So, how does this belief manifest in the way you approach being a boss @poachedcreative?

This was the question Spark + Mettle posed, via Twitter, in response to Lara:

swantwothree 

@SparkAndMettle: brilliant @poachedcreative boss @jessicatsmith is big believer in importance of enjoying work & the social impact it makes

It got me thinking.

Staff and volunteers alike say Poached has a good atmosphere where everyone looks out for each other, people generally like being in the office and, at least they tell me, they feel supported and happy to be working.

How much of that is down to the people we attract and how much of it down to careful management and design I can't say. I guess they feed off each other.

Here are my answers:

jessicatsmith 

@SparkAndMettle Tough question for a tweet! 1. recognise that work is just part of someone's life 2. encourage staff to support oneanother

jessicatsmith 

@SparkAndMettle ...socially and professionally 3. take the chance to have some fun now and then, eg close office early for a snow day or BBQ

A lot of it also has to do with our office buddies Mediorite and YH World who share our values and constantly push for a better working environment.

I'd be interested to know if anyone out there has recent research or further thoughts. Tweet @jessicatsmith @poachedcreative @sparkandmettle or comment below and we'll RT you.

First Christmas, first paid staff member and funding help

Having your first company must be a bit like having your first baby. Here we are, approaching our first Christmas. Everything's new, we're making some mistakes, relishing all the experiences and learning so much every day.

This week we offered a job to our first member of staff through the Future Jobs Fund, which means we'll be reimbursed for their wages for 25 hours per week and they'll receive expert coaching from social enterprise Striding Out.

It's an exciting step. We'll have to set ourselves up to pay National Insurance and monthly wages. And I'll have someone to help me with everything from sifting through tender opportunities to chasing invoices and helping us minimise our impact on the environment. After the first six months, we'll have to ensure we can afford to keep paying her without the Future Jobs Fund help. Quite a responsibility. But my hope is that our new person will more than pay for herself.

The other thing I'm doing right now is trying to secure some more funding to run more Poached programmes in the new year. Strange that as a communications professional I should have so much difficulty articulating my case to a funder. I think the problem is that when you're so close to something it's nearly impossible to see the best way to describe it to someone else. Fortunately, I was offered some free consultancy with PA Consulting through UnLtd. They took a look at a specific funding application and then took me right back to basics in terms of the impact we are having, how and why we're the people to do this kind of work. What a relief! I've now got an outline proposal to work on and a lot more confidence that I can convince funders that we're worthwhile. Well, of course we are.

This week was also our first Christmas party with a mixture of supporters, clients and trainees coming along. Incredible to think that at this time last year, Poached was still just an idea. We didn't have any funding, didn't have anywhere to work from and didn't really have much of a clue. Now we've got clients, trainees, staff, a shared office, an identity and an emerging culture of our own.

Just want to finish, then, with a big thank you to everyone who's helped to get us this far.

There will be time...

It's been a busy few weeks and I had two new trainees start today. Things are really moving on quickly, meaning I've got to work hard to keep up.

First, there's the training. This is priority number one. I've got three people now relying on me every Thursday to give them training, guidance, feedback, work and support. If I do nothing else I have to make sure I get that right.

Second, there's the business essentials. Make sure there's somewhere to train out of. Make sure the paperwork's filled in. Account for the money spent so far. Try to make sure we've got enough computers, the right software, people to train and work to do.

Third, there's the business development. By which I mean business survival. We need more funding, we need paid work, we need organisations that are willing to pay us to train their beneficiaries. I'm finding it difficult to get the time to sort all this out.

Fourth, there's the professional development. I need to learn from this pilot, develop as a leader, influence others, build contacts and maintain existing relationships.

Finally, there's the people. Now if I'd really done this in priority order I would have to put them first because without them, none of this could happen. There's Angela, Jeevan, Chris and Brij, my trainees, who inspire me to get up every morning and work late into the night. There's Saba, Chris and Martine, Claire and Louise, who are all successful professionals in their own right and have volunteered their time to contribute (or promised to contribute) to the training programme. There's Claire, my development manager at UnLtd, without whom I'd have no money (and probably very little sanity). There's Sophy, Chris, Otu and Paul who are all helping in an advisory capacity with their various areas of expertise. There are my contacts at CDG - Michael, Kemi, Darren, James and Natasha who have all helped me get office space and people to train. There are my colleagues and bosses at work (the paid variety) who have been so supportive of this new venture. Then there are all the people - my flatmates especially - who just support me as a person to get all this done.

I'm afraid this is a really boring blog post - it doesn't think of its audience, it doesn't add anything of wider value, no links, no pictures, no particularly stylish use of language - just about everything I've ever told my trainees not to do. But it's going up for the record as a massive thank you to everyone involved so far.

The gentle art of delegation

In my seven or so years as a manager, delegation was a skill I developed fairly organically. Like most things I do, I tried to put myself in the shoes of the other person, tried to understand what their questions and concerns might be and tried to make sure I gave them the right mix of freedom to do the job as they saw fit, backed up with instruction and support where needed.

I think my tendency, as a more junior manager, was to learn exactly what needed to be done through doing it myself, then walk the other person through it in detail. This is fine if the person is inexperienced and unsure of their abilities but it doesn't do much to foster self-sufficiency or even to improve what might have been a flawed process.

Over time I've taught myself to step away more and allow the people I'm delegating to the freedom to do things their way - a focus on outcomes over process. There's a very simple graph that illustrates this but the concept of leading an individual or team through the various levels of delegation is actually quite a powerful one.

Done well, delegation can really pay off for both sides. The employee benefits from having the freedom to do a job in a style that suits them and from the chance to develop their skills in a supportive environment. The employer is able to release time for other things and benefits from motivated staff who are continually building their skills and taking on new challenges.

Of course, this could all sound like wishful thinking except for the fact that it actually works. Over the last few weeks Angela has taken on lead responsibility for a major web project, has conducted interviews with case study subjects and is now seeking out two laptops for the new trainees who will start in a couple of weeks. This week she suggested that she'd like to keep volunteering with Poached beyond her 12 week traineeship, which is fantastic news for me.

So, what are my tips for successful delegation?

• Ask what people want to do and how they want to develop - then find relevant tasks to delegate.
• Explain why you need something done. Eg, we really need these laptops in two weeks' time and it would be incredibly helpful for me if you could sort it out.
• Ask for the person's ideas of how to tackle a problem and talk through any differences in approach.
• Be clear how much responsibility you are delegating. Eg, I'm happy for you to do this however you see fit, or, can you write up a plan and run it past me?
• Give ample opportunity for questions and clarification.
• Check that they are comfortable with the task and ask if there's any support they need.
• Work out together how success will be measured.
• Check progress.
• Be sure to give clear feedback using real examples.