TL Dallas, one of the UK’s leading independent insurance broking and risk management companies, announced that it has reached an agreement to acquire Marsh Commercial’s business in the Highlands and Islands of Scotland. Terms of the transaction, which is expected to close in August 2024, were not disclosed. TL Dallas is a fourth-generation family firm, owned by its management and staff and it has been in business for more than 100 years. It is one of the largest, and last remaining truly independent insurance broking firms in the UK, and has offices spanning the UK from Shetland to London. The company has a team of over 165 and provides a full range of commercial and personal insurance services including corporate, small to medium enterprises (SME), trade credit, demolition, farming and agricultural, health and care, books and collectables and private client. As part of the agreement, TL Dallas will acquire Marsh Commercial’s teams in Elgin, Inverness and Kirkwall, adding to its existing business in the Highlands and Islands. Polly Staveley, Group Managing Director, TL Dallas, said: “The acquisition of Marsh Commercial’s business in Elgin, Inverness and Kirkwall represents a significant milestone for TL Dallas, as we continue with our strategy to serve local businesses with local teams, whatever their size. We see this as a major growth region for our business.” Alistair Fraser, CEO, Commercial and Corporate, Marsh, added: “I am pleased that TL Dallas, with its strong presence in Scotland’s Highlands and Islands where it serves personal customers and SMEs, will be the new custodian of our offices there." "As the UK’s leading risk and insurance specialist serving SME clients in over 40 offices, Marsh Commercial will continue to serve SME clients in Scotland through its offices in Aberdeen, Dundee, Edinburgh, Glasgow, Oban, and Perth.” TL Dallas first expanded into Scotland in 1993 when it opened an office in Shetland, drawing on its experience in the shipping and textile industries. In 2000, the company opened a second office in Falkirk, before expanding into both Glasgow and Edinburgh in 2011. Edinburgh is also the city where its founder, Thomas Lessels Dallas OBE (great-grandfather of managing director, Polly Staveley) started his business career in commercial shipping insurance, before founding TL Dallas in Bradford in 1919.

For the eighth consecutive year, GAP Hire Solutions, the UK’s largest independent hire company, proudly sponsors local youth teams nationwide. Since launching in 2017, GAP has supported numerous teams, and for the 2024/2025 season, the company is excited to continue this impactful initiative. GAP's sponsorship helps teams cover essential costs such as new kits, equipment, and entry fees for training facilities and tournaments. Committed to inclusivity, GAP's support spans various sports and age groups, ensuring fair opportunities for all passionate young athletes. Teams Sponsored for 2024/2025: Hopeman Golf Club Juniors, Age 8-18 Golf Club North Motherwell Blues, Under 13 Boys Football Team Brora Rangers Ladies, Age 10-16 Girls Football Team Easterhouse East End United, 5-13 Boys Football Team Bronte Barbarians, Under 16 Girls Rugby Team Darfield Cricket, Age 5 -16 Cricket Club Hillsborough Hornets Disability, Under 16 Football Team North Wales Racing, Under 16 Off-Road Cycling Team Liverpool Basketball, Under 16 Boys Basketball Team Thatto Heath Crusaders, Under 15 Boys Rugby Team Waterhead Warriors, Under 12 Girls Rugby Haunchwood Sports Junior FC, Under 8 Girls Football Team Sandiacre Town Cyclones, Under 10 Boys Football Woodthorpe Community FC Dynamos, Under 8 Boys Football Canvey Pumas, Under 9 Boys Football Glenthorne High School, Under 12 & 14 Girls Football Team Beacons Football Club, Age 7-18 Football Team Welsh Wallball, Under 14 Wallball Team Bridgend Ladies Hockey Club, Under 16 Girls Hockey Team Alton FC Thundercats, Under 12 Girls Football Team Douglas Gordon, Group Major Accounts Director at GAP, commented: “We are incredibly proud of our youth sponsorship scheme. It’s not just about supporting youths interested in sports, it’s about investing in the future of local communities across the country. By providing opportunities for kids from all backgrounds to participate, we are fostering teamwork discipline, and healthy lifestyles." "Our commitment goes beyond financial support, we are dedicated to building lasting relationships and creating a positive impact that will benefit these young individuals for years to come.” Throughout the years, the sponsorships offered by GAP, has created a long-lasting legacy of nurturing local talents, inspiring community growth. GAP will stay connected with all sponsored teams to track their progress, over the course of the year.

St Austell Brewery has announced a partnership with Cornwall Pride as part of the company’s commitment to promote equality, diversity and inclusion (EDI) across its business. To mark this, the two organisations have collaborated on a special charity beer for Pride Month which kicks off this week. Cornwall Pride has been working closely with St Austell brewery to support plans which will ensure a safe and inclusive workplace. The company has set up an EDI steering committee, chaired by chief executive, Kevin Georgel and has also formed an advisory group of over 20 volunteers from across the business to share feedback and ideas from across its pubs, head office, breweries, and depots. These volunteers joined Cornwall Pride last month in brewing a limited-edition pride-themed beer, which is available in pubs across the South West now. Beer is Beer is a 4.2% New York pale ale, packed with citrus and papaya flavours. A 5p contribution from every pint sold will be donated to the charity. Beyond the limited-edition brew the two organisations will also be co-hosting a Pride Inclusion Breakfast with Cornwall Chamber of Commerce at St Austell Brewery’s Royal Cornwall Show stand on Thursday 6th July. Matthew Kenworthy Gomes - the CEO of Cornwall Pride and businesses from across Cornwall - will host the talk with others on inspiring stories about individual experiences of inclusion. Kate Price, St Austell Brewery’s People Director, said: “As part of our growth strategy, we’re on a mission to become the number one employer of choice in the South West. A core part of this is looking at how we ensure all our workplaces - our pubs, breweries and depots - are places where people feel safe, included and accepted, welcoming everyone equally and from all backgrounds." “It’s key for us to form strong relationships with external organisations such as Cornwall Pride, which we can learn from to better understand minority communities in our region and how we can ensure total inclusion - for both our people and our customers.” Beer is Beer is available in select pubs across the South West now. To find your nearest pub serving the limited-edition Pride beer, visit their website here

The 'three-generation rule' which is also known as 'shirtsleeves to shirtsleeves in three generations' posits that wealth and businesses built by the first generation are often squandered or lost by the third generation. This adage suggests that the founding generation works hard to build the business, the second generation maintains it, and the third generation ultimately squanders it. While this narrative is widely accepted and cited, it oversimplifies the complexities of family businesses and ignores the many examples of multi-generational success. Dissecting this rule reveals a more nuanced understanding of family business dynamics and highlights the strategies that can sustain them across generations. The three-generation rule, while rooted in observation, overlooks the myriad factors that contribute to the success or failure of family businesses. Many family enterprises defy this rule, thriving well beyond the third generation. One significant factor is the effective implementation of governance structures. Family businesses that establish clear governance mechanisms, such as family councils, boards of directors, and family constitutions, create frameworks for decision-making, conflict resolution, and strategic planning. These structures provide stability and continuity, allowing businesses to navigate the complexities of intergenerational transitions. Another crucial element that dispels the three-generation myth is the emphasis on education and development. Family firms that invest in educating the next generation about the business, its history, and its values lay a strong foundation for future leadership. This education goes beyond formal schooling to include mentoring, hands-on experience, and leadership training. By preparing the next generation to take on leadership roles, family businesses can ensure that successors are well-equipped to manage and grow the enterprise. The preservation and evolution of family values also play a pivotal role in countering the three-generation rule. Family businesses that succeed across generations often have a strong set of core values that guide their operations and decision-making. These values create a shared sense of purpose and identity, fostering unity and commitment among family members. As the business evolves, adapting these values to new contexts and challenges is crucial. This flexibility allows the business to remain relevant and resilient in changing market environments. Innovation and adaptability are key to the longevity of family businesses. The three-generation rule often fails to account for the capacity of family firms to innovate and adapt to new market conditions. Successful multi-generational businesses embrace change, invest in new technologies, and explore new markets. They leverage their deep industry knowledge and long-term perspective to drive innovation while maintaining the core strengths that have sustained them. By fostering a culture of continuous improvement and adaptation, family businesses can remain competitive and dynamic. The involvement of non-family executives and advisers can also mitigate the risks associated with the three-generation rule. Bringing in external expertise provides fresh perspectives and professional management skills that can enhance business performance. Non-family executives can help bridge generational gaps, implement best practices, and drive strategic initiatives. Their involvement can complement the family’s unique insights and commitment, creating a balanced and effective leadership team. Moreover, the myth of the three-generation rule often fails to recognise the role of effective succession planning. Succession is a critical juncture for any family business, and those that plan proactively for leadership transitions are better positioned to succeed. This planning involves identifying potential leaders early, providing them with the necessary training and experience, and ensuring a smooth transfer of knowledge and responsibilities. Clear succession plans reduce uncertainties and help maintain business continuity during leadership changes. It is also important to consider the role of family unity and communication. Strong family relationships and open communication channels are essential for addressing conflicts and aligning goals. Families that prioritise communication and actively work to resolve differences can maintain cohesion and a shared vision for the business. Regular family meetings, retreats, and facilitated discussions can help keep family members engaged and committed to the business’s long-term success. There are plenty of examples of family businesses around the world that have 'outlived' the three generation rule with the oldest family firm in the UK dating back to 1515, R J Balson & Son, the butchers on the high street in Bridport where they still make sausages today on the butchers block that was used back in the time of the reign of Henry VIII. While the three-generation rule is a popular adage, it does not capture the full complexity of family business dynamics. Many family firms successfully navigate the challenges of intergenerational transitions by implementing robust governance structures, investing in education and development, preserving core values, embracing innovation, involving non-family professionals, planning for succession, and maintaining strong family relationships. These strategies enable family businesses to not only survive but thrive across generations, disproving the inevitability suggested by the three-generation rule. By understanding and addressing the factors that contribute to sustained success, family businesses can continue to be vital economic and social contributors for many generations.

Nearly half of working women (47%) in the UK say that their stress levels are higher than a year ago, partly due to return-to-office policies and long hours, according to a new Deloitte Global report. ‘Women @ Work: A global outlook’, now in its fourth year, surveyed 5,000 women in different sectors in ten countries, including 500 working women in the UK, to better understand the experiences of women in the workplace. Key Findings: In the last year, more women took time off work due to poor mental health; Hybrid working experiences are improving but new return-to-office policies are leading to some women to request workplace adjustments; Those with an unequal share of responsibilities at home are more likely to have poor mental health; Significant increase in women working through menopause related pain. Adjustments needed to manage return-to-office policies This year’s report found that hybrid work experiences have improved in the past months. Fewer women feel excluded from workplace meetings or decisions in hybrid work environments compared to last year (a 35% compared to 43% in 2023). However, flexibility remains a challenge and some women have needed to make adjustments to their work and personal lives following return-to-office policies. New data for this year found that more women in the UK (50%), compared to the overall figure globally (47%), have been asked by their employer to return on-site either full-time or on certain days. Of these women, 32% are required to be on-site full-time. Among the women in the UK asked to return to the office full-time, a quarter (27%) said that it has negatively impacted their mental health and a similar proportion (24%) say it has made them less productive. Furthermore, 44% have asked to reduce their hours, 35% think less of their employer as a result, and 30% have needed to move house to be nearer the office. Jackie Henry, managing partner for people and purpose at Deloitte UK, said: “There are concerning findings in this year’s research that reveal increased stress for women, with factors both in and outside of their workplaces." “Flexibility and work-life balance are critical for good mental health and productivity. Despite the importance of flexibility, it’s concerning to see that fewer women than last year feel supported by their employers to balance their work responsibilities with their commitments outside work.” Mental health challenges and stigma increase More than a third of women (39%) surveyed said they have taken time off work in the past year for mental health reasons, a slight increase of 4 percentage points since 2023 and higher compared to the overall figure globally (33%). However, two-thirds (65%) of women do not feel comfortable discussing mental health at work or disclosing mental health as the reason for taking time off. This is felt more acutely by women from ethnic minority backgrounds; over half (56%) needed to take time off but only 20% felt comfortable sharing mental health as the reason for their absence to their employer. New for this year, the report found that the most common reason they did not disclose was because they were concerned that doing so would impact their chance of career progression (28%). Widening disproportion of women taking on all caring responsibilities The report highlights that women who live with a partner still bear the most responsibility for childcare and care of other adults. This year, nearly half of women (44%) who live with a partner and have children at home bear the most responsibility for childcare, this is down slightly from 47% last year. Nearly 51% of women who are involved in care of another adult say they take the greatest responsibility for this, compared to 53% last year. Even more women working through menopause symptoms A quarter (25%) of women say they have experienced challenges related to menstruation, menopause, or fertility in the workplace. About 40% of women who experience high levels of pain due to menstruation or menopause say they work through it without taking time off work. In the past year there has been a significant increase in the number of women working through menopause related pain (47%, compared to 40% in 2023). This year’s report looks into effects of fertility related challenges on women's work lives for the first time. More women who had taken time off work for fertility related issues found their employer was supportive (29%), compared to those who did not receive the support they needed (18%).

AW Hainsworth, a British fabric manufacturer and vertical woollen mill based in Pudsey, has appointed Paul Dudley as its new Head of Engineering and Sustainability. This newly created role will focus on shaping AW Hainsworth's Engineering and Sustainability strategy and fostering a culture of continuous improvement across the organisation. Paul joins AW Hainsworth with an extensive engineering, environmental, and health and safety management background, having spent the last 28 years predominantly working in the furniture industry. He previously worked for a German textile machine manufacturer in Leeds and has a vast knowledge of textile machinery and processes. Paul has successfully led sustainability projects such as IS0 14064 accreditation and implemented energy-saving initiatives in his previous roles. Paul comments: “Joining AW Hainsworth feels like returning to my roots in textiles. The company’s rich history, manufacturing excellence, dedication to its workforce and environmental impact align perfectly with my passion for sustainability. I’m excited to help embed a sustainable culture in all areas of the business and to be part of a company that heavily invests in the interest of the workforce while putting environmental impact at the heart of everything it does.” In his new role, Paul will focus on several key sustainability initiatives to reduce the company’s carbon footprint, increase employee well-being, and enhance overall efficiency. His initial efforts will include benchmarking data to guide the company’s sustainability strategy and exploring energy-saving operations for various systems and processes. Amanda McLaren, Managing Director at AW Hainsworth, commented, “We are thrilled to welcome Paul to our team. His expertise and dedication to sustainability will be invaluable as we continue integrating environmentally responsible practices into our operations and making significant investments towards evolving into a more sustainable business while maintaining our heritage of quality textiles.” Founded in 1783, AW Hainsworth is known for producing iconic British woollen cloth and high-performing textiles. The company’s rich heritage includes furnishing royal interiors, palaces, and the House of Lords. Hainsworth cloth is also worn by royalty and the military and is chosen by designers, tailors, and garment manufacturers from diverse industries. The specialist textile company is the parent company to Hainsworth Fabric of a Nation, Hainsworth Protective Fabrics, Hainsworth Toptable, Natural Legacy by Hainsworth, John Atkinson, Hainsworth Technical Felt, Northern Rubber by Hainsworth, and Replin by Hainsworth.

A family-run independent pet shop has opened in Aberdeen after the business owner accessed expert support and signposting to funding from Business Gateway. Based in Haudagain Retail Park, Pets & Care offers a wide variety of live animals, pet supplies and services, ranging from food and treats to toys and grooming products. The shop also offers a range of natural food and treats, including raw products. Its team of staff are experienced pet care experts and are all on hand to help answer any questions for first-time pet owners or seasoned professionals. The shop, which officially opened in November, is owned by husband-and-wife team, Otto and Agnes Varga. Originally from Hungary, Otto and Agnes moved to Scotland over 9 years ago. With over 20 years of experience in charge of pet stores in Hungary, and as a former employee of the UK’s leading pet care business, Otto spotted a gap in the market to open his own shop in Aberdeen and approached Business Gateway for support. Otto and Agnes accessed a suite of Business Gateway’s start-up services, including one-to-one support from a dedicated business adviser, as well as advice on their business plan, marketing, and HR. The couple also received advice on managing financial projections and cashflow. Business Gateway was also able to signpost the duo to funding from ABZ Works, which was essential to help purchase the necessary equipment to open their shop to the public. Looking to the future, the couple now have plans to increase the number of live animals they have for sale and are looking to incorporate the sale of fish. Otto Varga, Owner, Pets & Care Ltd, said: “It was always my dream to open my own pet store. We spotted a gap in the market after noticing a real lack of independently owned pet shops in Aberdeen. I wanted to give customers a one-stop-shop experience in Aberdeen where they can purchase all of their accessories, toys and food." “Although I have lots of experience in the sector, I had never run my own business, so the support I’ve received from Business Gateway has been invaluable. I can’t thank our adviser enough.” Keith Smith, Business Gateway adviser, said: “I met with Otto before Pets & Care opened to discuss his business plan and have kept in regular contact with him over the last six months. It’s been really rewarding for me to see his business idea become a reality." “I look forward to continuing to work together in the months ahead as the business begins providing new lines of products.”

The Secretary of State for Energy Security and Net Zero, Claire Coutinho MP, paid a visit to JCB to see for herself the progress being made by the British manufacturer of construction equipment and agricultural machinery on decarbonisation using hydrogen combustion engine technology. The Energy Secretary’s visit started at JCB Power Systems, Derbyshire, where a team of more than 150 engineers are actively engaged in developing hi-tech hydrogen combustion engines for use in JCB machinery. More than 120 engines have been produced so far and many machines powered by these super-efficient engines are currently undergoing evaluation. Ms Coutinho said: “It was terrific to visit JCB to see their pioneering hydrogen combustion engines powering a new generation of diggers. Countries around the world are queuing up to work with brilliant UK businesses, like JCB. It’s our great British tradition of innovation that is creating well-paid jobs across the country and helping us export our world-leading climate change tech." "When it comes to Net Zero, I want Britain to reap the rewards and prosperity it can bring rather than punishing hard working families and businesses. It is incredibly inspiring to see the levels of innovation, dedication, and enthusiasm throughout JCB.” Ms Coutinho met JCB Chairman Anthony Bamford who is personally spearheading JCB’s hydrogen developments. He explained to the Energy Secretary that JCB had already successfully launched a range of battery-electric compact machines, with more than 20,000 battery-electric machines already sold. He went on to highlight that battery-electric technology was largely unsuitable for heavier equipment due to the higher energy demands, and the longer working hours of such machinery in remote locations where access to grid connections is limited. At JCB’s Staffordshire proving ground, the Energy Secretary was shown a hydrogen-powered JCB Loadall telescopic handler at work. After sitting in the cab of a hydrogen-powered JCB backhoe loader, she tried her hand at the quick and easy task of refuelling the machine with hydrogen, which took only a matter of minutes thanks to a purpose-designed mobile refuelling bowser. Ms Coutinho added: “JCB hydrogen combustion engine technology is cutting edge, and it’s going to help Britain stay at the front of the race when it comes to climate change.” Lord Bamford said: “It was a pleasure for the JCB team to show the Secretary of State the wonderful progress that JCB’s British engineers are making in developing a zero-carbon solution to power our machines of the future." "They will need to be powered by something other than fossil fuels and super-efficient, affordable, high-tech hydrogen combustion engines with zero emissions can be answer for the construction industry and agriculture. What’s more, they can be brought to market quickly using our existing supply base.” JCB’s emergence as a leader in zero-emission hydrogen technology comes as governments around the world continue to unveil strategies to develop the infrastructure needed to support the use of hydrogen to drive down CO2 emissions. JCB has manufactured engines since 2004, producing around 200 per day at its UK plant in Derbyshire and 200 per day at its plant in Delhi, India.

A Lancashire hotel venue has struck up a new business partnership with a social enterprise which helps people who are homeless get back into employment. Lancaster House Hotel has taken delivery of a new range of delicious shortbread biscuits supplied by specialist bakery Half the Story. And as the name suggests, there’s more to the tale than meets the eye. The biscuit manufacturer also creates supportive job roles for those who are trying to make a new start after experiencing homelessness. By providing employment, Half the Story helps its employees to earn a wage, develop their skills, build a career path and find somewhere to live. The partnership came about after executive chairman of English Lakes Hotels Simon Berry and managing director of Half the Story Matt Parfitt met at an entrepreneurship conference, where they were both speaking about how business can be a force for good in their respective communities. Lancaster House Hotel general manager Emma Underwood says: “It’s rewarding to get involved with an enterprise which not only improves the offer here at the hotel but also makes a positive impact in the community." “One of the biggest causes of homelessness is unemployment, and access to new job opportunities is a huge barrier to getting people back on their feet too. So we’re thrilled to be working with Half the Story." “Not only do our guests get to enjoy a tasty treat with their teas and coffees, but they are also helping to make a lasting difference to someone’s life and future job prospects." “The biscuits are already proving very popular with guests, with the shortbreads coming in original flavour, lemon and chocolate chip. And wherever we stock the biscuits, there’s explanatory branding to tell the other half of the social enterprise’s story.” Catherine Onions from the Half the Story bakery adds: “The idea behind the enterprise is that every single biscuit we bake and sell brings hope, purpose and dignity back to the lives of those who have experienced the despair of homelessness." “And it’s not just about finding them a new home. Permanent, long term job opportunities and skills development are vital ingredients to helping people make a new start. Our aim is to provide sufficient hours and wages so our team members have the skills, backing and confidence to leave supported accommodation and begin a positive new chapter in their lives.” Half the Story is a joint venture between Grace Enterprises, which provides supportive employment for those with multiple barriers to work, and Green Pastures, which helps secure housing for the homeless. For further information, visit here.

Dead Cats are like the elephant in the room but smellier. When you have a Dead Cat to deal with, your family dynamic will be hard to navigate. As a metaphor, Dead Cats perfectly captures how dealing with the hardest conversations for family members in business together can feel. On the one hand, no-one wants to go there – Dead Cats really smell, are unpleasant to touch and you’re not sure what other surprises could be revealed. Rubber gloves, face masks and nose pegs might all be needed if we are going to get into the relationship clean-up they call for. On the other hand, you have to tackle them: if you don’t deal with the Dead Cats they keep negatively impacting family dynamic. The smell has a habit of getting worse and seeping into everything. When 40 people joined our recent workshop on ‘Burying the Dead Cats’ at Family Business United’s spring conference in London, they were asked to consider how they feel in their relationships when they are not dealing with a Dead Cat issue. The Cool Cats word cloud for this exercise shows that the emotional states they captured were overwhelmingly positive: happy, calm, safe, collaborative, feeling seen, heard and valued, a sense of fun and even joy and excitement. Evidence of a good dynamic. By contrast, when thinking about their Dead Cats, there is a clear emotional shift. Frustration comes to the fore, mixed with anger, anxiety, loneliness, and hopelessness. Notably there was a move from feeling heard and valued to vulnerable and devalued. Both states are probably familiar to you. As humans it’s normal for our emotions to fluctuate. Whether or not our family dynamic is problematic, everyone has ups and downs in their relationships, and everyone has conversations they avoid or handle badly. However, sometimes the ups and downs of family business life become mired in longer term problems, and this is when communication breaks down and rifts emerge. The pressure of being in business together exposes our different wants and needs, brings emotion and then confusion to communication, and makes families in business vulnerable to conflict. What is going on to create this vulnerability? The roots of moods and emotions are sensations called “affect”. Serious depression or anxiety illnesses are called “affective” or “mood” disorders. When we have an affective illness, there will be inflexible or chronic moods that we struggle to shift without help, like depression. Our moods colour how we make sense of everything that is happening. When moods become inflexible, they can shift our perceptions in ways that make little sense to loved ones. Sense, nonsense, meaning, meaningless, “that’s not what I mean”, “you are making no sense!” [I don’t understand] “I don’t believe you” “I can’t trust you” [I don’t feel safe]. It is how things feel that is the main way we make sense of the world around us. When we are not in the grip of a mood illness our moods and feelings vary widely and this is healthy. It is captured well by the Affect Model. Pleasure and discomfort are nature’s way of encouraging learning. Imagine climbing up a ladder – for most of us, the higher we get the more intense it feels, and whether that is elation or fear depends on how safe we feel on the ladder. Look at the states at the top of the ladders in the affect model – where tone and intensity are high - our behaviour becomes reactive and powerful. We feel intolerable discomfort or unsustainable highs, and an irresistible urge for these feelings to go away: to climb down so that we feel comfortable and safe. Feeling off balance and unsafe physically and in relationships comes from our nervous system. Feelings are generated by processes that keep us in balance in life. These include how we adapt to changes during the day, and consistency needs like temperature or energy. Our feelings are instructions to change something to stay in balance, or to stay safe, whether that means taking a paracetamol for a high temperature, eating when hungry or slamming a door and walking out of a row. Models of our physiological needs perfectly describe why and how our behaviour changes when we are calm, distressed or elated. Our feelings and behaviours when we are dealing with Dead Cats, mirror the physical state of being off balance. If you look again at the word clouds, perhaps you can pick up the emotional patterns shown in the Affect Model? In the Dead Cats word cloud can you sense more discomfort and intensity? If you’ve recently experienced a row, can you remember what it felt like physically - did you feel tight, tense, and rigid? Was your (and others) behaviour and language more inflexible and intense? Would you agree this word cloud feels uncomfortable and unsafe? Now look at the Cool Cats word cloud again – isn’t the vibe pleasant? Do you agree the tone is less intense? Can you see the language is more flexible? Would “comfortable” and “safe” be good words to describe this? So, what are Dead Cats and why are they so unpleasant? They are our energised nervous system reactions when our needs are not being met. This is why they are visceral and throw us off balance. They result in a breakdown in communication because being off balance triggers a threat response. Typically, we can all behave in similar inflexible, intractable ways when we encounter a Dead Cat. In our culture and lives we are taught to avoid emotions, instead of experiencing them fully to gain control of them. As we cannot learn what we avoid and can only learn what we experience, we keep repeating the same behaviour. However, as humans we are able to learn greater emotional and social intelligence skills in order to tackle the routine Dead Cats in our lives in a more useful way. Mindfulness is a bit of a buzz word these days but at its heart lie ancient teachings designed to help people cope in war. Many modern, scientifically tested therapies place mindfulness at their centre: teaching people how to control of their emotional states, by being more aware of the feelings they’re experiencing and also choosing not to react. If you would like to explore this further a great read is ‘Acceptance and Commitment Therapy’ by Steven C Hayes – while changing your old habits might feel uncomfortable, tolerating the discomfort can be incredibly useful when dealing with Dead Cats in your day to day life. When a family or team has a room full of Dead Cats, it’s easy to understand how these may even put the business under threat. It’s at this point Alembic are often brought in to help Bury the Dead Cats – to facilitate uncomfortable conversations, expressing and listening to difficult emotions or behaviours, so those involved can express feeling unsafe and understand what has happened and what is needed more deeply. If it’s a rift, the first step to resolving it is processing feelings in a safe way. If it’s not yet a rift but there is a lot of tension between team or family members, Burying the Dead Cats will clear the air, and, as we like to say, can make the impossible possible once more. Every business is different and the issues they face will be unique. It could be a fallout between sibling founders once private equity backing has been secured to develop the business. It could also be that the business experiences an implosion in the relationship between the CEO and newly promoted MD during succession, resulting in the possible loss of the latter and all their experience. In each case there was a huge loss of trust. Nevertheless, we helped both to resolve the problems they were facing. About the Author - Nick Mayhew is the Founder and MD of Alembic Strategy Ltd. If your business is experiencing similar issues to those referenced in this article and you’d like to discuss how Alembic might help you to Bury the Dead Cats please get in touch for a chat (via info@alembicstrategy.com or 44 (0)204 5058068).

Aristocratic entrepreneurs in Warwickshire are toasting the latest international success for their handcrafted drink which has been named the World’s Best Floral Liqueur. St Maur elderflower liqueur was described by judges as ‘close to perfection’ on its way to beating off stiff competition from entries across Europe, North and South America and New Zealand, to claim one of the top accolades at The World Liqueur Awards this month. The award also becomes the latest in a collection of prestigious industry accolades for the drink, which has been personally handcrafted in Alcester by its proud founders William and Kelsey Seymour, Earl and Countess of Yarmouth, since 2020. Previous honours include The American Distilling Institute International Spirits Competition Best in Category; Las Vegas Global Spirits Awards Gold; Swiss Spirits Review Gold Medal, and Great Taste Award 2 Star rating. The World Drinks Awards celebrate the very best of the international recognised styles in the global drinks industry, for taste and design excellence. The judges were made up of a panel of highly respected and experienced experts in the spirits industry. Their notes read: "Elderflower notes and a pink champagne hue greet the senses, leading to a warm palate with a dry finish that transitions into a delightful sweetness. The aroma is bold and clear, with a perfect balance of sweetness and acidity on the palate. The finish is long and charming, making for an excellent tasting experience with hints of floral notes." Tobias Gorn - Drinks Consultant Specialist, Critic and Writer, Chairman on the World Liqueurs Award, said: “As the Chairman of the World Liqueurs Awards - the biggest liqueur specialist competition globally of this kind - I would like to specially congratulate one specific entry: St Maur has won some big accolades before but being the best according to our judges at the World Liqueur Awards is indeed an outstanding achievement but honestly, not a surprise." “We have tasted St Maur before in different scenarios and it was very hard to advise what could make it better or how could it be even better. It is a top product with a lovely personal story behind it. It is an outstanding drink that is memorable and versatile and close to perfection.” St Maur was first produced for guests on the couple’s wedding day, at William’s family home Ragley Hall, in Alcester. Provenance is core to the brand’s success. The wild blossoms used to make St Maur are hand-picked by William and Kelsey and their friends and family in the shadow of trees which grew when William’s ancestors were young. The map co-ordinates on the logo lead to Ladies Wood and an elder grove in the ancient Ragley Woodlands, now cared for by William and Kelsey. William said: “To win world’s best in the floral liqueur category at the World Drinks Awards is a significant achievement, particularly for a hand-crafted artisanal drink like ours. This is a prestigious award, and one of the most prestigious we have won with St Maur." “The best accolade for us will always be the reaction people have when they taste St Maur. This latest award is an extension of that, this time with drinks experts and professionals from around the world doing the tasting." He added: “St Maur started out as a drink Kelsey and I served to our guests on our wedding day. Now, only a few years later, St Maur is recognised as one of the world’s best liqueurs and the best in our category as well as our country. We are very proud of that but it’s really just the start of the story for us." “With such a versatile drink to work with, suited to spritz, cocktails, and sipping on its own or over ice, the world is our oyster, and our plan is to take St Maur, our little drop of England’s heart, out into the world one big milestone at a time.” Visit St Maur here .

A swimming school is celebrating after receiving vital shower and changing equipment - thanks to a £5,000 boost from JCB. Paddles Disability Swim School, based at South Moorlands Leisure Centre, in Allen Street Cheadle, supports more than 50 children and adults from across the country with severe physical needs, including cerebral palsy, to help them strengthen their muscles and enjoy time in the water. The swim school, which has a squad of six swimmers who regularly compete at the Special Olympics, has now become one of the only schools in the area with specialist changing facilities after fitting the new shower chair and changing bed to make it easier for swimmers to get ready. Darren Worthington, whose 14-year-old son Joseph has been swimming at the school for six years, said the new equipment makes such a difference in helping swimmers to get ready for their lesson. Travelling for nearly an hour each way from Macclesfield every Saturday for the half hour lesson, Darren said: “There is nothing like Paddles Swim School anywhere else locally and it is amazing to have the new changing facilities available to us. As a parent it just makes it so much easier to help Joseph get ready and to keep doing what he loves. The freedom of being in the water makes him so happy and without this equipment we just would really struggle to lift and support him as he gets older.” Paddles Disability Swim School was formed with the aim of providing safe and fun opportunities for young disabled people to access water activities. The club now supports children and adults from the age of four with regular recreational and competitive swimming opportunities. Many swimmers compete in regional, national and even Olympic swimming galas.