It usually starts with the best of intentions. Someone comes into your office with a problem. A client is unhappy. A deadline is slipping. Two members of the team aren’t getting on. A supplier has let them down. You’re experienced, and you can see what needs to...
One of the surprises of growing a business is discovering that what used to work with people suddenly doesn't. You explain something perfectly clearly. At least, you think you do. One person gets excited and runs with it. Another immediately starts pointing out...
One of the biggest compliments people pay founders is also one of the biggest risks to their business. "I don't know how we'd cope without you." It sounds flattering. It feels deserved. After all, you built the business by saying yes, solving problems, delighting...
For many founders and senior directors, there's one task that never quite makes it to the top of the to-do list. Handing over their biggest client relationships. Everyone agrees it's important. Everyone intends to do it "at some point". Yet months—or even years—pass,...
Ever feel like your familiar home-grown company has suddenly morphed into something chaotic and mysteriously uncontrollable? “Now they all want pay rises, but we’re not making enough money.” “Nobody documents anything - we’re flying blind.” “I only hear about problems...
We all know how hard many of us are pushing. Revenue targets; margin pressure; cost control; cash flow: it can feel as if anything that isn’t directly linked to the numbers is a luxury. It often means conversations about culture, values and behaviour quietly slide...
Do you ever feel like your role has quietly become firefighting? You start the week with good intentions. and by Wednesday… you’re dealing with: people asking for pay rises when the numbers don’t quite stack up issues that have been brewing for weeks but only surface...
There’s an interesting idea that has become increasingly popular in larger organisations over recent years: the shadow board. A shadow board is usually made up of younger or more junior employees who work alongside the senior leadership team, discussing strategic...
Most leaders say they want an empowered team. They want people to take ownership, use initiative, step up and think for themselves. And yet many organisations are still structured in ways that quietly pull power back to the centre. Decisions gravitate upwards. People...
Most people get promoted because they’re good at what they do. They’re technically strong. Commercially capable. Trusted by clients. Reliable under pressure. In the early stages of your career, that’s usually enough. If you’re a lawyer, accountant, surveyor, recruiter...
Find fresh ideas and approaches to resolve your business issues, make a noticeable difference in your performance, and achieve long-term goals.
Find fresh ideas and approaches to resolve your business issues, make a noticeable difference in your performance, and achieve long-term goals.