the work experience and open doors to new opportunities. When we work alongside others who share our values and purpose, work becomes more than just a job – it becomes a source of joy and fulfilment. And it’s proven that those employees who feel this sense of purpose are more likely to stay with their company long-term and are more engaged in their roles.
To quote Simon Sinek, the leadership expert and author of multiple best-sellers,” the goal is not to work hard, play hard, but to make work and play indistinguishable.” I think that’s an ambition for us all to aim for.
Tyler Grange employees over 100 people across its seven-strong UK office network. It’s a member of the Better Business Network and supports the Better Business Act – both of which promote a cleaner, greener, fairer future for all.
Read more:
Six ways to make your workplace more fun – and the serious reasons for having a laugh on the job

Starting a business often begins with a spark of inspiration. There are some of us who naturally find new opportunities in everything we see, we think, “What if there was a solution to this problem?” or “How could this be easier for people?” This curiosity then leads us to innovative ideas and potential business ventures.
A lot of the time when we have new ideas, our natural first step is jumping on Google to see whether there’s already a business out there providing the consumers with the product or service. We want to see whether it’s worth further investment before taking any steps forward. The initial Google search then leads to questions like what to do if there is a business out there, or if there isn’t, what your next step should be. What if someone had previously failed at it? Does that mean you give it up too?
When you’re trying something new it’s quite common to have intrusive thoughts and I think we all know what that feels like. They can distract you and hugely impact the decisions you make, it’s important not to let them prevent you from moving forward.
So, what if your idea is something that isn’t already a product and never has been?
If you find yourself with a brand-new idea it can be both exciting and daunting. You could ask questions like, “Why is nobody selling my idea already? Is there a reason? Will anyone understand it?”
If the product isn’t already on the market, it could simply be that no one had the idea for it, or more likely it could be that someone did and they saw the same problem that you’re seeing, but they didn’t do anything about it. Some people have the idea but never act on it and leave the opportunity out there for someone else.
Your first step is going to be conducting thorough market research. Even if you can’t find a direct competitor, there may be indirect competitors or similar products on the market. You want to look at what solution they are providing their customers with. Market research is going to help you understand the potential demand and gaps in the market that your idea can fill.
Sharing your ideas can be daunting, especially when thinking about whether anyone is going to understand what you’re talking about. You want to share with people who support you, but know that they might not tell you if they think the idea is going to fail.
Something you do need to remember is that you don’t want to give your idea away if it’s not been protected, either by a non-disclosure agreement being signed, trademarking, patenting or copyrighting your idea, designs and names. If initially, these things haven’t been done, try and give a rough outline of the idea but nothing too detailed.
You’ll need to research and find a similar product to yours so you can find an estimated price point to determine whether people would pay that amount for this product. You’d also want to know what a similar product is selling for in another country if you wanted to take your idea global.
No matter what the idea is, bringing a non-existent product to market is a challenging but rewarding journey and you should persevere with it.
But what if your idea has already existed and previously failed, what do you do next?
If someone already tried your idea and it failed, it doesn’t necessarily mean your idea is doomed from the start. If you find out your idea had previously failed, you need to do your research and find out what caused the idea to fail.
Conducting market research is going to be the starting point for you. You want to be thorough with this to find out why the idea failed, what the market was like when they launched the idea, what their marketing strategies were, and whether the product simply didn’t get the momentum it needed to launch.  Once you’ve got this research you can use it to see how you could avoid the same mistakes and improve your approach.
Whether the idea is new or not you need to perform your own market research to validate the demand for your product or service, making sure the idea is useful and fulfils a purpose. An easy way of getting market research is going to be for you to engage directly with your potential customers through surveys, interviews, or focus groups.
Focus groups can be particularly useful for gathering detailed feedback and suggestions as these groups will be filled with strangers, asking family or friends for their opinions sounds like a good idea although, they usually won’t be completely honest with you which is what you need.
You need to use your research to define demographics, preferences, and buying behaviours to tailor your product and marketing strategies effectively. Once you know who you’re selling to you need to make sure your idea is clear and easily understandable, ensure your idea addresses a specific pain point or problem that potential customers are facing. The more pressing the problem, the higher the demand will be for your solution.
By validating your idea, protecting it, developing a solid business plan, and staying focused and resilient, you can turn your innovative concept into a successful business venture. Richard Branson said, “There is no greater thing you can with your life and your work than follow your passions.” If you have passion for what you’re doing, it will help drive you and your ideas.
Read more:
Why is nobody already selling my idea?

The working population is growing as people live longer and choose to retire later, and the current employment workforce is now made up of five generations.
We are seeing baby boomers working alongside Gen Z, both generations apart with differing needs and priorities, and with this generational diversity comes the need for versatile leadership approaches.
I have found it incredibly important to embrace different generations within the workplace, as each bring different perspectives, skills, and experiences, however it cannot be a one size fits all approach to ensuring job satisfaction. It is important to consider how you can attract different generations, but also retain talent and support growth.
In recent years flexible working has been at the forefront of conversations, and this is hugely important for supporting different generational needs. While the younger generations have known nothing else, they may expect a level of hybrid working to support work life balance, and this can be vital for attracting talent to your business.
For other generations, there may be other factors encouraging the need for flexible working; whether it is supporting elderly parents, raising families, or moving home. As a business leader, I have found it hugely important to regularly communicate with employees to understand their needs outside of work, which in turn can lead to talent retention. Having structures in place which support flexibility, whether it is compressed work weeks, temporary, part-time or hybrid working are all important to support employees.
I still see value in face-to-face interactions within the workplace however, and communication is a further factor to consider when working with a multigenerational workforce. How we communicate at work has changed over the years, and through different generations. For Gen Z and Millennials for the most part, they’ve been brought up in a digital world, and may have preferences for quick communication online. This can differ from those who have experienced years of in person meetings and phone calls.
To ensure effective communication across a team, leaders should adapt their approach and understand preferences. For those companies who purely use online messaging platforms, consider the need for additional training across generations both in usage, but also in language used. This can help alleviate confusion and ensure efficient and effective communication methods.
A further factor to consider when leading a multigenerational workforce is how you promote and encourage wellbeing. On an individual basis, wellbeing can look very different, and there should be importance placed on fostering a culture that supports employees. This should be a holistic approach which considers both mental and physical health and these considerations should be personalised to not only the business, but the generations within it, and the perks and benefits which will resonate with them.
I think its hugely important to listen to your team, open channels of communication where they can provide suggestions which will further support their workplace wellbeing. This could be within one-to-ones, but also through anonymous suggestions.
Through my own journey in the working world, I have found mentoring to be personally rewarding, and this could provide a huge support to different generations. Younger employees entering the workforce can speak to someone experienced in their field and gain insights, and advice, which could be hugely valuable to their career and overall wellbeing.
For senior, more experienced employees, ‘Reverse Mentoring,’ whereby junior members of the workforce impart their knowledge, skills and perspectives on senior employees, can help encourage learning and integration between generations. The constructive collaboration of different generations through mentoring can address skills gaps across generations and build a culture of communication and learning.
A final consideration when leading a multigenerational workforce is loyalty. Research for a recent PushFar whitepaper, ‘The State of Mentoring and Coaching’*, has shown 3 in 4 Gen Z employees are likely to switch career paths entirely to find a job which suits their values, and offers upskilling. This is a huge proportion of the next generation of employees who put their needs over loyalty – and why shouldn’t they!
Job retention of 10 years plus for ages 55 and over is 60% which drops to 40% for those aged 45-54 and down to 20% to those aged 35-44. ** This pattern of retention is clear across generations as the way we view work has changed over time.
This should be at the forefront of business leaders’ minds; how are they supporting the next generation in the workplace to encourage their loyalty? Ultimately, job hopping occurs when employees do not feel valued, are not paid fairly, or are not progressing and learning in a role. It is hugely important to consider each generation, along with each individual and how as a leader, you can support their job satisfaction and encourage longevity.
While there are challenges in leading a multigenerational workforce, with the right training, support, and consideration, you will have a thriving and diverse team who offer valuable insights to grow and build your business.
Read more:
Recruiting and retaining multigenerational talent: what i’ve learnt as a business owner

Britain’s competition watchdog has commenced an investigation into Nationwide’s £2.9 billion acquisition of Virgin Money, examining potential anti-trust concerns.
The Competition and Markets Authority (CMA) confirmed the probe on Friday, setting a July 26 deadline for its initial decision.
The CMA’s investigation will assess whether the merger could reduce competition within the banking sector. The regulator’s options include clearing the deal after a preliminary two-month review or extending the inquiry for a more detailed examination. Interested parties are invited to submit their views on the acquisition by June 14.
Nationwide agreed to acquire Virgin Money earlier this year in an all-cash deal, marking the largest takeover in the UK banking sector since the financial crisis. Virgin Money shareholders, including Sir Richard Branson’s Virgin Group, recently approved the acquisition in a shareholder vote. However, some Nationwide members have expressed dissatisfaction over being excluded from the decision-making process. Nationwide’s CEO, Debbie Crosbie, maintains that the majority of members are supportive of the deal.
As part of the CMA’s review, feedback will be sought from high-street competitors such as Barclays, Lloyds, NatWest, HSBC, and Santander. Nationwide’s building society competitors, including Skipton and Coventry, are also expected to provide input.
The CMA can investigate any merger where the target company generates annual revenues exceeding £75 million. Virgin Money, with revenues of £1.8 billion last year, surpasses this threshold.
Under the leadership of Chief Executive Sarah Cardell, the CMA has infrequently reviewed banking mergers due to their rarity. The last such review occurred in 2019, when OneSavings Bank’s acquisition of Charter Court Financial Services was scrutinised, primarily focusing on the buy-to-let mortgage market. The deal was cleared following an initial investigation.
Clearance by the CMA is a stipulated condition for the completion of the merger, as outlined in the recent merger documents from Nationwide and Virgin Money.
This investigation by the CMA will be closely watched by industry stakeholders, as it will determine whether the merger proceeds and what implications it may have for competition within the UK banking sector.
Read more:
CMA Launches Probe into Nationwide’s £2.9bn Takeover of Virgin Money

Lady Bamford’s renowned farm shop, Daylesford Organic, has reported a significant financial downturn, posting a £3.6 million loss last year as customers increasingly turned away from its premium products.
This sharp decline comes after a modest loss of £291,000 the previous year, marking a troubling reversal from the company’s pandemic-era growth and profitability.
Daylesford Organic, a prominent name in Britain’s organic farm retail sector, attributed the worsening financial situation to a “tough trading environment” exacerbated by widespread inflationary pressures. The company’s revenues showed minimal growth, rising only 2% to £50.2 million in the latest financial year, a stark contrast to the 15% growth seen the year before and a 27% increase in the year ending March 2021.
This slowdown follows a period of robust sales during the Covid-19 pandemic, which had driven Daylesford into profitability. The retailer operates four stores in some of London’s most affluent areas, including Sloane Square and Marylebone, in addition to its flagship farm shop in the Cotswolds. Daylesford is known for its local produce, such as £8 bunches of asparagus and £10 packets of biscuits, as well as luxury homeware and garden products.
Owned by Lady Bamford, wife of Tory donor and JCB chairman Lord Bamford, Daylesford Organic has committed to continuing operations despite the financial losses. Lady Bamford has pledged to provide financial support to the business “if necessary,” as stated in Companies House filings.
In recent years, Lady Bamford has been expanding her business interests, including the opening of a new wellness club set within Daylesford’s 3,500-acre organic farmland. In a 2023 interview with The Telegraph, she explained her selective approach to membership, emphasizing the need for a serene and exclusive environment.
Despite the current financial setbacks, Daylesford Organic plans to invest further in its farm site. Future developments include an events space aimed at creating additional growth opportunities. The Cotswold location already offers a variety of classes, such as flower arranging, to attract visitors and enhance customer engagement.
Read more:
Lady Bamford’s Daylesford Organic Faces Mounting Losses

Homeownership among millennials has climbed to its highest level in over a decade, driven by a significant rise in earnings among young people, according to recent research from the Institute for Fiscal Studies (IFS).
The IFS’s findings reveal a notable rebound in property ownership among 25 to 34-year-olds, which had been at a low point in 2015. Since then, the proportion of homeowners in this age group increased from 33% to 39% by 2022, marking the highest percentage since 2010.
The IFS attributes this recovery to a faster growth in disposable incomes among young adults compared to the general population. Adjusted for inflation, incomes for young people have risen by 9% since 2015, compared to a 3% increase for the overall population.
Despite this progress, homeownership among 25 to 34-year-olds remains significantly lower than it was in 2000, when it stood at 58.6%. The decline and subsequent rebound in homeownership have been most pronounced among middle-income and upper-middle-income households.
Jonathan Cribb, an economist at the IFS, commented: “The collapse in homeownership among young adults has been central to policy concerns for a while – not surprisingly given that out of every 100 young people there were 20 fewer homeowners in 2022 than in 2000.”
The long-term decline in young people owning homes has raised concerns about the UK’s housing supply, with critics arguing that not enough new homes are being built. Meanwhile, some have blamed millennials’ spending habits for their difficulties in saving for a deposit. Australian property developer Tim Gurner famously criticised millennials for spending on items like avocado on toast and expensive coffee, suggesting this was hindering their ability to buy homes.
In related economic news, the value of sterling hit its highest level against the euro in nearly two years, driven by expectations of sharper interest rate cuts in Europe. On Wednesday, the pound was trading at £0.85 against the euro, its strongest rate since August 2022, after rising by as much as 0.3% against the European Union currency.
Sterling has appreciated by 2% since the start of the year, as traders anticipate that the Bank of England will implement fewer interest rate cuts compared to the European Central Bank (ECB). Higher interest rates typically attract international investment, thereby boosting the value of a currency.
The ECB is expected to begin cutting interest rates soon, with at least two reductions anticipated this year. In contrast, investors have only fully priced in one rate cut from the Bank of England this year. Strong services inflation figures have caused traders to delay their expectations for a rate cut, moving predictions from June to November.
The UK job market has shown signs of recovery, with the services sector employment rising at the fastest pace in two years, according to a survey by the Confederation of British Industry (CBI). However, costs per employee continue to climb at above-average rates.
The upcoming general election also suggests that an imminent interest rate cut is unlikely. Historically, the Bank of England has never cut rates immediately before a general election since gaining independence in May 1997.
Read more:
Millennial Homeownership Reaches 12-Year High Amid Rising Wages

The number of UK households where no adult has ever worked has reached a 12-year high, highlighting a deepening labour crisis that experts warn is stifling Britain’s economic growth.
In the first quarter of this year, there were 269,000 non-student households where no adult had ever been employed, the highest figure since spring 2012, according to the Office for National Statistics (ONS). This marks a 12% increase from the same period last year.
Between January and March, 4.3 million 16 to 64-year-olds lived in households where no adult was employed, nearly 300,000 more than at the end of last year and the highest total in seven years.
This alarming trend is part of a broader worklessness crisis that threatens to cripple the UK’s growth as Prime Minister Rishi Sunak prepares for a general election in July. Nationally, 9.4 million working-age adults were economically inactive at the start of the year, neither employed nor seeking work. This figure is up by 832,000 compared to pre-pandemic levels.
Sir Jacob Rees-Mogg, Conservative MP and former Business Secretary, described high levels of economic inactivity as a “huge problem” for the country. He emphasised that non-working individuals do not contribute to GDP growth, reducing the state’s capacity to fund tax cuts or public services. This situation, he argued, fuels calls for increased migration to fill labour shortages.
Tony Wilson, Director of the Institute for Employment Studies (IES), suggested that the rise in jobless households is likely driven by increased worklessness among young people. Recent data indicated that the number of 16 to 24-year-olds not in education, employment, or training (NEETs) reached a nine-year high of 900,000 at the start of this year, an 18% increase from pre-pandemic levels.
Wilson warned that prolonged periods out of work and education during youth can cause lasting harm, both to the individuals affected and to society and the economy. He highlighted that young people who remain out of the workforce long-term are more likely to suffer from poor health, lower incomes, and disadvantage their own children.
In response to the crisis, Prime Minister Sunak has pledged to introduce National Service for 18-year-olds. However, Wilson criticised the plan, arguing that it would divert funds from existing programmes designed to help economically inactive individuals re-enter the workforce. The proposed scheme, estimated to cost £2.5 billion, would be primarily funded by the UK Shared Prosperity Fund, which supports community organisations.
As the labour crisis deepens, addressing the root causes of economic inactivity and providing targeted support for young people and other vulnerable groups will be crucial for sustaining the UK’s economic growth and societal well-being.
Read more:
UK Households with No Work Reach 12-Year High Amid Labour Crisis

In a landmark deal for the biotech industry, EyeBio, a London-based startup co-founded by Dame Kate Bingham, has been acquired by US pharmaceutical giant Merck, known as MSD in the UK, for up to $3bn (£2.36bn).
This acquisition is poised to revolutionise treatments for blindness.
Merck has committed to an initial payment of $1.3bn (£1bn) for EyeBio, with an additional $1.7bn contingent on achieving certain milestones. The rapid success of EyeBio, which raised just $130m since its founding in August 2021, has been described as “astonishing” by Dame Kate Bingham.
Bingham’s venture capital firm, SV Health Investors, established EyeBio in collaboration with scientists David Guyer and Tony Adamis. Since its inception, Dame Kate has served as the company’s chairman, leveraging her prominent profile as one of the key figures behind the UK’s successful Covid-19 vaccine rollout.
Dame Bingham was instrumental in leading the UK’s Vaccine Taskforce in early 2020, earning a damehood for her efforts in securing Covid-19 vaccines, which enabled the UK to become the first Western country to begin vaccinating its population in late 2020. She stepped down from this role at the end of 2020 and returned to her position at SV Health Investors as a managing partner.
The acquisition by Merck is expected to accelerate the development of EyeBio’s innovative treatments for eye diseases. EyeBio’s primary focus has been on diabetic macular oedema and age-related macular disease, two of the most prevalent causes of blindness in the Western world. Dame Kate told the Financial Times that the company’s drugs have the potential to “revolutionise the treatment” of these conditions.
David Guyer, EyeBio’s Chief Executive and President, highlighted the benefits of the acquisition: “As a subsidiary of Merck, EyeBio will be positioned to tap into the resources and infrastructure needed to support the clinical, regulatory, and commercial development of these candidates and help bring them to patients worldwide.”
Merck’s acquisition of EyeBio aligns with its strategy to enhance its drug pipeline, particularly as its blockbuster cancer drug nears the end of its patent. This deal not only signifies a major advancement for EyeBio but also underscores the critical role of innovative biotech companies in transforming healthcare outcomes.
Read more:
Dame Kate Bingham Celebrates ‘Astonishing’ $3bn Deal for EyeBio

Whether you’re an individual setting out to be an industry thought leader or a brand seeking leads, LinkedIn is a valuable tool for business success.
Think of your profile as your digital shopfront. It’s the first impression you make on potential employers, clients, and collaborators. Get it right, and you’ll see a positive impact on your brand and bottom line.

This guide will help you craft a compelling LinkedIn profile, from your photo to SEO optimisation. We’ll cover everything you need to maximise the potential of LinkedIn for you, your team, and your business. Here are eight steps to consider.
Clear and consistent visuals and branding
If you’re a business, make sure that you have a high-quality logo or brand mark as your profile image and header. Make sure that you are following LinkedIn’s most up-to-date design rules, or else it will end up cropped and distorted.
To fully weave your brand throughout your entire Linkedin ecosystem, a professional photoshoot for your team is a good idea. This way, you and all of your team members will have brand and visual uniformity.
Create a compelling summary headline
Make sure that it accurately reflects your role, experience, current position, and your value proposition. Be clear and concise for anyone visiting your LinkedIn profile for the first time.
You can also take your headlines a step further. Use online search keyword research to insert valuable relevant keywords into your headline. Having these keywords present in your LinkedIn profile can have positive impacts on your overall search presence. Having a high presence in SERP is a crucial part of digital PR and Online Reputation Management.
For instance, if someone is searching for Project Management Specialists in the construction sector, if your keywords are tuned into your LinkedIn profile, they will have a much easier time finding you both on and off the platform.
List your skills, endorsements and recommendations
Listing your own skills and experience is one thing, but it’s even more powerful when these come from your colleagues, recruiters, clients, and peers.
Having others endorse you, and your teams, helps further validate your key skills and proficiences. So canvas colleagues, clients, end users and whoever you can, to add endorsements and recommendations. They serve as incredibly powerful trust signals that can showcase your capability and credibility.
Post relevant content regularly
The frequency and cadence of output and engagement on LinkedIn are very important.
Posting irregular content and updates serves very little benefit. You will need to get into the mindset of regular, relevant content.
Have a content strategy in place that includes long-form feed posts of LinkedIn blogs by company thought leaders. LinkedIn is also prioritising video as its content format of choice, so think about how you can take your written thought leadership and convert it into an engaging and entertaining video.
Like, share, comment…engage
LinkedIn runs on engagement. Respond promptly to comments on posts from your business page. This will show that you place value in being part of a wider industry community. Don’t be a monolith in your sector.
You can also engage your internal teams, by sharing their own Linkedin content on your main business page. Celebrate achievements or share a great post on a pressing industry topic.
Engage with content from your connections. This could be industry influencers and key decision makers, media or other thought leaders within your professional network.
Carefully manage your online reputation
In business, your reputation is your bond. Ensure that your teams understand that when they are online, they’re representing the interests of the business. There’s a code of conduct when it comes to being on Linkedin, professionalism comes before personal opinion, this isn’t Facebook.
If anything should arise that could damage that, then you need to approach the situation very carefully. This is where crisis management comes into play.
A ‘crisis’ could be a negative review or criticism aimed at your business, but it could also be something a lot more serious. Ensure that you’re prepared with an effective crisis management policy.
Test and learn
LinkedIn is indeed a very competitive place to set out your stall. There are 830 million members on the platform and 67 million listed companies. Whichever way you look at it, that’s a lot of noise.
Challenge yourself to consistently deliver high-quality content and engage with your audience. But most importantly, know what’s working for you and what’s not to get noticed. To do so, adopt a test-and-learn mindset. Don’t be disheartened if a particular post doesn’t land. Learn from it and go again.
Enjoy the process!
These practical tips will help you to create a compelling and engaging LinkedIn profile that acts as a springboard to a richer professional network. Enjoy the process of building relationships, sharing knowledge, and growing your influence within your industry.

Read more:
How to supercharge your corporate LinkedIn profile in eight steps