Pull up a chair and get involved!


Our fortnightly events are a great way to come together with a diverse group of like-minded professionals for an open and collaborative conversation. Using engagement as the central theme we cycle around the different areas where we can provide you with the most benefit using BIG PICTURE®. Every topic brings a new angle!


Every Friday @ 9am (GMT+1)

This will enable you to fully interact using our powerful Digital Kit.


On/Reboarding focusing on all Colleagues

as seen through Employer and Recruitment lenses.

An interactive discussion and demonstration

on Wednesday 16th March @ 3p UK GMT

with Finance Partner Hywel Griffiths

There is a shift in recruitment currently with every candidate for every business seeking flexibility. A lot of the time this flexibility is difficult to write into contractual terms. Many businesses now give candidates 100% choice of work scenario; others 50/50. Any business that demands 100% office attendance is difficult to recruit for.

What has instigated the change?

Has the employer now has seen that employees have proved trustworthy?

Gen z seek to work max of 3 days a week and recruiting for entry level roles is very difficult. Currently job market bouyant as there are 27,500 vacancies and 20,000 unemployed in the area of this recruiter giving the upper hand to candidates.

We’ll encourage thoughts from our invited guests and run an interactive format to add to the BIG PICTURE® Digital Board to make new connections and add to the conversation.

Please do join us by clicking on in Linkedin Event via the button here.

Is this your Moment to SOAR like an Eagle?

An interactive demonstration of YourBigPic Strategy.

with Strategy Partner Bryce Biggs

Friday 19th November @ 1030a UK GMT

In our next Live Event on Friday the 19th of November at 1030a GMT YourBigPic Partners Wendy Aspland and Bryce Biggs hope to explore with you how you can re-invigorate the way you plan Strategy.

In many organisations, strategy has become – Same old, same old. Same old subset of participants, same old tools, same old outcomes. A frequent Einstein quote comes to mind here but so does another by Abraham Maslow: “If the only tool you have is a hammer, you tend to see every problem as a nail.

We will look at the benefits of using a new Strategy tool – exploring the use of an appreciative approach to Strategy review and development. Rather than applying a traditional time-worn SWOT (Strengths, Weaknesses, Opportunities, and Threats) approach we will be looking at how we can use an affirming SOAR (Strengths, Opportunities, Aspirations, and Results) approach instead.

Jackie Stavros and Gina Hinrichs co-authors of “Learning to SOAR” talk of:

.. a profoundly positive approach to strategic thinking, planning, and leading that allows any person at any level in any organisation to create strategy and strategic plans through shared conversations, collaboration, and a commitment to action.

The diagram below – from an article in the Journal of Management & Organization (November 2016) by Cole, Cox, and Stavros – shows the framework we will apply:

The SOAR approach demonstrates the benefits of an “everyone in the room approach.” So, it lends itself perfectly to the use of our BIG PICTURE® approach to reviewing opportunities and issues. Rather than a clique-like approach to strategy, we argue for a more inclusive way to plan the way forward.

You might ask – can a more inclusive approach to strategy review and development work? A recent article in the Harvard Business Review – authored by four leading strategy exponents – makes the case for a broad-church approach to effective strategy development and review.

In general, companies benefit most from including a large crowd of very diverse external participants in the first stages of strategy-making (Idea Generation).

Partly because this offers new thinking but even more importantly as it legitimizes a new idea, thereby helping executives to unite around a particular direction.

Participants don’t need very much company-specific information to get the ideas flowing, making secrecy easiest to maintain during this phase.

Stadler, Hautz, Matzler, and von den Eichen in A User’s Guide To Open Strategy.

Their research article describes how Telefónica involves employees in strategy discussions: “The top management team first used social media to discuss strategy with 1,300 senior leaders prior to the bi-annual strategy days in 2013. This helped to de-mystify the event and give a larger group a voice. A couple of years later all 125,000 employees were invited to join and today strategy discussions are ongoing with on average 42,000 interactions every day.”

We hope you will be with us on the 19th to explore how this affirming & inclusive approach can dramatically boost the development & delivery of winning strategies for you and/or your clients. Time to tell your own story – let’s go ..

Talking about Managers!

with Learning Lead Wendy Aspland

Friday 24th September @ 345 for 4p UK GMT

Join us in our next webinar where we’ll be exploring what it is that managers need to learn to better manage their staff.

The State Of The Global Workplace 2021 Report (Gallup) showed that 80% of employees are not engaged or are actively disengaged. In Western Europe, employee engagement sits at 11%. Scary numbers.

The same report showed that negative emotions – worry, stress, anger and sadness – reached record levels in 2020 (even pre-Covid these levels were concerning – negative emotions have been rising since 2009).

It will come as no surprise that managers play a critical role in affecting employee engagement and wellbeing. The CIPD Health & Wellbeing At Work Survey 2021 showed that stress remains to be the number one cause of workplace absence and management style is one of the main causes of stress.

So, if managers play such a critical role, what is it that employees need from them that they are not currently getting?

Through the lens of learning, we’ll think about the skills, knowledge and behaviours that managers need so that they can better manage their staff; and whether they are new or different to previously thought given how the external environment has changed over recent years.

We’ll also look at the impact of a manager’s own levels of stress on their ability to manage well and what they need to learn.

Time to Regenerate

with Strategy Partner Bryce Biggs

Friday 10th September @ 345 for 4p UK GMT+1

In our next webinar we will be discussing the important topic of “Time to Regenerate”. We will be setting this out as a proposition as well as a critical question.

In our session we’re going to try and square the circle – how can we reconcile the extremely low levels of understanding of strategy in most firms with the extraordinarily low levels of employee engagement? Can we do something about this? Are the two related? What remedies are there?

Effectively, we’re going to have management in the dock. They are responsible for developing strategy, and they’re also responsible for motivating and leading their people. Why are they not achieving the goals they set? Something needs to change. As Albert Einstein said, “Insanity is doing the same thing over and over again and expecting different results”.

We are going to be looking at the question of what is strategy in conjunction with how do we get employee engagement? There are many views on strategy. However, it’s essentially about setting concrete, measurable, goals and achieving them.

Sadly, surveys show that most staff and management don’t understand the business strategy. Survey results show as few as 10% of staff understand the strategy. Even in extremely well run and well-driven organizations as few as 29% of staff understand it.

Coupled with this is the fact that employee engagement levels are abysmal. Many of them barely making double digits. A survey undertaken by Gallup in 2020 shows that in the United Kingdom, 11% of staff are engaged. What are the other 89% doing?

Contributing to this very unsatisfactory situation is the fact that trust is in very short supply. The Edelman Trust Barometer for 2020 showed public trust levels in different business sectors in the UK. These ranged from a low of 46% to a high of 69%. And most of them showed deterioration over the previous year.

Also, British business leaders are falling behind where trust and confidence are concerned. Thirty-five percent (35%) of UK employees strongly agree that the employers have a clear plan of action in response to the Coronavirus. Twenty-seven percent (27%) believe that their company cares about their overall well-being. While 28% of UK employees have confidence in their leadership to successfully manage emerging challenges. These are very low figures.

So, on the 10th our challenge is going to be – how do we reformulate our strategy so that most of our employees understand it, and engage with it, to drive us forward?

Connecting with the new High Street

Friday 30th July @ 345 for 4p UK GMT+1

Has the buzz of the high street gone forever?

50% don’t feel the need to visit the high Street due to the ease of online shopping;
25% feel safe enough to venture out to retail and hospitality outlets at the moment;
25% have even gone as far as stating cutting hair at home is safest;
29% state they would not visit the high Street as they did not trust public transport.

Personal behaviour has changed;
Shopping behaviour has changed;
Financial usage has changed;
Safety understanding has changed.

How will businesses be able to recoup financial outlays on storage, mortgage, rent etc

An interactive conversation around the financial impact of the pandemic and online shopping on the High Street. We’ll do this using the BIG PICTURE® Board with business owners from Retail and Hospitality and those who who rent and own premises. Pulling and pushing levers of Finance and Change Management with connections in and around Challenges, Opportunities to re-educate people and businesses to a possible new way of life.

Time to tell your own story – let’s go ..

The Performance Flywheel

Spinning Storytelling

Friday 2nd July @ 345 for 4p UK GMT+1

Join us to learn about creating a momentum in performance through storytelling.

Performance Lead Tunch Tole will demonstrate a sustainable performance improvement strategy built on a sense of purpose, emotional connection, empowerment, inclusivity and involvement at all levels of an organisation. The process can hit resistance if not accepted by all, leadng to low morale due to uncertainty.

The solution we offer is our unique engagement method that is authentic, persuasive and credible. It supports and guides people with their journey – a golden thread that not only ‘joins the dots’ but creates true ownership and a meaningful call to action.

Time to tell your own story – let’s go ..

Learning Needs Dialogue

Friday 18th June @ 345 for 4p UK GMT+1

Be a part of our conversation where Learning Lead Bev Holden shares a recent experience using BIG PICTURE® to discover the learning need rather than guessing or attempting to impose learning on an audience. Following on from our last Learning session around curiosity this is about discovery (of Learning Needs Analysis).

If you’re wanting to activate colleagues before content is designed or shared you’ll avoids danger of infantilising colleagues by inviting them to think about needs as equals, pinpoints what learning would make the biggest difference thereby informing the People Development team about where to spend their budget most effectively.

Time to tell your own story – let’s go ..

You can re-cap on past Webinars on our Blog.

You can watch recordings on our YouTube channel.