Search Results

I had a great day this week working with a group of clients at which I introduced some radically different ways of thinking about organisational structure and culture.  They were based around a philosophy that I’ve seen implemented over the last few years and which genuinely create a newer, fresher and more effective kind of business. But they are VERY different from the corporate norm! Afterwards two people asked me separately “So if this stuff is so great, why isn’t everyone doing it?” It’s an excellent question and I think the answer is twofold. Firstly, many larger companies structure themselves for order and compliance.  It feels safe and solid and, after all, if it’s worked well for years, why fix something that isn’t broken, right?   But it is broken.  Very broken.  Employee engagement in these organisations is often catastrophically low.  And no matter how “passionate” people appear to be on LinkedIn, they really aren’t.  The vast majority are turning up for the paycheck and longing for something better.   Companies like this fight tooth and nail with one another in a finite game to beat the competition.  They try to make out that they are somehow different from the others, but they very rarely are.   But, radical cultural change in a big organisation is incredibly hard.  It really is like trying to turn around an oil tanker.  And so they don’t bother, continuing to try and deliver safe, predictable performance while being unable to respond to the rapidly changing world around them. Secondly, those of us who set up our own small businesses have often worked in organisations like this.  And so we carry the paradigms and working practices from them into our new ventures.  Again, if order, structure, procedures and rules worked there, then surely we just need to do the same? This represents a huge opportunity lost.  Innovative and agile small businesses really can respond quickly to the shifting sands of fortune, but only if they set themselves up to do so.  If every decision has to go up to the managing director to be considered, diluted and approved then they become little more than smaller representations of bigger, corporate behemoths.    I think that people generally feel safer with what they know.  But the truly transformational businesses of the future, the ones who really make a difference and succeed with be those that take a different path. Fear holds us back and we anchor ourselves to the supposed certainly of our old ways of working.  In his famous poem “The Road Not Taken”, Robert Frost wrote: “I took the road less travelled by, and that has made all the difference.” It’s this path that the best organisations of the future will take as well.  Shaking off the shackles of their past and seeking to work in newer and more innovative ways.  Setting the agenda rather than following the crowd.Finding out what really is up there in that big, blue sky. They will trust people to make the right decisions and accept that this means mistakes will be made.  They will genuinely allow their teams to show up as they truly are and not as another version of the corporate norm.  And they will build all of this on the foundation of a deep understanding or the organisation’s deeper purpose.  These are the behaviours that will mark out the greatest organisations in the future. So for you, your life or your organisation. What’s holding you back?  Are you stuck in old ways of working and relating to the world?  Or could you take a different, wilder and scarier path into something altogether better?

There’s a lot in the news at the moment about the UK Government trying to get more people back into work who are off with long term mental health problems. On the face of it, that seems like a good thing. Unfortunately though, I fear that what will actually happen is that people suffering from depression and anxiety will be sent back to work in the very environments that contributed to their illnesses in the first place. I speak from first-hand experience. A crucial thing to understand in the current narrative is that “low-level” mental health problems (as the external experts have categorised them) feel anything but when you’re in the teeth of them. Tearfully dragging yourself back to work day after day is a truly awful experience that many, many people have to suffer. My main point is this: finding new jobs for sufferers is only a sticking plaster on the problem. At the root of a lot of people’s trauma is a fundamentally broken working culture in a lot of the UK. Many corporations don’t trust and empower their people, despite making right noises to the contrary. Their staff have no sense of agency or any sense of contribution to a greater purpose (raising the share price for the benefit of shareholders doesn’t count). Whether in manual or professional services jobs, many people are treated as an expensive inconvenience from whom as much “productivity” as possible needs to be extracted. When this is the reality of your day-to-day, fruit bowls in the office and dress-down Fridays really don’t cut it I’m afraid. Now there are definitely some businesses out there doing the right things. I’ve worked with some great ones and also others who are taking the right steps on the same journey. But there are a lot of organisations who aren’t, despite making the right noises to the contrary. So how might we address this? Here are a few thoughts, though far from an exhaustive list: Focus on your people, not the bottom line A lot of businesses spend 90% of their time obsessing over the numbers and trying to steer their people into line with the data. The funny thing is, when you employ excellent people then truly trust and empower them to make decisions and do the right things, the numbers have a habit of dropping into place naturally. This advice stands irrespective of the size of your company and the industry or sector you work in. Yes this will involve people making mistakes despite their best efforts. You need to get comfortable with this fact. Give your people a sense of purpose When organisations have a genuine sense of purpose that their people can get behind, staff engagement goes through the roof! I don’t mean a mission to increase the share price, or that ever-bland statement “to be number one in our sector” (what does that even mean?) I’m talking about a desire to make a real difference through the work you do. A mission to build something amazing that people will really want to be a part of. An exciting purpose coupled with a compelling vision that inspires the right people to want to join you on the journey. “Work hard and play hard” Lots of companies are good at the first part. And don’t misunderstand me, great organisations are usually demanding places to work. To be truly excellent usually requires it. But when everyone’s efforts are recognised and rewarded, when organisations take time off to recover as seriously as time switched on to deliver then then their people will be healthier and happier. Take mental health seriously Many organisations have made great strides in this area in recent years. Your workplaces need to be safe spaces where people can raise a hand and say “I’m struggling” without worrying that it’ll affect their career. We need to build psychologically safe spaces in our businesses where our staff don’t fear making genuine mistakes. Where we are safe to say “I don’t have a lot of work on, what else can I do to help.” Working in an environment like this goes a long way to minimise negative impacts on the mental health of our teams. An “awareness day” once in a while, with nothing of substance to back it up, is a drop in the ocean of a significant problem. In ending this piece, I want to be clear that these steps are not a panacea to solve all work-related health problems. Especially not the ones related to mental wellbeing. People get ill for all sorts of reasons and proper, professional treatment and medication are often necessary too. But whether our staff are ill because of work, or work is just an exacerbating factor to an existing condition, there is an awful lot that we can do to help with the problem. So how about you? What could you start to change to make your place of work a truly better place for the people who work there? Photo by Nik Shuliahin on Unsplash

Now go and read your team or organisation’s vision statement (assuming you have one). Having read it, how did it make you feel? Did it excite you? Did you have an overwhelming sense of “I can’t wait to get up tomorrow morning to go and make this happen”? Or “THIS is something I want to commit a chunk of my life to”? Why not? If you don’t feel genuinely inspired by the long-term vision for your organisation, how will you expect any of your staff to be? And sidenote: If you’re experiencing low levels of engagement from your team, then before thinking about free donuts* or dress down Fridays, this would also be a good place to start. I’m genuinely interested to know if your organisation has a snappy statement of vision or purpose. Get in touch and let me know what it is. *That said, I am always open for free donuts! Photo by John Matychuk  on Unsplash

In the ever-evolving world of business, success is often contingent on staying ahead of the curve, adapting to change, and continuously improving. This is where business coaching comes into play. But not all coaches are created equal. In this blog post, I will explore the concept of "The Inside Outsider" and why a personalised, adaptable coaching approach is crucial for sustainable growth. Close to the Team, Yet Not Part of the Machine "The Inside Outsider" is a unique breed of business coach. They walk a delicate line, being intimately close to the inner workings of your company while remaining detached from the daily grind. This position grants them a special vantage point, one that enables them to understand your business on a profound level while maintaining an outsider's perspective. Asking Seemingly Naive Questions What sets "The Inside Outsider" apart is their ability to ask seemingly naive questions. These questions, often rooted in curiosity and a fresh perspective, can unearth hidden inefficiencies, opportunities, and innovative solutions. It's this capacity to challenge the status quo that distinguishes them from the generic franchise coaches armed with standardised templates and tools. Tailoring Methods to Your Business One key reason why generic franchise coaches may not be the best fit for every business is their rigid approach. A successful business coach needs to understand your specific context and adapt their methods accordingly. "The Inside Outsider" is equipped to shape their coaching techniques to suit your unique circumstances. They understand that no two businesses are identical, and what works for one may not work for another. Accountability Without Fear Accountability is a cornerstone of effective coaching. "The Inside Outsider" excels in holding you accountable, calling you out when necessary, and pushing you beyond your comfort zone. Importantly, they do this without the fear of jeopardising their own career within your organisation. This unique position allows for candid feedback and ensures that your business remains on the path to growth. Working with the Coachable Lastly, "The Inside Outsider" operates on the principle that a good coach would rather not work for a client than work for one who is not coachable. They recognise that a successful coaching relationship is built on mutual respect, trust, and a willingness to embrace change. If a client is resistant to feedback or unwilling to adapt, "The Inside Outsider" will advise on the best course of action, even if it means parting ways. In conclusion, "The Inside Outsider" represents a distinct type of business coach—one who possesses the rare ability to bridge the gap between insider knowledge and an outsider's perspective. Their capacity to ask probing questions, tailor methods, and hold you accountable without fear is what sets them apart in the world of business coaching. So, when seeking a coach for your business, consider looking for that 'Inside Outsider' who can bring a customised, adaptable approach to help you thrive in an ever-changing landscape.

Jim Collins' groundbreaking book "Good to Great" has become a cornerstone in the world of business literature, offering profound insights into what separates good companies from great ones. It's one of the first books on organisational strategy I ever read, and was what set me off along this road to helping businesses with theirs. Over 15 years later, I often come back to it for inspiration. One of the most memorable concepts introduced in the book is the Stockdale Paradox. Named after Admiral James Stockdale, who survived seven years as a prisoner of war in Vietnam, this paradox holds invaluable lessons for leaders, entrepreneurs, and anyone looking to achieve greatness in their endeavours. In this blog post, I'll delve into the Stockdale Paradox, exploring its origins, principles, and how it can be applied to achieve success in your professional and personal life. The Stockdale Paradox: A Tale of Resilience The Stockdale Paradox is named after Admiral James Stockdale, a highly decorated Vietnam War veteran and former Vice Presidential candidate. During his time as a prisoner of war in the infamous Hanoi Hilton, Stockdale demonstrated incredible resilience and leadership in the face of unimaginable adversity. The paradox emerged from his experiences and wisdom gained in captivity. Stockdale's perspective was that he never wavered in his belief that he would ultimately prevail and return home. He had unwavering faith in the long-term, paired with the brutal honesty to confront the harsh realities of his current situation. He understood that to overcome immense challenges, one needed to maintain hope without ignoring the stark facts. Embracing the Stockdale Paradox Confronting the Brutal Facts In the business world, this means addressing the harsh realities of your situation. To make a company "great," leaders must have the courage to acknowledge their organisation's flaws, weaknesses, and external challenges. Never Losing Faith At the same time, leaders must maintain unwavering faith in the organisation's ability to overcome adversity and achieve greatness. This faith serves as a guiding light through the darkest times. Balancing Hope and Realism The essence of the Stockdale Paradox lies in its balance. Leaders need to find the equilibrium between hope and realism, recognizing that short-term setbacks are just stepping stones on the path to long-term success. Applying the Stockdale Paradox to Business Leadership Effective leaders exhibit the Stockdale Paradox by encouraging open communication and facing challenges head-on, all while maintaining a vision of the company's long-term success. They foster resilience and inspire their teams to persevere. Strategy Great companies develop strategies that are built on the principles of the Stockdale Paradox. They identify and address weaknesses and challenges, understanding that these are essential components of the journey to greatness. Simultaneously, they maintain a clear and compelling vision of where they are headed. Corporate Culture An organisation that embraces the Stockdale Paradox encourages a culture of resilience, adaptability, and innovation. Team members are empowered to confront adversity with hope and determination, knowing that they can overcome challenges together. The Stockdale Paradox in Life The Stockdale Paradox is not limited to the corporate world. It has profound applications in our personal lives as well. Just as in business, we must confront the harsh realities of our circumstances while never losing sight of our long-term goals. This approach allows us to endure hardships and emerge stronger. The Stockdale Paradox is a powerful concept that serves as a guiding philosophy for leaders and individuals alike. By combining unwavering hope with a clear-eyed view of reality, we can navigate life's challenges and achieve greatness in both our professional and personal endeavours. As Jim Collins discovered, embracing this paradox is a crucial step on the path from "good to great."

In the fast-paced world of business, leaders often find themselves caught in a perpetual cycle of managing urgent tasks, attending meetings, and navigating the complexities of their roles. In the midst of such chaos, the idea of dedicating time for coaching might seem like a luxury that busy business leaders can ill afford. However, it is precisely during times of heightened pressure and hectic schedules that the value of coaching becomes indispensable. High quality business coaching has been instrumental in the success of my own business. Here are some thoughts on the benefits: Strategic Decision-Making: Coaching provides business leaders with a unique vantage point to step back from the day-to-day grind and reflect on their strategic decisions. In the rush of responsibilities, it is easy to lose sight of the bigger picture. A skilled coach can help leaders clarify their goals, refine their vision, and ensure that every decision aligns with the long-term objectives of the organisation. Effective Time Management: Paradoxically, carving out time for coaching can enhance a leader's ability to manage their time efficiently. Through coaching, leaders can gain insights into their working habits, identify time-wasting activities, and develop strategies for prioritisation. The investment in coaching pays off as leaders become more adept at allocating their time to tasks that truly contribute to the growth and success of the business. Stress Reduction and Well-being: The demanding nature of leadership roles can lead to burnout and stress. Coaching provides a safe space for leaders to address their concerns, manage stress, and develop coping mechanisms. Investing time in coaching is an investment in personal well-being, contributing to improved mental resilience and a more sustainable approach to leadership. Enhanced Leadership Skills: Even the most accomplished leaders can benefit from continuous improvement. Coaching offers a tailored approach to skill development, focusing on the specific needs and challenges faced by each leader. Whether it's honing communication skills, mastering conflict resolution, or refining emotional intelligence, coaching provides a customised roadmap for skill enhancement. Team Engagement and Productivity: Effective leadership is not just about individual performance but also about fostering a thriving team. Coaching equips leaders with the tools to understand and leverage the strengths of their team members, resulting in increased engagement and productivity. By investing time in coaching, leaders indirectly invest in the success of their entire team. In the demanding landscape of business, the temptation to forgo coaching in the name of productivity is understandable, but it is ultimately counterproductive. Leaders who make time for coaching find themselves better equipped to navigate challenges, make strategic decisions, and lead with resilience. The investment in coaching is not a drain on time but a strategic allocation that yields returns in the form of enhanced leadership skills, improved well-being, and a more productive and engaged team. As the saying goes, "Investing in yourself is the best investment you will ever make," and for busy business leaders, coaching is a pivotal part of that self-investment.

I wrote the other day about my purpose statement: “Building a better world through more meaningful connections and insights.” At a first reading, that opening statement might seem a little ambitious, even arrogant perhaps. But to me, it isn’t. Firstly, I think we owe it to ourselves to set big goals. As the old saying (sort of) goes “Aim for the stars, because even if you miss you’ll still end up higher than if you didn’t.” There’s nothing wrong at all with a big goal. Humankind has only made the leaps forward that we have because someone had the vision to think big. Secondly, it’s up to you to define how big your world is. If your world is just your workplace, street or town then making it better is still a worthy goal. The whole world gets better when we each improve our corner of it. What can you start to do today to build a better world? Even if it’s only a tiny action, they all add up. #positiveleadership #strategicthinking #businessdevelopment

“We are an award winning and exciting brand agency.” “We are an innovative and multi-disciplinary design consultant.” “We are a family-owned engineering business.” You are not alone. Far from alone and that’s your biggest problem with business development. I see a LOT of companies who describe themselves in this generic and formulaic way. Unfortunately, at a first glance, none of you look appreciably different to your competition. Award winning? Your client probably doesn’t care. Family-owned? Your client probably doesn’t care. In business for 50 years? Guess what...your client probably doesn’t care. So what makes you different? How do you really stand out? Two things: Think about who you help - be very specific! Think about how you help them - again, be very specific! And then describe what you do in those terms. Make your message all about your client and not about yourselves. Help them to see quickly how you can help them (or not). Then you’ll really start to stand out. If you want a bit of help to understand how to make this happen for your company, then we should definitely have a quick chat. #positiveleadership #strategicthinking #businessdevelopment

The first time I heard the phrase “business development” or to give it it’s common abbreviation “BD”, it was in the context of a conversation about increasing short-term sales for an organisation. Since then I have found that the two expressions are used interchangeably to the point that, in many people’s minds, they often mean the same thing. However, I don’t believe that is true. There are fundamental differences between what takes place in sales and BD activities. To me, sales is the tactical process of finding new leads, building relationships, developing proposals and eventually converting a proportion of them to won work. It probably also encompasses the follow on work related to Key Client Management and maintaining great client relationships. Business Development, on the other hand, is a much wider field. Proper, structured BD work considers the overall business strategy for new work: What do you do? Who needs that? How will you find and engage with them? When working on a BD strategy (and strategy is the operative word) we have to dig deeply into each of these areas: Not just what do you do in a generic sense, but what do you REALLY do? Why would the client pick you and no one else? This needs to be VERY specific and often involves hard decisions about what to stop doing too Not a cursory assessment of who needs it, but a deep study of your ideal clients, their pain points and how you are the best team to solve them Not just a basic action plan for ringing around clients, but a thorough consideration of how you need to engage with them. The effects of this on the shape of your business and the people in it (new hires, JVs, partnerships etc.) Time wise, we need to look much further ahead than the next week, month or quarter. For a proper BD strategy we have to think about the way that our world is going to change in the next 5-10 years and how that will affect: Our clients Our team The structure of our business So perhaps we could summarise sales as the day to day, operational activity and BD as the wider strategic picture? Of course you may not agree and that’s fine. But I honestly believe that all organisations need more than just a quarterly sales plan. Everyone needs a thorough BD strategy which takes a lot of thought and effort to develop. And then the discipline to review it regularly and live by it. It’s always time well spent though as you develop that work winning plan to take your organisation confidently into the future. If this all feels like a bit of a minefield (on top of everything else you have to do), then I’d be happy to have a chat about ways in which I can help you. #positiveleadership #strategicthinking #businessdevelopment