Trust people to do their jobs: At Addaction we have more than 720 members of staff and it would be impossible and undesirable for me to try to do everything.
This realisation is one of the main changes that I have seen in my 20 years in human resources. There is much more of a tendency for managers to devolve responsibility and trust the people who work for them.
Be open to change: I've worked in both the public and the voluntary sectors.
The public sector is more rigid in its approach to employment, whereas the voluntary sector seems to be more flexible and open to new ideas and influences. We encourage staff to have views and to express them. It's a two-way process, and it's good that our staff are not backward in coming forward.
Don't be afraid to network: I was on the board of the London Human Resources Connection for five years. During that time I was chairman, vice-chairman and secretary, although not all at once.
My time there helped me to form useful connections that I've worked hard to maintain. Without it, I don't think I would be where I am today.
Embrace openness and transparency: We've recently introduced measures that make appointments to our board of trustees much more open. You hear about cases in which people are appointed purely because of who they know.
At Addaction, appointment to the board of trustees is considerably more transparent. We undertook a skills audit of our trustees that allowed us to identify what skills we were lacking and appointed the people we felt we needed.
Remember that skills are transferable: There can be a tendency to think that what works in one field is not applicable to another. I disagree.
I've worked for a large number of organisations and one basic rule holds true - you need to treat people as adults and listen to them.