Essential Top Tips to Getting Promoted as a Woman!

We know that mid-way through women’s careers they can become stuck as they navigate the challenges of the current working world.

At Capitalise we’re on a mission to help leaders create purposeful, healthy cultures and also support women to move up the career ladder with more ease so they can make a bigger impact.  With this in mind, here’s some top tips that you can put into play straight away to help you rise up the ranks more quickly.

We cover these areas in our Women’s Career Accelerator programme, which is made up of five modules which focus on each of the areas highlighted below. If you feel you need more support, do go to this link to find out more.  We’d love to help you.

Navigating Power & Politics

• Become politically savvy by getting to know the key players, where the real power lies (which may not be the same as the official power), and how decisions are made within your organisation.

• Understand the key players agenda, preferences and objectives, and personalise your message to appeal to their cause.

• Consider the extent of your political awareness and reflect on who can enable and empower you to succeed, so you can play an impactful role.

• Build positive alliances. Not in a purely self-serving way, but as a way of achieving organisational objectives. Ensure there are people in the business who have ‘your back’.

• Make politics less personal, in order to keep yourself on an even keel and be more resilient.

Strategic Networking

• Develop and utilise your network by making sure you have people who can help you in three key areas: operationally, strategically and in your professional development (read this blog for more).

• Map your network: write down everyone in your network in the above three categories and identify gaps.

• Network online: join relevant groups and identify people of interest on LinkedIn, follow them, engage with their posts, and once you have established connection invite them for a virtual coffee.

• Don’t be a time waster: when networking, be respectful of the person’s time. Ask their advice, insights and recommendations. And always ask how you can help them.

• Nurture your network: don’t let yourself get forgotten. Once you’ve established a new network relationship, nurture it by keeping in contact at least 2-3 times a year. 

• Get a sponsor, ideally someone at least two levels above you.

Managing Conflict

• Accept it: recognise that different perspectives and ideas, and some degree of conflict is inevitable and can be healthy in a workplace – it prevents group think and helps stimulate innovation.

• Look for win-win outcomes: try to find a position where both parties achieve something valuable.

• Seek first to understand, then to be understood: These are the wise words of Steven Covey.  Many misunderstandings can be avoided by careful listening.

• Be professional – maintain your credibility and cool: always be respectful when faced with conflict. Losing your cool or being unprofessional will always come back to haunt you.

• Have some time out: if you are struggling to keep your cool, take some time out, away from the confrontation, to calm yourself and revisit the conversation with a cooler and clearer head.

• Understand your preferred way of dealing with conflict and contemplate the pros and cons. Remember most people default to their preferred style particularly under pressure, and this might be the time that an alternative approach will better serve you.

Personal Branding

• Know your worth! Take the time to really understand what drives you – your values, passions, interests and motivations, as well as your skills and expertise.

• Be future focused: think about how you want your career to evolve – if you’re aspiring to senior leadership, what do you need to build to help get you there – what skills or key experiences are you missing?

• Own your skills: too many women resist talking about their worth and achievements. Practice socially if need be, to get comfortable in talking about your accomplishments.

• Be able to clearly articulate your proposition: have a clear 1-2 sentence answer that rolls off your tongue when explaining what you do. It should include what you are the best at (the value you provide), who you serve (your audience) and how you do it uniquely (your USP). 

• Self-promote by raising the profile of your work and by asking for high visibility assignments and opportunities (especially important for those returning from career off-ramping).

• Consciously role-model the attributes that reflect the leader you aspire to being and want to be known for.

Miscellaneous

• Apply for bigger roles even when you don’t meet all the criteria

• Become an advocate for yourself and for others. Share your achievements and those of other women in your organisation.

• Never underestimate your own potential. Remember that when tested, 70% of men rate their performance better than their colleagues, while 70% of women rate theirs equal to their colleagues.

As you can see there’s many different things you can bring into play, but to avoid over-whelm, why don’t you pick out the ones that resonate and you feel are relatively easy to action. They can be your short-term goals. Then devise a plan of action to address the other elements for the medium to long term.

Wishing you a purposeful, healthy and high-performing week ahead.

Personal Leadership Brand Takes Poll PositioN!

You may have noticed last week that we put a poll together on Linkedin and asked ‘What is the one thing that would be most helpful in better managing your career?’ Thank you to those who took the time to complete it.

We picked four out of five of the topics we are covering in our newly launched Women’s Accelerator Programme. The results are insightful and are listed in order below. As you can see, ‘’developing a clear personal leadership brand’ has come out in poll position taking 30.5% of the votes.

1. Developing a clear personal leadership brand

2. Successfully navigating workplace politics

3. Building and nurturing strategic relationships

4. Managing conflict with peers, team members or bosses

It’s interesting as when I think back to my early-to-mid-career, developing a clear personal leadership brand was no-where on the agenda, whereas in today’s world, the power of the personal brand and the ‘influencer’ movement, have continued to gather pace. Professional positioning helps to advance your career in this day and age without a doubt, so it’s something to bear in mind as you continue to climb up the career ladder.

So why is it important to start to cultivate one if you haven’t done so already?

• If you’re unsure of what your leadership brand is, you’re not managing it and leaving people’s perception about you and your brand to chance.

• By not managing it, you’re not in control of what people think of you. You’re also leaving it up to others to potentially define it for you.

• When you’re in control, you can positively influence what people believe and say about you when you’re not in the room.

• If you’re consciously intent and consistent in role-modelling your brand attributes, you’ll have more influence and credibility.

The question is if you’re talented and ambitious, are you clear about your personal leadership brand? 

If you’re unclear on how to kick start your thoughts around this, here are some guiding points to consider.

• Be future focused: think about how you want your career to evolve – what’s your end goal? When you’ve defined this, ask yourself ‘why’ have you chosen this. The answers from this question will then help you to further hone, tweak and substantiate your end goal.

• Define what you want to be known for and for what you want to stand: when you’re clear about these, they will help define your actions and keep you anchored when dealing with challenging, high-stress situations.

• Know the value you bring and what drives you: clearly define your core values, passions, interests and motivations, as well as your skills and expertise.

 One of the topics we cover in our Women’s Career Accelerator programme is how to define your leadership brand – click here to find out more: https://womens-career-accelerator-programme.lpages.co/1/

CLASH V COLLAB AS THE BIG TRANSITION BACK TO WORK BE

We know that in the rush to respond quickly to the pandemic and associated rules and regulations, business operations have been greatly disrupted. We’ve also seen organisational cultures respond with unprecedented levels of agility, creativity and adaptability.

Interestingly, the Barrett Values Centre Covid research has found that company cultures are now healthier than prior to the pandemic. The organisational values that are now a new part of the colleague experience (because of Covid-19), indicate a desire to continue being responsive to the environment and finding better ways of working together. The research results also indicate that colleagues want this way of being and doing to become the new normal.

As colleagues start transitioning back to work from furlough, and many return to their offices, this is an opportune time for leaders to capitalise on this threshold moment.

Clash or Collaboration

I’ve been having interesting conversations with a lot of people recently, some of whom have been put on furlough and recently returned to work, whilst others have continued working throughout as part of a skeleton staff, juggling multiple workloads.

The conversations have been fascinating and demonstrate the need for companies to understand the sentiment of the various groups as this transition begins.

Here’s two of these conversations that brings this need to life:

Rachel: “Even though to start with I felt overwhelmed with the additional workload, I had to dig deep and really think about how to do things in different ways. Being solution-focused, I worked this through and adapted some of my ways of working. That, together with less meetings and emails to deal with, enabled me to make it work.

“Now colleagues are coming back from furlough, my workload seems to have increased, as I’m having to cope with more emails, more meetings and there’s more people to take into account when decisions need to be made. It’s quite frustrating, and someone else who was in the same boat as me, feels exactly the same. Now I’m contemplating how we can keep the effective ways of working that I’ve introduced, and encourage others to take them up.”

She likened the situation to this analogy “It feels like you’re on a long car journey going at a steady speed, and then you’ve hit a long queue, and you’re having to slow down.”

Flip to the other side of the coin and those returning from furlough are having a very different experience:

Martin: “I’ve just returned to work after three months of furlough, and currently feel like a rabbit in headlights. Things have moved on a lot. It’s been quite a stressful time coming back, because I’m also having to go back into the office and commute. I’m feeling quite frustrated as although I’m grateful to my colleagues for holding the fort, they’ve introduced some new ways of working, and I don’t know why things have had to change.”

As you read this, you can already see that this is a real crunch time for organisations. If leaders don’t understand the collective sentiment of the differing groups, and they don’t make a concerted effort to bring these groups together to create new and better ways of working, then there will be rifts, and dysfunctional behaviours will start to come into play, and an unhealthy culture will start to develop.

This is an opportunity for leaders to jump on. It’s a time to bring people together effectively, whilst demonstrating a culture of care, value and inclusion. Once understanding is gleaned from these different groups, leaders can then act to avoid inevitable clashes, and introduce new ways of working that will benefit everyone.

Prioritising colleagues and really listening to what they need to be able to be at their best in this new climate is critical. As research shows us again and again, creating healthy organisational cultures and an environment in which people feel they belong, are valued and can flourish, leads to a more resilient, effective organisation with more engaged and productive colleagues.

The question is are you a aware of the potential incoming clashes, and can you envisage the negative impact these will have?

Why not use this threshold moment to carry out a culture values assessment to understand what colleagues want moving forward? You’ll get some invaluable insight and understanding and at the same time, colleagues will feel valued. The results will enable you to prioritise what must change to enable the business, colleagues and ultimately customers to collectively thrive. It will also give you a cultural benchmark against which to measure future success as you focus on enabling and driving the desired culture that colleagues have helped to identify.

If you’d like to find out more about our culture work and how we can help at this important time, click here.

Don’t underestimate the mental and emotional pressure we’re under

As this uncertain time continues, the buzz of anxiety and stress continues to reverberate around us. Since the UK’s government’s strong message to ask people to go back to the office a few days ago, it’s probable that anxiety levels have heightened for a lot of people based in the UK,

An insightful white paper ‘Understanding Candidate Motivations In The Face of Covid-19’ finds that although 83% of the one thousand people polled said that returning to a working normality will improve their state of mind, 48% said there was fear around taking public transport and sharing the workplace with colleagues. As this White Paper quite rightly points out, ”we shouldn’t underestimate the emotional and mental pressure that people have been under over the last few months. A simple return to the workplace is not so simple”.

Depending on the situation we find ourselves in, the levels can be higher or lower on a given day, week or month. It’s important for us to manage our stress and help others to manage theirs, as prolonged bouts of stress are detrimental to our health.

Luckily we have the ability to manage it, primarily by:

• Understanding how our brain ticks and why things are how they are

  and by

• Using tools and techniques to manage our stress levels (see below to access our guide to managing stress)

Understanding how the brain ticks

So in layman’s terms, the brain hates not knowing what the future holds. It primarily wants to make sense of the world, and in times like these, it can’t, so it jumps into threat response and from there, a cycle occurs.

The first area to be impacted by this and the associated stress hormones is the hippocampus - the area that looks after our learning and memory. This can put in danger our ability to make and recall memories. Our ability to learn is also negatively impacted too, so if you’ve learnt something new recently and felt more challenged than anticipated, now you know why.  

The other area of the brain that’s impacted is the prefrontal cortex. This is because the blood flows away from this part of the brain in order to get us ready for ‘fight or flight’ mode. Our thinking then becomes impaired, we have less control over our emotions and we can see the environment around us as much more hostile than it actually is.

Another aspect to be aware of is the amygdala (fear and anxiety) which is activated around perceived dangerous situations to help us react to potential dangerous situations.

The other thing to be aware of is if we are constantly stressed, the amygdala can become over-sensitised which means our anxiety and fear levels become more easily triggered.   

So in a nutshell, stress depletes our self-control including our ability to control our emotions, and as you can see from the image above you can now understand how this can ultimately lead to poorer performance and strained relationships.

Prolonged stress also leads to a negative impact on our immune system and this is where workplace burnout can kick in and is the big one to keep at bay. It’s now so prevalent the World Health Organisation recognised it as an international disease in 2019 and defined it as three dimensional:

• feelings of energy depletion or exhausting

• increased mental distance from one’s job

• or feelings of negativism or cynicism; and reduced professional efficacy.

  RECOGNISE ANY OF THESE?

If you do, don’t despair as there are ways of managing stress to avoid prolonged stress and eventual burnout.

Some tools and techniques to manage your stress

Remember that we aren’t at our best when we are at our most stressed. We are more emotional, less creative and focused.

• Manage the balance between being empathetic and getting too caught up in other people’s emotions.

• Be aware of things that trigger you. Give yourself space and time to respond, instead of reacting in the heat of the moment.

• Reframe and reinterpret events so you can perceive them more positively

• Activate yours and others reward network by thinking about and acknowledging past achievements.

• Use Appreciative Enquiry as a technique to focus on the positive and practical.

• Focus on distancing yourself and others from a painful situation and analyse why it happened.

• Give yourself space and time away from your heavy workload to re-energise and allow for creativity to spark.

• Be self-aware when you are being overly emotional. Analyse and decide what’s the root cause, and then put an action plan in place to change.

• Manage your, and if you’re a leader, your team members’ workload – being overloaded with work is still the highest contributor to stress in the workplace (https://isma.org.uk/facts-about-stress)

• Do daily mind and body exercises – even if they are short and sharp, they’ll make a difference.

There are many more practical, everyday tips you can bring into play. I’ve put a 30 Ways To Manage Your Stress guide together which include links to apps and surveys. I’d love you to take advantage and share it with others who may benefit. Download it here and I hope it’s of use.

Who would have thought it… culture transformation in just six weeks!

Who would have thought it….

I rate the Barrett Values Centre (BVC) organisation highly. In fact, I became a Barrett Culture Transformation Practitioner because the tools enable me to help clients understand their current culture, and what colleagues are asking as a collective to peak perform as an organisation in the future.

The results and diagnostics give invaluable insights and open up fascinating conversations to help guide leaders to identify the desired culture that will help the company to thrive. The culture values assessment also acts as a benchmark to measure the success of the team/company culture change as it journeys through its culture change programme.

Just in case you didn’t read them when they launched, I wanted to share the high level findings which are an interesting read. The assessment was created to understand the impact of the pandemic on cultures of organisations from pre-Covid to current times. The assessment also asked people what they felt was required for their organisation to thrive in the future.

Just over 2500 employees around the global took part and the high-level findings were:

• Culture transformation that we’d normally see over a number of years, has happened in six weeks!

• Organisational cultures are actually healthier. Culture dysfunction has declined from 20% to 17% even though we are in a very uncertain world.

• There’s been a shift in personal values. Making a difference, adaptability, caring and well-being are now what’s valued by people in the new world.

• Having a clear and inspiring shared vision to collectively go after is much more important to colleagues (from no 93 to no 16).

• Organisational concerns have shifted from predominantly being bureaucracy, control and hierarchy to caution, confusion and job insecurity.

Personal values reflect what matters most to us as an individual which shapes the way we behave.  When personal values are aligned with those of the company, colleagues feel a sense of connection and are able to bring their full selves to work. 

It’s important to be aware that personal values are fairly consistent over time, however, when life conditions change, this can cause people to re-evaluate and there can be a shift in their values and what they prioritise.

In this area, here are what the results are telling us:

• Four new priority values emerge from pre-Covid to #newnorm: making a difference, adaptability, well-being, and caring.

• The values of continuous learning and family were already present Pre-Covid and have since increased in priority. This shift in values reflects the need that people are feeling to take care of one another amidst the changes and uncertainty in the current culture.

• There’s a huge shift in importance of well-being which has moved from number 26 to number 5 during Covid-19.

Questions to ask yourself as an organisation:

• How people-centred are you being as an organisation as you move forward?

• What priority are you giving to well-being?

• Do your leaders know how to emotionally support their team members?

In the midst of the rush to adapt to the pandemic, there have been dramatic changes in the way employees experience their culture. 

A powerful way to assess a company culture is to measure where the focus of energy is concentrated. When we look at the values before and during Covid-19 and categorise them into key business focus areas, a clear shift in focus is revealed. 

• The traditional “process” focus of finance and effectiveness has been replaced by a focus on people, agility, and communication.   

• During Covid-19, results-focused as an organisational value has shifted from priority no 2 to no 25.

• Achievement has shifted from no 6 to no 50.

• Agility has moved up from no 43 to no 8.

Most companies have shown unprecedented levels of adaptability and agility, in response to the business disruption caused by the pandemic.

Rigid structures and red tape have been cleared away so companies can respond quickly to remain relevant and effective.

• Is your company really listening to its customers and colleagues in response to this huge change, and how supportive has it been?

• How open and effective has your communication approach been?

• What red tape can you lose forever to keep the agile and innovative culture alive?

When the survey asked participants to describe the values and behaviours that would best help their organisation recover and thrive in the future, a strong alignment was found between what people were currently experiencing during Covid-19 and what they wanted to see in the future. 

A metric that Barrett use for analysing how confident employees are in the future direction of their company, is the number of matching values between their current culture and the desired culture. This number of matching values has, in fact, tripled since before the pandemic. This means that many of the values within organisations currently are what employees are asking for going forward. 

There seems to be a desire to continue to be responsive and find better ways of working together.  Participants highlighted they’d like to see continued emphasis on the values of adaptability, agility, digital connectivity, information sharing, and work/life balance as we look to the post-Covid recovery.

• Do you know what your colleagues are collectively asking for in the new world, so that you can act, and they and the company can flourish together?

Covid-19 has brought about a new and improved way of working together and a positive shift in organisational values, but the transformation is not complete. To enhance the recovery, employees are asking for even more communication, innovation, and collaborative ways of working together.  They want a shared vision and to working together to go after it.

• Do you have a compelling purpose, vision and values that your colleagues find meaningful and are united in making happen?

Is your company set up to thrive?

What’s been fantastic to witness on the whole is that people have come together to support each other as they’ve had to deal with this big unknown. I found that was mirrored during a team culture workshop I facilitated recently.

The results of the Global Covid-19 Culture Assessment also point to a similar positive trajectory happening inside companies as colleagues are being prioritised over process and adaptability outshines control.  The degree of transformation we have seen in the last six weeks would normally have required a number of years to take place.     

As organisations continue to respond to changing economic, market, and regulatory conditions, the decisions you make affecting your business setup, purpose, vision, strategy and the well-being of colleagues, are directly tied to culture and values. 

Understanding the shifts in your unique culture, and what is being called for, offers a great advantage to merge what you do with how you do it.   

As research continuously shows us, healthy organisational cultures are more resilient and lead to both more engaged and productive employees, as well as greater financial performance in the long-term.

If you want to talk more about how I can help you as an organisation or your team, please get in touch. To find out even more about the Covid culture results, do listen into the BVC webinar here.

35 Ways....

what would your 35 ways be to keep you and your team motivated and productive?

Do you want to see mine?

Last week I carried out a couple of my Purpose, Vision, Values and Strengths Team Workshops (they’d originally been scheduled in March and designed to be face-to-face). However, as we know, things drastically changed and being used to adapting to change, I #newnormed them and yes, you guessed it, I digitalised them!

They’ve gone down a storm - here’s what the Leader of the 22-strong team had to say:

“Just a quick email to say thank you for yesterday it was brilliant, I have had lots of positive feedback from the team around the session.”

I think we’d all agree that it’s been a hard and gruelling few months as people have grappled with the huge change and uncertainty. In the workplace during the first couple of months of the pandemic, colleagues wrestled with crisis mode which then transitioned into managing a very different new normal. Although anxiety levels have mostly reduced, the anxiety buzz never leaves us, it’s a constant in our lives.

When going through great change and what seems like never-ending uncertainty, one of the toughest challenges for any leader is to keep colleagues motivated, committed and productive.

So if you’re struggling to do this and need a helping hand, you may want to click here to download my 35 Ways To Keep You And Your Team Motivated document. You can see some snippets in the infographic to your right!

And if you want to go one step further and create a purposeful, inspired team and ignite an impetus for cohesion, collective action, do check out my Purpose, Vision and Values team workshop.

FROM PANIC TO POSSIBILITY WITH A PURPOSEFUL APPROACH

The pandemic has changed the business landscape for the medium term if not forever and we find ourselves, like it or not, residing in the #newnorm.

Understandably when companies are struggling, most CEO’s kick into survival mode and focus on profit and the bottom line. They operate predominantly in level one of the Barrett Culture Model (of which I’m a practitioner) which is focused on viability and ensuring stability.  

For the businesses that are thriving in this new world or those managing to stabilise quicker than others, this is an opportune time to reset and ReAlign, in order to stay strategically fit for the future in the new world. Imagination, although one of the hardest things to keep alive under pressure, reaps rewards. The article created based on research by the BGC Henderson Institute, is well worth a read to understand what companies have done in recessions and downtowns, that have led them to outperform both historically and competitively.

It’s a perfect time to relook at your company purpose. Has it stood up to Covid-19 and the fall-out from this aggressive pandemic? Does it still feel relevant given what we’ve all gone through? Does your purpose still open up the opportunities and possibilities it once did when it was first devised pre-Covid?

The other thing to bear in mind is it’s never been so important to engage and involve colleagues. The companies that have managed to do this well through Covid-19 have experienced a positive upturn in their culture and colleague and customer engagement, so why stop there? Why not use this exercise to build on this momentum?

We know that when colleagues are involved and their opinions are taken into account, invaluable insights are gained and the level of commitment rises.

• Do you know what your collective colleagues are feeling and needing?

• What are the themes that are popping?

• What do they feel they need if the organisation is to function at its best in the new world?

• What are the levels of the Barrett Culture Model that they collectively feel will move the company forward?

• What’s the desired culture that will see colleagues and the organisation stabilise and then out-perform?

The CEO Purpose Report 2020 from Brand Pie, is an interesting read - thank you Neil Harrison for bringing it to my attention, and to Chris Holmes and your team for compiling it. Some of the facts and stats I found particularly thought-provoking are the ones that seem to contradict each other - for example, 76% of the CEOs interviewed believe corporations need to shift focus from short-term delivery to long-term value creation, but only 5% have made that shift.

Currently only 28% of the CEOs interviewed are integrating purpose into their decision-making and strategy, even though, purpose-led CEOs have been more successful in increasing efficiency to reduce costs in the last five years. So if this is the case, why isn’t the shift being made?

The millennial generation are also demanding different needs too - 40% of those polled by the Deloitte Millennial Survey 2018 believe the goal of businesses should be to ‘improve society’. In fact, more and more of us whatever our ages, are asking companies to be more purposeful, more environmentally-friendly, more community focused. With CEO’s stating that finding and securing the right talent is one of the key things keeping them up at night, perhaps devising a company purpose should be put front and centre? Even the powers that be are coming together and changing their thinking – an example of this is the Business Roundtable, made up of American’s most influential group of corporate leaders – it seems there’s a ground swell in the making.

So how do you create a purposeful, healthy, high-performing culture? 

Designing your purpose, vision and values in an inclusive and robust way, with an overarching strategic lens, is all-important if a company is going to truly benefit from this approach. The work mustn’t stop at the design phase, as the alignment step approached in a measured, considered and consistent way is equally important.

These two important phases (Culture Capitaliser approach) are how a business will create true, sustainable success. It’ll help the organisation pull away from a competitive market space; open up new territories and partnerships; attract and retain the right talent; engage colleagues, customers and stakeholders; and even attract more investment opportunities.

If you’d like to find out about how I and my talented collaborators Sam Bagnall and Jessica Whitcutt Fagan can help you, please take a look at the ReAlign Workshop and the Culture Capitaliser Approach and Model. For more information on the latter, please get in touch and I’ll send you the introduction pack which gives more details.

Creating a strong team culture to power through the #newnorm

As many of you know, my first module #newnorm – leading yourself with purposeful intent has had fantastic feedback, and based on the themes that have popped out I’ve been honing modules 2 and 3 of the overall #newnorm programme.

So next up is module 2 – Creating a strong team culture in the #newnorm. If you’re struggling to keep your team on track, upbeat and productive; feel uncertain how to emotionally support them; unsure how to build a strong team culture that works in this #newnorm; or have run out of ideas to creatively connect with them, then this module is for you.

Module 2 focuses leaders on their team setup and helps them to create an approach that supports both individually and collectively. The outcome is to ensure that each team member feels their needs are being met, whilst collectively the team is purposeful and agile and there’s a real sense of belonging and inclusion.  

As many of you who know me, culture is a great passion of mine and if you get it right, the world is your oyster! This module kicks off looking at the culture model from Boris Groysberg et al, which is worth a look if you’ve not come across it before. Thanks Sean Robertson for the introduction to it!

The exercises that follow help leaders to identify the relationship and results orientated aspects of the team culture they want to amplify including the company values, followed by a tool that can help them to map individual team members in order to identify the best approach to connect and motivate them. Finally, we’ll get creative on connecting in the world of remote!

If you’d like to find out more, book on the programme or jump on one of two gifted modules (Module 1 – Leading yourself with purposeful intent) next week, please click here.