The Great Resignation & The Future Of Work: Penny Hopkinson Of Manual Writers International On How Employers and Employees Are Reworking Work Together

An Interview with Karen Mangia

Upskilling and Continuous Learning; PwC’s ‘Digital Fitness’ app was designed for its employees to assess and continuously improve their digital acumen. This initiative underscores the importance of continuous learning in a rapidly evolving digital landscape, where skills can become obsolete quickly.

When it comes to designing the future of work, one size fits none. Discovering success isn’t about a hybrid model or offering remote work options. Individuals and organisations are looking for more freedom. The freedom to choose the work model that makes the most sense. The freedom to choose their own values. And the freedom to pursue what matters most. We reached out to successful leaders and thought leaders across all industries to glean their insights and predictions about how to create a future that works.

As a part of our interview series called “How Employers and Employees are Reworking Work Together,” we had the pleasure to interview Penny Hopkinson.

Penny Hopkinson is founder of Manual Writers International® and has an extensive background in journalism as a trade and specialist journalist, international editor, and in various correspondent roles. She launched Manual Writers International® in 1986 to bring a fresh perspective to the operations manuals that underpin quality management systems for organisations that didn’t need BS5750 (ISO9001) accreditation.

She joined the British Franchise Association in 1989 as an affiliate professional advisor, having developed operations manuals for three franchisors, and in 2011 she was appointed a Companion of the BFA. Her experience working with franchisors and franchisees in almost every sector has provided unique insights into the challenges faced by both parties and the power of a well-crafted Operations Manual that evolves with the times. Her book Manual Magic explains how to create the operations manuals franchises need to succeed.

Thank you for making time to visit with us about the topic of our time. Our readers would like to get to know you a bit better. Can you please tell us about one or two life experiences that most shaped who you are today.

Becoming a trade, tech, and then specialist journalist was the first life experience that most shaped who I am today. My earliest recollection of how things work was dissecting my teddy bear. I wanted to know what made him growl, where the sound came from and how it was generated. I graduated to a musical box, but unsurprisingly, the sum of its parts refused to return to the same working order!

My fascination with how things work came from my father, a mechanical engineer. I’d watch him dismantle a clock or the lawnmower in his workshop — a den filled with tools of all shapes and sizes with magical powers to make things work again.

Later, I would make regular visits to his factory during the school holidays. He loved showing me the machines used to expand the raw polystyrene beads and mould them into the packaging to protect precision instruments. ‘That’s how you do it. Now you try it,’ he’d say encouragingly.

At college, my dissertation on the Art of Hot Wire Cutting served me better than I could have predicted. In the margin, my tutor wrote: ‘Have you considered becoming a technical writer?’

I was increasingly drawn into my father’s world of show, don’t tell, throughout my career as a journalist, then as launch editor of Media International, The European Journal for Planners of International Advertising. I represented this monthly tabloid throughout Europe and liaised with global media and the world’s top advertising agencies, coordinating content from 20+ countries for our special issues. It required meticulous project management skills, which would come in rather handy for my second career as an Operations Manual specialist!

The introduction of the new UK quality standard BS5750 (ISO9001) proved pivotal when I freelanced as a quality correspondent for Procurement Weekly and Purchasing & Supply Management. Many organisations require certification to bid for government contracts. A Procedures Manual — for compliance and continuous improvement — is a critical component.

After proving the concept in 1987 with a two-year contract to develop the Underwriting Procedures Manual at Lloyd’s for the Corporation of Lloyd’s based on the Lloyd’s Act 1983 and Multiple byelaws, I launched Manual Writers International® to serve the market that didn’t need formal certification. These organisations understood the value of a well-structured, well-documented system based on quality management principles — i.e., a strong customer focus, the motivation and implication of top management, the process approach and continuous improvement.

I swiftly found my niche in franchising when I collaborated with a top international management consultancy on two Operations Manuals for a well-known health spa and health club franchising globally. I learned that the outcome is compelling when we combine well-structured, well-written Standard Operating Procedures (SOPs) with Total Quality Management (TQM) principles. When the franchisor’s business system is faithfully replicated and applied uniformly across the network, franchisees become successful, and the network becomes profitable year after year.

I set a gold standard for creating the Operations Manual with the British Franchise Association when I joined in 1989 as an Affiliate Professional Advisor. I worked closely with the BFA to update their Franchisor and Franchisee Guides. I subsequently edited the interpretation and extension of the European Code of Ethics and the BFA Member’s Handbook.

In 2011, I was appointed a Companion of the British Franchise Association in recognition of an ‘outstanding personal contribution to the development of Franchising in the UK’.

Let’s zoom out. What do you predict will be the same about work, the workforce and the workplace 10–15 years from now? What do you predict will be different?

Predicting the future is difficult, given the pace of technological and societal shifts. However, discerning patterns can offer a glimpse into the constants and changes awaiting us in the realm of work. Here’s a deep dive into what might remain the same and what will likely evolve in the next 10–15 years.

Constants in the world of work

• Human Ingenuity and Creativity: Despite the rise of AI and automation, human creativity and innovative thinking will remain irreplaceable. Problem-solving, lateral thinking, and the arts will continue to require the human touch.
• The Need for Connection: Human beings are inherently social creatures. Physical meetings, conferences, and face-to-face interactions will persist, even as remote work becomes prevalent.
• Ethical Leadership: The importance of value-driven leadership, organisational integrity, and corporate responsibility will endure. Companies that prioritise these aspects will continue to stand out.

Changes on the horizon

• AI-driven Decision Making: While AI is already prevalent, its role will become even more prominent. From recruitment to strategic business decisions, AI will provide insights based on data, leading to more informed decisions.
• Fluid Work Structures: The traditional 9–5 structure will further dissolve, with more focus on project-based roles and outcomes rather than fixed hours.
• The Global Talent Pool: As remote work solidifies, businesses will harness talent from across the globe, making workplaces more diverse and decentralised.

In a report by the World Economic Forum on the future of jobs, many of these trends are mirrored. The report emphasises the role of AI and automation in reshaping job roles, predicting a shift towards more analytical and specialised roles. Similarly, our focus on human creativity aligns with their projection that roles requiring human ingenuity will persist.

However, where our analysis emphasises the enduring nature of face-to-face interactions, the WEF report suggests a more significant shift towards virtual interactions, potentially reducing the need for physical workplaces.

In essence, while there are overarching agreements on the direction in which we’re headed, the extent to which certain trends will dominate varies based on the perspective. Yet, one thing is clear: the future of work will blend tradition and innovation, with both humans and technology playing pivotal roles.

What advice would you offer to employers who want to future-proof their organisations?

A comprehensive, practical, up-to-date Operations Manual is at the heart of every successful organisation. It’s a comprehensive guide for the owner/manager and their team on how to:

• Conduct business ethically.
• Create a secure, profitable, and lasting business.
• Protect the franchisor’s system and the franchisee’s investment.
• Maintain quality standards and consistency of products and services.
• Guarantee that the brand is presented professionally and consistently.
• Work together more efficiently and effectively — employees can potentially do less and accomplish more.
• Implement an ongoing monitoring system to ensure quality management and compliance.
• Avoid recruiting team members who do not share the same traits and values as the business.
• Troubleshoot problems and find solutions.
• Resolve any disputes between the employer and employee.

Further, the process of documenting an organisation’s know-how and its Business System allows it to:

• Hone and sharpen the business model through continuous improvement.
• Be precise with who is a good fit (or not) for the business and how best to engage with them.

A comprehensive, well-designed Operations Manual is an asset that helps an organisation to:

• Protect their IP. When trade secrets are written down, they’re protected by copyright.
• Implement an ongoing monitoring system to assure quality management and compliance.

My book, Manual Magic: Create the Operations Manual Your Franchisees Need to Succeed, is based on creating a practical, effective knowledge-sharing environment where employees can learn and grow. Although written specifically for franchising, it is a model that can be applied to any organisation.

It’s founded on these M-A-G-I-C principles to support management in achieving success, ensuring the growth and prosperity of the entire franchise network:

1. Mastering the business system: The Operations Manual provides employees with the knowledge and guidance they need to replicate the proven Business System effectively. This helps maintain quality and consistency. It builds a strong foundation for the success of the business.

Achieving consistent brand standards: By defining the organisation’s expectations and guidelines for maintaining brand standards, the Operations Manual helps employees deliver a consistent customer experience. This consistency strengthens the brand’s reputation and fosters customer loyalty.

Generating profits: A comprehensive Operations Manual equips management with the tools and strategies they need to maximise profitability. It includes best practices, proven sales techniques and operational efficiencies that help optimise business performance.

Implementing best practices: The Operations Manual holds invaluable information from the organisation’s extensive experience and industry expertise. By following recommended best practices, employees can confidently avoid common pitfalls and accelerate their path to success.

Complying with all business processes and policies: A comprehensive Operations Manual provides detailed instructions on every aspect of an organisation’s operations: recruitment, marketing, customer service, day-to-day routines, and business development. This comprehensive coverage ensures franchisees have easy access to the information they need to manage their business effectively.

Using a unique approach developed during 35 years of working directly with sole traders, SMEs, multinationals, and social enterprises, I demonstrate exactly how to structure a manual, what to cover and how to underpin the many legal requirements that apply to the workplace.

I explode the myth that all procedure manuals need to be dull, text-heavy tomes that nobody reads. I reveal how to create an engaging knowledge-sharing environment where all team members can participate, learn, and grow — one that can be scaled as the business matures.

What do you predict will be the biggest gaps between what employers are willing to offer and what employees expect as we move forward? And what strategies would you offer about how to reconcile those gaps?

As we navigate the evolving landscape of work, certain disparities will emerge between employer offerings and employee expectations. Recognising and devising strategies to address these potential gaps will be vital for organisational success.

Anticipated gaps

• Flexibility in Work Models: While many employees will seek increased flexibility — encompassing work hours, locations, and models — some employers might resist, fearing decreased productivity or loss of control.
• Compensation and Benefits: As the cost of living and personal values evolve, there might be a mismatch between what employees perceive as fair compensation and benefits and what employers are willing to provide.
• Upskilling Opportunities: The rapid pace of technological change will heighten employee demand for continuous learning opportunities. Employers may lag, either underestimating the urgency or over-relying on external recruitment for new skill sets.
• Mental Wellbeing: Though mental health awareness is increasing, a gap may exist between employee needs for support and how employers integrate this into their welfare programmes.
• Organisational Values: With a growing emphasis on Corporate Social Responsibility (CSR), there might be a disparity between employee expectations of company values and actual corporate actions.

Strategies to reconcile the gaps.

• Open Dialogue: Foster an environment where employees feel comfortable voicing concerns and expectations. Regular feedback sessions can help organisations stay aligned with their workforce.
• Data-driven Decisions: Employ analytics and market research to understand industry standards, employee demands, and economic trends, ensuring offers remain competitive.
• Invest in Employee Growth: Prioritise internal upskilling and provide platforms for continuous learning, ensuring employees evolve with the organisation.
• Holistic Employee Wellbeing Programmes: Move beyond traditional benefits, integrating mental health resources and emphasising a balanced work-life dynamic.
• Authentic CSR: Align company actions with stated values. Regularly assess and adjust CSR initiatives based on societal needs and employee feedback.

Evaluating credibility and accuracy

These predictions and strategies are founded on current employment trends, organisational research, and expert analyses. Sources like the World Economic Forum, Harvard Business Review, and Pew Research Centre have extensively covered the evolving dynamics of the workplace, emphasising areas like flexibility, upskilling, and CSR. Additionally, several HR consultancies, including Deloitte and PwC, have produced studies highlighting the importance of mental well-being and the changing definitions of compensation.

We simultaneously joined a global experiment together last year called “Working From Home.” How will this experience influence the future of work?

The year 2020 was monumental for the global workforce. Millions suddenly embarked on an uncharted journey: Working From Home (WFH). Though initially perceived as a temporary shift, the ripple effects of this ‘experiment’ will undeniably shape the future of work. Let me explain.

• Rise of the Hybrid Model: Post-WFH, many companies will adopt a hybrid model, mixing traditional office settings with remote work. Firms like Salesforce have already championed this, allowing employees to choose their preferred working environment. The reasoning? Capitalise on in-person collaboration while offering flexibility.
• Global Talent Acquisition: With location becoming less crucial, businesses can harness global talent pools. This decentralisation democratises opportunities, allowing companies to hire the best, irrespective of geography.
• Shift in Office Dynamics: Physical offices will transform. Spaces might shift from individual cubicles to collaborative zones, emphasising teamwork and meetings over solo tasks, which can be accomplished remotely.
• Digital Transformation Acceleration: The WFH era fast-tracked digital adoption. Tools like Zoom and Slack became household names. As remote work continues, expect more investments in tech infrastructure, cybersecurity, and collaboration software.
• Emphasis on Work-Life Integration: Blending home and office spheres brought challenges and revelations. A future-oriented workplace will prioritise balance, offering flexible hours and emphasising results over logged hours.

The bigger picture

While the WFH shift was a direct consequence of a global crisis, it revealed latent potential and challenges in the contemporary work ecosystem. In a broader context, this transformation isn’t merely about where we work but how work integrates into life, society, and global dynamics.

This phenomenon exposed the fragility and adaptability of global economic systems. On one hand, industries like travel and hospitality faced unprecedented challenges. On the other, tech and e-commerce saw exponential growth. The disparities in these impacts point to a need for adaptable business models, resilient strategies, and diversified portfolios.

Moreover, the WFH shift magnifies existing inequalities. While some seamlessly transitioned to remote setups, others lacked resources or faced heightened domestic challenges. Addressing this digital and opportunity divide becomes crucial as we build the future.

We’ve all read the headlines about how the pandemic reshaped the workforce. What societal changes do you foresee as necessary to support a future of work that works for everyone?

The world has witnessed significant shifts in the workforce, many accelerated by the pandemic. As Millennials and Gen-Z form a more substantial part of the workforce, societal changes will be inevitable to ensure a future of work that is inclusive and progressive for everyone. These are some of the shifts and their broader context.

• Continuous Learning and Reskilling: With the rapid advancement of technology and automation, the shelf-life of many skills is shrinking. Societies must prioritise continuous learning, with employers, educational institutions, and governments collaborating to provide upskilling opportunities.

For these younger generations, this aligns with their aspirations. They are the YouTube, Instagram, and TikTok generations who value growth and self-improvement. However, they want information when they need it — at the point of need — a topic I cover extensively in Manual Magic. Salesforce Generative AI Snapshot Research among over 4,000 general population adults in the US, UK, Australia and India reveals how the average person is using generative AI. The study uncovers a divided population of super-users and stragglers, how these people are tapping into — or shying away from — the technology and what this means for businesses.

• Emphasis on Work-Life Integration: Unlike previous generations, which separated personal and professional lives, Millennials and Gen-Z prioritise work-life integration. Societal structures, including childcare and eldercare facilities, flexible working hours, and mental health support, will need to evolve to accommodate this.
• Decentralised Workplaces: The pandemic demonstrated the potential for remote work. For a generation that values experiences, freedom, and flexibility, societies may see a move away from congested urban hubs, necessitating the growth of infrastructural support in previously less-populated areas.
• Mental Health Focus: With younger generations more open about mental health discussions, the societal stigma surrounding these issues will continue to erode. Expect to see an increased emphasis on mental wellness in the workplace, healthcare policies, and public discourse.
• Diverse and Inclusive Workspaces: Millennials and Gen-Z are among the most diverse generations yet, driving demands for more inclusive workplaces. This will necessitate changes in hiring practices, corporate cultures, and even broader societal norms and policies.

These shifts don’t merely represent fleeting trends; they signify a redefinition of what work means in the context of one’s life. For Millennials and Gen-Z, work isn’t just a means to a pay-cheque; it’s an extension of their values, aspirations, and the change they wish to see in the world.

Furthermore, as we address global challenges like climate change, systemic inequities, and technological disruptions, the role of the workforce is paramount. By aligning societal structures with the values and needs of its most significant component — the people — we don’t just ensure a productive workforce; we pave the way for a more just, sustainable, and resilient society.

In conclusion, the transformation driven by Millennials and Gen-Z isn’t merely a workforce evolution — it’s a societal metamorphosis. The future of work and society, intrinsically linked, promises to be as challenging as it is exciting.

What is your greatest source of optimism about the future of work?

Human adaptability and resilience. Time and again, humanity has demonstrated an uncanny ability to adapt to changing circumstances. From the Industrial Revolution to the Digital Age, people have continuously evolved, acquiring new skills, and embracing new modes of work. The rapid adaptation to remote work during the COVID-19 pandemic is a testament to this resilience. As challenges arise, human innovation and adaptability ensure not just survival but progress.

Furthermore, with the ongoing advancements in technology, there’s anticipation for:

• Greater Flexibility and Autonomy: Technology allows for more flexible work arrangements, potentially leading to better work-life balance and improved worker satisfaction.
• Inclusive Opportunities: Digital platforms can democratise access to job opportunities, breaking down geographical and socio-economic barriers.
• Continuous Learning and Upskilling: The emphasis on lifelong learning and the emergence of online platforms can make education and upskilling more accessible, ensuring that the workforce remains relevant.
• Collaboration and Creativity: Advanced communication tools can foster greater collaboration across boundaries, leading to more innovative solutions and creative outputs.

While challenges undoubtedly lie ahead, the combination of human adaptability and technological advancements offers promising potential for the future landscape of work.

Our collective mental health and wellbeing are now considered collateral as we consider the future of work. What innovative strategies do you see employers offering to help improve and optimise their employee’s mental health and wellbeing?

In recent years, the future of work has seen a profound transformation. Technological advancements, the rise of remote work, and global events have all played their part. In parallel, there’s been a growing recognition of the importance of employee mental health and wellbeing. Rather than being a peripheral concern, it’s now at the heart of many corporate agendas. Let’s look at some of the innovative strategies employers are deploying.

• Flexible Work Arrangements: Many companies have embraced the idea that a rigid 9-to-5 workday might not suit everyone. Flexible hours, compressed work weeks, and the opportunity to work from home are now more than just perks — they’re often the norm. Such strategies acknowledge different personal rhythms and life demands.
• Mental Health Days: Some organisations now offer ‘mental health days’ beyond sick days and personal days. This de-stigmatises the need for mental recuperation and allows employees to recharge without judgment.
• On-site Amenities: Businesses invest in facilities promoting mental and physical health from meditation rooms to in-house gyms. Some even have in-house therapists or regular wellness workshops.
• Training Managers: Soft skills, particularly emotional intelligence, are increasingly important. Companies are training managers to recognise the signs of burnout or mental health issues and to act empathetically and effectively.
• Digital Detox Policies: Recognising the strain constant connectivity can cause, some companies have policies that discourage or even prohibit after-hours emails and calls.
• Peer Support Programmes: Creating an environment where colleagues support each other can be immensely beneficial. Many companies facilitate peer support groups or mentorship programs to foster such interactions.

These initiatives don’t just represent companies ‘doing the right thing’. They respond to a larger global trend that recognises mental health as paramount. As our understanding of mental health has evolved, the cost of neglecting it — both human and financial — has become evident.

Mental health challenges can lead to decreased productivity, high turnover rates, and increased absenteeism. Proactively investing in employee wellbeing isn’t just ethical; it’s good business. Companies realise that a mentally healthy workforce is more engaged, productive, and loyal.

Moreover, as younger generations enter the workforce — generations that are more vocal about mental health needs — employers must adapt to remain attractive places of employment. The lines between personal and professional life have blurred, and it’s becoming clear that supporting the whole individual, not just the employee, is the future of work.

As businesses navigate the evolving landscape of work, their emphasis on mental health and wellbeing is not just an innovative strategy, it’s a foundational shift reflecting broader societal changes and understanding.

It seems like there’s a new headline every day. ‘The Great Resignation’. ‘The Great Reconfiguration’. And now the ‘Great Re-evaluation’. What are the most important messages leaders need to hear from these headlines? How do company cultures need to evolve?

The recent spate of headlines, ‘The Great Resignation’, ‘The Great Reconfiguration’, and ‘The Great Re-evaluation’ — aren’t merely buzzwords. They’re signals of a seismic shift in the working world. Observing these patterns, here are the crucial messages leaders need to internalise and the transformative paths company cultures should consider.

• Listen to the Undercurrents: These headlines emerged from real sentiments. Employees are rethinking their work priorities, life goals, and what they want from their jobs. For leaders, this means recognising and respecting these changing paradigms and adapting accordingly.
• Flexibility is Non-Negotiable: The Great Reconfiguration has taught us that work models need to evolve. Hybrid models, fully remote roles, and flexible hours are now expectations, not privileges. Companies, rigid in their approach, risk being left behind.
• Purpose Over Paycheque: The Great Re-evaluation emphasises the quest for meaning. Employees, especially younger generations, want to align with companies with clear values, missions, and societal impact. It’s imperative for organisations to communicate their purpose and ensure actions match their rhetoric clearly.
• Holistic Wellbeing is Paramount: The Great Resignation underscored the importance of mental health, work-life balance, and the need for a supportive environment. Leaders must focus on these elements as auxiliary benefits and core components of a company’s ethos.
• Continuous Dialogue and Feedback: Leaders should maintain open communication channels. Actively seeking feedback, involving employees in decision-making processes, and being transparent can bridge the trust gap and cultivate a sense of belonging.

The bigger picture

While distinct, these ‘Great’ phenomena are intrinsically interconnected, highlighting a collective shift in our perception of work. Previously, employment was largely transactional. Today, it’s transformative — a holistic integration of personal values, societal contributions, and professional aspirations.

This shift also reflects a broader societal movement, where the lines between personal convictions and professional responsibilities blur. As we face global challenges — be it sustainability, social equity, or mental health — businesses are expected to play a proactive role.

Leaders, hence, don’t just manage a workforce. They’re stewards of a culture, guiding a community of individuals seeking purpose, balance, and growth. The evolution of company cultures is not just about talent retention or enhanced productivity; it’s about defining a company’s place in the world, impact, and legacy.

In essence, the transition indicated by these ‘Greats’ isn’t limited to workplaces. It’s a clarion call for businesses to evolve, ensuring they are relevant, responsible, and ready for the future — all of which must be reflected in operational detail in an Operations Manual.

Let’s get more specific. What are your “Top 5 Trends To Track In the Future of Work?”

The landscape of work is undergoing a profound transformation. To stay ahead, leaders must be informed and agile. Here are the top five trends dominating the future of work, each with an example.

• Hybrid Work Models: Several tech giants, including Microsoft and Google, have adopted hybrid work models. Microsoft, for instance, announced a ‘flexible workplace strategy,’ allowing employees to work remotely for up to 50% of their workweek. This approach recognises the benefits of both in-person collaboration and remote efficiency, catering to diverse employee needs.
• Upskilling and Continuous Learning; PwC’s ‘Digital Fitness’ app was designed for its employees to assess and continuously improve their digital acumen. This initiative underscores the importance of continuous learning in a rapidly evolving digital landscape, where skills can become obsolete quickly.
• Mental Wellbeing as a Priority: Starbucks, known for its employee-centric policies, offers comprehensive mental health benefits, including therapy sessions. Recognising the toll of the modern workplace on mental health, companies are bolstering support systems for their employees.
• Emphasis on Corporate Social Responsibility (CSR): Patagonia, an outdoor clothing company, has consistently prioritised the environment, donating 1% of its total sales to grassroots environmental groups. Today’s workforce is keenly attuned to organisational values and seeks employers with a sense of purpose and responsibility towards global issues.
• Decentralisation of Talent: Dropbox has embraced a ‘virtual first’ approach, decoupling geographic coordinates from work. By doing so, they tap into a global talent pool, offering opportunities without the constraints of location.

These trends are not isolated phenomena. They’re interconnected responses to broader societal and technological shifts. As digital technology erodes geographical boundaries, companies have a vast talent pool at their disposal. But to harness this talent, they must offer flexibility and growth opportunities. Similarly, as societal challenges, from mental health crises to environmental issues, come to the fore, companies are expected to be more than profit centres. They must be contributors to solutions.

In essence, the future of work is shaped by the evolving expectations of its participants. It’s about employment, engagement, productivity, purpose, and benefits and well-being. Organisations that understand and adapt to these shifts will not only thrive in the future of work but will also redefine it.

I keep quotes on my desk and on scraps of paper to stay inspired. What’s your favourite “Life Lesson Quote”? And how has this quote shaped your perspective?

‘The only failure is to give up trying.’ These words were etched into the little wooden plaque my grandmother gave me when I failed my 11+. I was neither academic nor sporty and not expected to go to university. Few of us did in the mid-1960s, so I left school at 16, However, I went to college to complete a two-year Secretarial & Business Studies Diploma. Unfortunately, with the strain of using a heavy manual typewriter, I developed a condition in both wrists that required operations in successive years and a total of four months of recuperation. That meant I lost the time to increase my speeds and create numerous examples on which the Diploma was awarded. However, I was determined to get my Diploma as my future in journalism depended on it. So, I set to work during the holidays — using an early electric typewriter my parents bought for my final terms.

On attaining my Diploma, I realised that if I set my heart on something and am determined, I can achieve the results that I want. We have a negative attitude to historical failure in the UK. Other societies — such as the US — have a different attitude. They see it as part of a positive learning and development curve. This is what I love about business format franchising: franchisees buy into an ethical, proven system because the franchisor will have made mistakes along the way, learned from them, and built a successful business. I find that entrepreneurs who have failed in one business are often very successful for the next one.

We are very blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US, with whom you would love to have a private breakfast or lunch, and why? He, she, or they might just see this if we tag them.

HE Sayyid Badr Bin Hamad Al-Busaidi. We met in 1985 when he was studying International Relations at Oxford. I had returned from one of my many trips to the Sultanate as a socio-economics correspondent representing Export Times and the Wall Street Journal. I was told Sayyid Badr had a mission to revive Oman’s ancient perfume trade and had recently launched Amouage, which is now an iconic brand. Having toured the perfumery at Seeb and returned to London, his right-hand man, Fred Green, arranged to drive me to Oxford for an interview. Thus began a 40-year friendship during which time Sayyid Badr rose from student to remarkable diplomat and world statesman promoting peace and stability in Oman and the wider region. Although we keep in touch several times a year, the demands of State are such that we can’t spend time over a meal together as we once did. So, I would love to sit down with him in Muscat for a few hours to reminisce about the development of Oman into a stable and prosperous nation and how the lives of the Omani people have changed over the decades since my first visit in 1976.

Our readers often like to continue the conversation with our featured interviewees. How can they best connect with you and stay current on what you’re discovering?

The best way to keep in touch is to follow/connect with me via LinkedIn linkedin.com/in/pennyhopkinson for Manual Magic Moments — my series of hints, tips and commentary on how to Create the Operations Manual Your Franchisees Need to Succeed. Your readers might like to see more about what I do on www.manual-writers.com.

Thank you for sharing your insights and predictions. We appreciate the gift of your time and wish you continued success and good health.

Thank you, Karen, for this opportunity. It’s entirely my pleasure.

About The Interviewer: Karen Mangia is one of the most sought-after keynote speakers in the world, sharing her thought leadership with over 10,000 organizations during the course of her career. As Vice President of Customer and Market Insights at Salesforce, she helps individuals and organizations define, design and deliver the future. Discover her proven strategies to access your own success in her fourth book Success from Anywhere and by connecting with her on LinkedIn and Twitter.