We’ve talked a lot about purpose, and while it should be at the very heart of your organisation, it’s been long debated what should come first – a clear purpose or the ‘right people’? It’s ‘the chicken or the egg?’ equivalent for business.

Wait – here comes the bus!

Jim Collins’ famous concept of “getting the right people on the bus”, introduced in his book Good to Great, endorses getting the right people around the table (or on the bus) before you discuss purpose, objectives or strategy for your business.

My question is this, can you even attract the ‘right people’ if you don’t know where your bus is going, or if you aren’t sure what type of bus you are driving?

I think the answer lies somewhere in the middle. If you don’t ultimately know why your organisation exists, you will struggle to identify or attract the ‘right’ type of employees. However, the right employees can be essential to helping you refine the size, shape and destination of your bus.

Alright, so who am I looking for’?

Well, it changes depending on your purpose and what you are trying to achieve – it’s not one size fits all (yes, we will be talking about diversity shortly!). For example, if you are looking to be an industry disruptor, you will likely need to employ people who have a bit of ‘oomph’ – people not afraid to challenge the norm. If your business is based on sales, you will need savvy people who are good communicators… you get the gist.

What we are talking about here is less about the core skills people have, and more about the values, attitude and behaviours they bring to the business. While at first glance this may feel woolly, or difficult to articulate, defining your organisation’s values and the behaviours you expect to see from your team, will become increasingly important as your business grows.

Is my team on the bus?

So, what if you’re a business with an existing team? How do you know who can help you drive your business forward? Well, the answer still stands – it all starts with values and behaviours.

Many organisations have values they use for marketing and little more. But values can only be lived if they are upheld by behaviours for employees to emulate, and this must be led from the top.

Without this framework, singling out ‘your kind of people’ without articulating what that means, can get you into all sorts of bother.

I told you we’d talk about diversity

Diversity of team becomes critical to any organisation that is genuinely committed to doing something different. I’m not just talking about a male/female split, I’m talking about diversity of demographics, backgrounds, skills, mindsets.

Too often, the differences between individuals are blamed for creating friction within teams. But difference is not the cause of the problem. A lack of clearly defined purpose, values and behaviours often is.

Today’s workplace is an intersection of multiple generations and diverse backgrounds, each with their own strengths, challenges and ways of doing things. When people work successfully together, they don’t just learn from one another – they energise each other, bringing new ideas and helping to attract fresh talent to the organisation, thus creating a more dynamic and innovative workforce.

Getting this dynamic right doesn’t happen by accident. It is the result of clear leadership – someone that is prepared to put in the time, energy and effort it takes to curate a cohesive and empowered team of people who align to your values, demonstrate the right behaviours and have a genuine passion for your purpose. It’s about setting a clear framework for who you are looking for and getting them ‘on the bus’ from the outset.

Tell me again why it’s so important

To borrow a line from a famous shampoo brand…because it’s worth it.

1. The right people drive the purpose
   The best people, those aligned with your company’s values, will bring passion, adaptability and the expertise needed to help your company evolve as it grows.
2. Cultural fit is key
   The right team will naturally contribute to building and developing the kind of culture that supports your company’s purpose. This in turn helps to keep that team motivated, committed and fulfilled.
3. Flexibility over rigid plans
   The best people are flexible, creative and capable of adjusting strategies as the business landscape shifts. Rather than sticking to a rigid plan, the right team will enable you to continuously refine your direction and stay competitive.

The Bottom Line

A successful business is built on a strong culture founded in meaningful, lasting connections. As a leader, rising to the challenge of uniting your team and celebrating differences to create a collaborative environment, enables everyone to thrive.

When you focus on getting the right people on the bus, you set the stage for success, not just in terms of strategy and purpose but also in creating a business that values collaboration, adaptability and mutual respect.

So, let’s make sure your team is engaged and excited about your organisation’s journey. The itinerary may be flexible, but the proposed destination should be on everyone’s wish list!

Read more:
What came first, the purpose or the people?

It seems to be the word on everyone’s lips…but what does it mean and why should you care?

Let me ask you a question. What’s your raison d’être? What are you trying to achieve?

For me, this is the core meaning of ‘purpose’. Some call it vision, some call it mission, but really, it’s a blend of both.

Purpose is a deeply personal and powerful concept. It’s about understanding the ‘why’ behind what you do in either your personal life, career or regarding your wider goals.

Having a sense of purpose gives direction, meaning and motivation, acting as a compass that helps guide your decisions and actions. After all, if you don’t know where you’re going, how will you know when you get there?

New year, new me (that old chestnut)

Let’s consider the time of year. Did you start January determined to make this one different? Were you intent on channelling positivity and not getting bogged down in the conflicting minutiae of business and everyday life? Sounds great (in theory) but if you genuinely want to make changes, you need to focus on the why and the how.

If you took my advice in December and gave yourself and your team permission to slow down, switch off and truly step out of work mode, then the holiday sheen has no doubt already dissipated as the proverbial in-tray starts to once again overflow.

But I’ll say it again (whilst trying my best to practice what I preach), we owe it to ourselves, our families and our teams to strive for a greater work/life balance and to encourage those around us to do the same.

While 2024 was a mixed bag for many, it is, without doubt, all still to play for in 2025. Even if you’ve had a slow start to the year and are now looking at the date and starting to panic – don’t! We can all start to channel our inner Monty Python and look on the bright side, if we get really clear on what we’re aiming for and what we need to do to get there.

‘But I already know what I’m doing!’

Let’s get back to basics. When you have a clear sense of purpose, you’re more likely to stay focused and resilient in the face of challenges. It provides clarity, enables you to prioritise what matters most, and can help align your day-to-day activities with your larger values and aspirations. It’s not just about achieving external success but about finding fulfilment and satisfaction in the journey itself.

This is key. We often think in terms of who or what will bring us satisfaction and happiness in life. In business, it can be all about reaching a particular goal but as the corresponding goalposts shift and we focus on the next target, and the next, we can fall foul of not acknowledging and enjoying what we achieve along the way. It’s therefore important that we do celebrate the wins, as each one is a step in the right direction and proof that you’re on the right track. It helps to build momentum and provides the motivation to keep on trucking.

Purpose and positivity go hand in hand

The advantage of clarifying your purpose is that it allows you the chance to home in on what will genuinely drive you closer to where you want to be. In a fast-paced and often stressful world, the ability to consistently run tasks, activities and opportunities through a ‘benefit lens’ by asking, ‘Is this going to help me achieve my purpose? Is it aligned to how I want to live and work?’, helps to filter out the unnecessary load. To put it simply, if the answer is no, then do yourself a favour and leave it be. The lighter the load, the better we feel and the brighter we can shine. There are also numerous studies to show the substantial impact that a positive outlook can have on mind, body and overall standard of life.

While variables such as financial strains or serious illness must be acknowledged, happier people are generally perceived to be healthier, with an optimistic attitude better enabling us to deal with stress and its negative effects on the body (Hanssen, M. M., Legger, E. & Legger, F.). Research from the University of California amongst others suggests that it can even increase your lifespan by seven years.

And it’s not just about the health benefits. Relationships are improved and productivity and creativity in the workplace are enhanced. According to award-winning professor of psychology Carol Dweck, people who are more optimistic are also more likely to have a growth mindset.

As a business leader, the advantages for your team are also huge. If your organisation has a definitive purpose with values and behaviours to support that purpose, and clearly defined individual and company-wide objectives, then the journey becomes an easier one. Employees know what they’re here to do and where they fit in the overall scheme of things, they’re aware that their contribution is an important one, they feel motivated, engaged and, most importantly, valued. The culture of the company is one of positivity and appreciation for what everyone’s brings to the table, which in turn aids retention and helps to attract bright new talent.

In summary

Of course, your purpose can also evolve over time. It’s not always a fixed point but can shift as you grow, learn and experience new things. Sometimes it comes from passions, personal values, relationships or even a desire to contribute to something larger than yourself. People often find purpose in their work, in family, in creativity or in service to others.

What’s most powerful is when your purpose connects to both your strengths and the impact you want to have on the world. That’s when work doesn’t feel like ‘work’ and your actions start to resonate on a deeper level.

So, it’s time to step back and ask, ‘Why? What is all for?’ Acknowledging and accepting the truth of where you’re at versus where you want to be in life or in business can bring real clarity and be a catalyst for genuine, prosperous change. There’s still plenty of time to make to make it happen, so what are you waiting for?

Read more:
Purpose – buzz word or intrinsic to your success?

If you’re hurtling like a juggernaut towards year end with a demanding ‘To Do’ list flashing before your eyes as soon as your head hits the pillow, you are not alone.

2024 has been a year of upheaval, with the UK and US elections, a new UK government, and the Autumn Budget, all fuelling uncertainty. Add to that the whirlwind of client lunches, festive drinks, networking events, meetings, deadlines, planning sessions, and the annual rush of gift buying, school nativities, and hosting duties, and suddenly, the “most wonderful time of the year” might not feel so wonderful.

With all these demands, it might be a challenge to switch off over the festive season, but, as a leader, you owe it to yourself, your team, and your family to do just that.

Beware the monkeys

Unlike certain animals, we can’t go into full hibernation mode at this time of year, but we can still go that little bit easier on ourselves. By allowing some time to stop, rest and reflect on where we’re at and where we want to be, we can emerge stronger, with a fresh perspective and renewed vigour.

In a poll carried out by Mental Health UK, 77% of people felt their mental health worsened at Christmas. It’s not surprising when you consider the enormous pressure to tie up all those frustrating loose ends at work, on top of whatever is going on at home.

And while it may be tempting to rid ourselves of that annoying ‘monkey on our shoulder’ by delegating a task or problem onto others, it’s probably a better idea to consider whether these ‘monkeys’ are genuinely urgent. If not, write it down and deal with it in the new year. Don’t let the monkey put you off your Christmas dinner!

The right to switch off

With 57% of UK employees said to work either ‘sometimes’ or ‘often’ while on annual leave, leaders must also advocate for the whole team to actively step away from emails and disconnect from work as much as possible while on holiday.

That means you too!

Such is the pressure to be ‘always on’ and the increasingly blurred lines between home and work due to remote and hybrid working, the Labour government is set to introduce measures around the ’Right to Switch Off’ in the next phase of their ‘Make Work Pay Plan’.

Get ahead of those changes and start implementing your own guidance around the proposed policy now. And try to practice what you preach. Will it be easy? Probably not, but whether it’s locking your phone away completely or limiting yourself to certain check-in times, resisting the urge to be constantly ‘on’ will gradually get easier and make a genuine difference to your work/life balance.

All is calm, all is bright

Mental Health UK’s “Burnout Report 2024” found that one in five UK workers took time off due to stress. In addition, independent research from Breathe reveals that only 35% use their full annual leave, yet 58% would take up to five extra unpaid days if offered. A gap that highlights a serious disconnect between what employees need and what they feel is acceptable.

But here’s the twist – giving employees the freedom to take time off when they need it can work wonders. Studies show that using annual leave can boost productivity by up to 40%, reduce fatigue and irritability, and cut sick leave by 28%.

Employers must therefore foster a culture where taking time off is not only encouraged but is genuinely guilt-free. Remember that not everyone celebrates the festive season, so offering flexibility in holiday scheduling can be another plus point for your team.

By leading by example, employers can cultivate a healthier, more productive workplace, laying the foundation for long-term success. So, take that break and enjoy some well-deserved, guilt-free time off!

Give thanks…to yourself too!

Let’s not forget that this season is, primarily, a time for celebration. Recognise those wins, irrespective of challenges, and give yourself a pat on the back!

And it’s not just about work. Personal achievements and objectives count too. Aiming for that illusive balance is critical to our wellbeing and something most of us need to improve on. Whether it’s pottery or skydiving, perhaps 2025 is the year to finally take up that new hobby?

In summary

Embrace the reality that not everything will be perfectly sown up by the end of the year, and that’s totally fine!

Focus on what truly matters and let the rest take a back seat. Encourage your team to do the same and lighten the collective load. This approach will leave everyone feeling brighter and you’ll return in the new year healthier, happier, and more energised.

This season, set the example and remind your team how important it is to take time for themselves. Above all, give yourself permission to rest, celebrate what’s been achieved, and aim for a better work/life balance in the year ahead.

You deserve it!

Read more:
Give yourself a break: You deserve it

‘Tis the season and everyone in the office is looking forward to joining their colleagues and clients for lots of festive fun at the annual company Christmas party…or are they?

For some, the boozy office party is as synonymous with December as Fair Isle jumpers and Brussel sprouts, but things are changing…for a variety of reasons.

Let’s take a whizz through a few of the factors at play:

Mocktails over cocktails

Not everyone wants to drink the bar dry.

According to Fortune magazine, a fifth of office parties will be alcohol free this year with event management company Together suggesting that 74% of Gen Z workers are so conscious of the health impacts of alcohol that bosses are now under pressure to provide booze-free celebrations.

But it’s not a case of Gen Z calling the shots (or abstaining from them) – there are many reasons why people choose not to drink. It’s also not about cancelling end-of-year celebrations altogether – no-one wants to be accused of being the ‘fun police’. It’s more a growing awareness for employers that getting sloshed and dancing on tables at the end of the night isn’t everyone’s cup of tea. In fact, some may prefer that cup of tea!

New outfit?

The office Christmas party is not always the big treat it seems. For many, the additional costs can be substantial (especially for junior staff) when you factor in potential new outfits, transport or accommodation, and additional drinks when the company bar tab runs out.

Out of hours

For team members with families or those who already spend more time working than they should, another late night may the last thing they want. Sometimes a fancy lunch or experiential day-time event may strike a better, more inclusive balance for your team.

Sleazy business

According to legal platform Valla, survey results show that 1 in 10 employees were also planning to miss their Christmas party to swerve unwanted sexual attention.

We have all heard whispered tales of drunken misadventures at office or client parties. We may have laughed along, shaken our heads or even been the instigator to some of the merriment. And while such antics are certainly not reserved for Christmas, they are amplified by the sheer amount of socialising that happens at this time of year.

Duty of care

Here’s where it gets serious. On the 26th of October, the introduction of the Worker Protection Act 2023 put the onus on UK employers to actively take steps to prevent sexual harassment in the workplace and at work-related events including the office party.

A risqué comment or an intoxicated misstep may be common when the drinks are flowing but when things turn sour, it can have damaging consequences not just for the individuals involved, but also for your organisation.

No longer can such incidents be readily dismissed as ‘just banter’ or your typical work night out. In fact, if a case ends up at an Employee Tribunal and a company is deemed not to have met this new proactive duty of care, any compensatory awards could be increased by an additional 25% – harmful, therefore, both reputationally and financially.

Striking the balance

Regardless of what’s on the itinerary, the emphasis should be on rewarding your people. And as the year races to a close, the chance to (quite rightly) celebrate the hard-fought wins should be a joyous one.

Rather than producing a list of mood-killing pre-party dos and don’ts, the message should be one of inclusiveness, respect, looking out for each other, and doing yourself and the company proud.

If a shift in cultural thinking is needed in your organisation, it is not going to happen overnight, and it certainly won’t kick in just before you hit the town!

A long-term understanding of how your comments or actions may be perceived as intimidating, hostile, degrading, humiliating or offensive, regardless of how they were intended is critical, not just for the holidays but all year round. It is also essential that your team is empowered with the knowledge of how to deal with unwanted advances or unsavoury behaviour from third parties, including clients and external contacts.

It’s worth getting expert guidance on the best way to implement and embed this new way of thinking, in order to comply with the new legislation and help lower risk – no matter what the season.

Check please!

We all know that putting on a festive bash is not cheap. If the attendance figures at your annual company soirées are starting to flag, it may be time to look around your office and ponder whether the traditional booze-fest is giving your people what they want.

An anonymous team survey could be one way to gauge feeling. You can’t please all the people all of the time, but if opinions are being heard and acknowledged, it goes a long way to building a more robust company culture and a happier workforce.

Choosing the right event can even enhance your culture and sense of camaraderie. According to Australian firm Corporate Challenge, 85% of employers believe that Christmas parties can have a positive impact on staff morale, with 96% of attendees less likely to resign the following year. A sign that lack of participation in team activities is a genuine marker for disengagement and one to take serious note of.

You may even consider moving away from an annual bash altogether. Craze Central claim that 57% of those aged 16-34 would prefer to see the full office party budget going to charity, while offering a financial reward to employees in lieu of a night out is also likely to prove popular.

In summary

While getting into the festive spirit is positively encouraged, there is a growing realisation that not everyone wants to wake up with mistletoe in their hand and kebab in their hair.

As a business leader, it is therefore important to find a way of rewarding year-end efforts that befit your organisation and your people. With an ingrained awareness of how to respect and maintain personal boundaries, everyone should be able to enjoy themselves without fear of regret or consequences.

Now, anyone for eggnog?

Read more:
Is it last orders for the traditional office party?

Let’s assume…you’re a business leader who has worked hard to empower your team to fly your company flag with confidence and absolute clarity on your brand and what you represent.

This means you’ve successfully created a culture where your vision, purpose and core values are deeply embedded and understood, weaving through every decision made and action taken. Employees are aware of long-term business objectives and feel knowledgeable about the type of clients and projects you are striving to attract.

As a result, your team is nailing this business development lark and helping to position your company to better target the work you want to win. Genuine opportunities are coming your way…

Now what?

How do you give yourself the best possible shot at converting that live opportunity, be it a face-to-face introductory meeting with a new client, or the chance to submit a proposal or actively pitch your business for a dream project?

Let’s consider the steps you can take today to help fill up that pipeline of work for 2025.

The devil is in the detail

First things first, is the brief clear? Have you really understood what the client is asking for? If there are any grey areas make sure you get clarification now and eliminate any ambiguity before the meeting or deadline. It’s also the perfect opportunity to demonstrate early on that you are eager, knowledgeable and dependable.

If, for example, a client tells you they are interested in a certain aspect of your organisation, make sure you lead with that. If you are submitting a proposal or preparing for a pitch and the client has set out specific criteria, then respond accordingly. Don’t assume that you know what a potential client needs better than they do at this stage. You may wish to include other ideas but focus on the primary requirement first. Non-compliance will not do you any favours when your answers are being weighted in a competitive bid process!

Do your homework!

You need to gain an understanding of who the client is, the work they do, their values, their culture and what makes them tick…or the issues giving them sleepless nights. Ultimately, what do they care most about and how can you demonstrate that you align with them and can add genuine value to their business or project.

If it is a face-to-face meeting or a pitch opportunity, find out who will be in the room so you can tailor your messaging to those making or influencing the decision. If, for example, the CFO is in the pitch, you should make sure you are showing value for money, and so on.

Consider the following:

• What are the primary challenges and what solutions would you recommend?
• Can you prove that you’re best placed to provide those solutions? (the proof is in the pudding – case studies, testimonials, quantifiable facts and figures)
• Who are the right people to take/involve in the opportunity from your side and why?
• Do you have the right resources?
• How would you approach the job and where would you start?
• Do as much background reading/online research/fact-finding/site visiting as you can to show that you know what you are talking about and have taken the time to understand the scenario
• Look at the industry and market competitors, physical locations if relevant and any existing/historical issues which may have implications
• Bonus marks if you can pinpoint an issue the client has not yet mentioned AND provide a logical way to fix it!

Less is more…

We’ve all seen mammoth proposals and we’ve all sat through presentations that put you into snooze-mode quicker than warm milk at bedtime. As Mark Twain said (or allegedly several others), “If I had more time, I would have written a shorter letter”.  Frankly, it might take longer to make your collateral shorter, but getting to the point succinctly is key so you don’t lose your audience.

Craft a narrative that’s aspirational, value-led and tells a demonstrable story of how you will meet and exceed all the client’s needs. Focus on the key points and portray them well:

• Capture the attention with engaging, relevant and clear visuals. No fuzzy illegible tables allowed!
• Lose the novel – key points only
• Proof points, where have you done it before – and what were the results?
• If it’s a written proposal – avoid the technical jargon
• If it’s in person – practice, make eye contact, engage with your audience and of course, aim to wow them with your amazing energy and expertise!

Practice, but be authentic

When approaching a new business opportunity – be it a meeting, pitch, or similar – it’s crucial that your team fully understands the opportunity, the company’s strategy for converting it, and their specific roles in the process.

Many teams stumble at the finish line, even with their best members present, because they fail to properly brief everyone. This often results in a senior leader doing all the talking or team members saying the wrong things due to a lack of preparation.

Anticipating potential tricky questions during meetings or presentations is essential. Being ready with well-thought-out answers helps you avoid stumbling in front of decision-makers and eliminates any doubts about your capabilities.

If you’re giving a presentation, make sure to allocate time for questions at the end, and invite your audience to share any further inquiries they might have.

After the meeting, follow up with a thank-you note, send a digital copy of the presentation, and reiterate your enthusiasm and availability for the project or collaboration.

Final thoughts

Successfully identifying and converting work begins with ensuring that your business development interactions lead to tangible outcomes, and ultimately, to fee-paying work.

Building relationships takes time, and it’s natural not to get perfect results right away. Remember, each experience holds valuable lessons. Embrace feedback, learn from it, and refine your process, content, or delivery for the future.

In the words of Winston Churchill: “Success is not final, failure is not fatal: It is the courage to continue that counts.”

Read more:
Business development to bottom line: Turning effort into results!

In today’s competitive landscape, effective business development hinges on your entire team representing your brand with conviction and clarity.

Simple right?

Well… not really. The challenge is, many leaders aren’t confident business developers themselves, so empowering their teams to ‘do BD’ is often goes in the ‘too hard’ basket.

Here’s a few quick tips for leaders to get more comfortable with business development and, in turn, create a culture of business development that empowers everyone in the business to hunt down new opportunities and bring them through the door.

So, what is a culture of business development and how do you create one?

I’ll let you into a little secret…it’s not a one-page cheat sheet with the core messages you want your team to parrot out to whoever will listen.

Creating a culture of business development begins with your team possessing a deep understanding of your organisation’s identity – its vision, purpose and core values – and genuinely buying into it.

Everyone should be clear on your long-term growth objectives and the type of clients and projects you are targeting. And everyone should be equipped with the skills to identify opportunities and convert prospects into clients – regardless of how tenuous those opportunities may appear.

With all these components in place you have the basis for a thriving and exciting business development culture.

The dreaded Elevator Pitch

Even as a leader, initiating conversations aimed at generating positive outcomes can be daunting.

How comfortable are you at succinctly introducing yourself and your business? Are you confident your team could do the same?

If the thought of this makes you squirm, it’s time to take action!

Opportunities to connect can arise unexpectedly – whether in a social setting or casual encounter, your ability to articulate your role and introduce your company succinctly is essential. The most coined phrase for this interaction is an elevator pitch – and no, you don’t have to be in an elevator to do it!

So, what are the components of a good intro elevator pitch?

1. Be succinct: you have 30 seconds max to give a quick overview of who you are (in a professional capacity – we’re not interested in star signs at this point!), your role, your company and the challenges you solve or value you create. Don’t get too specific at this stage, we’re looking for a brief overview, nothing more.
2. Body Language Matters: Maintain open and confident body language. Make eye contact and adopt a posture that invites trust and engagement – no arms crossed!
3. Authenticity is Key: Be genuine. People prefer to engage with those who come across as relatable rather than overly scripted.
4. Cultivate Curiosity: Conclude your introduction with an open-ended question to encourage dialogue. Listening attentively allows you to tailor your responses effectively.
5. Aim for an Outcome: Every interaction should lead to a tangible result, whether it’s exchanging contact details, scheduling a meeting, or identifying a potential project, try and come away with something useful.

First impressions matter

In a world where first impressions count, the art of confidently introducing yourself and engaging others in genuine dialogue is imperative.

When you have the opportunity to initiate contact, a warm greeting can pave the way for a quicker outcome because you can tailor your intro (elevator pitch) to your audience, leading with elements about your role or organisation which are more relevant.

A warm intro can literally be as simple as, “Hi, I’m XYZ, what’s your name?”, then be curious and ask some open questions to continue the conversation. If you’re at a networking event I can guarantee that you’re not the only person in the room feeling daunted, so be bold, break the ice and say hi, you’ve got nothing to lose and everything to gain.

You don’t need to have all the answers

So, you’re in full flow having a great chat with a new or existing contact and they ask you a question about something you don’t know the answer to, don’t panic!

Don’t try and fudge the answer if you don’t know it. It’s much better to respond with something like, “I’m not 100% on that but I would love to introduce you to XYZ person in the office who could provide that insight for you”, or simply “I don’t know the answer to that off of the top of my head but I’ll find out and either drop you an email or we can meet up and I can go through it with you”. Either of these responses can still generate a positive outcome.

Don’t let your guard down, loose lips sink ships

You might be having a lovely chat with someone and be well on your way to generating a positive outcome but don’t get complacent. Sometimes there are confidential things you should never share outside of your organisation, so you  need to be conscious of what you’re divulging.

For example, if you’re working on a top secret project that’s under NDA (Non-Disclosure Agreement), it is imperative that you keep that under wraps, no matter how much someone may probe you for intel or how much you’d love to share your excitement about it. One slip and you could ruin your client relationship, damage your company reputation or even face legal ramifications.

Another example might be around some company news which hasn’t yet been announced externally, for example, promotions/expansion/lay-offs, by sharing this information in an unplanned way can be detrimental both internally and externally.

But how do you know what you can/can’t say? Again, this is down to the leadership team to clarify. If you’re not sure, ask your boss before discussing outside of your organisation.

Diversion tactics

But what do you do if you’re being relentlessly quizzed by someone on something you know you can’t disclose?

Well, there are some simple rebuffs. For example, you could simply say, “I’m not at liberty to discuss that”, or, “I’m really not sure, but I can put you in touch with XYZ leader who may be able to provide some insight on this for you” thereby passing the tricky question to your leadership team who should be well-versed in dealing with diverting away from sensitive information.

No matter what, if you know you can’t share something, don’t share it. It is not worth yours or your company’s reputation.

Final Thoughts

Fundamentally, your team is already representing your business with every interaction they have with contacts and clients. Business development happens everywhere, and everyone is playing their part. As a leader, it’s your responsibility to ensure you support and guide them in this vital endeavour.

When you create a company where purpose is clear, culture and values are lived, and your people understand their roles, you position yourself for success.

By empowering your team with the knowledge of what they can and cannot share outside your organisation, you lay the groundwork for proactive business development.

In this environment, every team member becomes an ambassador for your brand, driving growth and forging meaningful connections. Embrace this potential, invest in your people, and watch as they turn everyday interactions into powerful opportunities for engagement and success. The future of your business depends not just on strategies and goals, but on the collective efforts of a motivated and informed team empowered to support your organisation to thrive.

Read more:
Business Development, dark art to team sport

Often misunderstood as a “dark art,” business development is actually the strategic powerhouse driving organisational growth.

At its core, business development is about seizing opportunities, forging key relationships, and boosting revenue through partnerships, market expansion, and innovative offerings. From networking to strategic planning, it’s all about turning insights and connections into tangible results for long-term success.

When done right, business development feels effortless, as if new projects and clients appear out of nowhere – when in fact, they’re the product of months or even years of effort.

Like it or not, business development is crucial. It’s what keeps the lights on and your team employed. The sooner it’s embraced and understood, the better.

“That’s Not My Job!”

So, who is responsible for business development?

If you asked your entire organisation, how many hands would go up? Typically, only those with “business development” or “client relations” in their titles – those who schmooze clients with a company credit card.

In reality, EVERYONE is responsible for business development. Every team member represents your brand and waves its flag daily.

Not everyone is a master networker, nor do they need to be. Sometimes it’s the technical expert who does such great work that clients keep coming back. Smart businesses play to these strengths: sending out the networkers to hunt for new opportunities while supporting the specialists in maintaining strong client relationships.

Success hinges on your entire team knowing what excellence looks like, understanding your brand, the work you want to win, and their role in helping you thrive.

Out with the Old, In with the New

Business development doesn’t always have to focus on the “new.” Nurturing existing clients and collaborators often delivers a quicker return on investment (ROI). They already know you and your business, but do they know the full extent of your capabilities? And do you understand the full range of opportunities they could offer?

It’s easy to assume that clients who hire you for one project understand everything you can do. In reality, that’s rarely the case. It’s up to your team to keep communication lines open, understand your clients’ needs, and explore how your organisation can support them further. Take every opportunity to share updates on your broader services, cross-sell other divisions, or simply signal that you’re ready for the next project.

“But My Best Contacts Are More Like Friends Now!”

People buy from people they like and trust – this is a fact. If I enjoy working with you, I’ll likely find ways to continue. However, when a working relationship turns into a genuine friendship, it can feel awkward to ask for the next project.

Or maybe you keep getting the same type of work from this friend but are overlooked for the larger, high-profile projects.

In this case, it’s time for a change. Be brave and address the elephant in the room. If you want a piece of the pie, you need to position your organisation as a contender. Too often, we hear, “Oh, we didn’t know they could handle XYZ!”  They didn’t know—so it’s your job to tell them!

Sourcing and Converting New Clients

Start by identifying the clients who are doing the work you want to do. Then, understand what these organisations need and how your team can meet those needs. These organisations likely have existing relationships, so you need to figure out why they should engage with you. This is the “so what” of business development.

Next, think about how you’ll connect with them. Researching these organisations gives you a head start on discovering what interests them or keeps them up at night. Are they attending or sponsoring any events you could join? Are their key people active on social media? Do you share mutual connections? There are many ways to connect, and it’s not a one-size-fits-all approach. Understanding the unique value you bring to prospective clients is crucial.

“I’ve Connected with Some Interesting People – Now What?”

After making contact with target clients, don’t just sit back and wait. Swift and relevant follow-up is key. Schedule the coffee meeting you discussed or arrange the project walkaround you promised. Building a trusted, long-term relationship is all about actively listening to what the other person needs and delivering on your promises. Nail these two aspects, and you’ll be ahead in the business development game.

“It’s the Summer Holidays – Is There Any Point in Worrying About Business Development Now?”

August is traditionally a “feet-up” time for many—a chance to take a well-deserved break. But it’s also the last bit of downtime before the ramp-up to the festive season and can provide an ideal opportunity to pause, reflect on the year so far, plan for Q4, and start thinking about next year’s objectives. And yes, you can sip a piña colada while doing it.

In Summary

Business development is a team sport that takes time, practice, and patience. There’s no one-size-fits-all approach; success comes when everyone pulls together to share intelligence, surround opportunities, and hunt as a pack.

To do this effectively, everyone needs to understand the end game – who you’re targeting and for what type of work. It’s also crucial that each team member feels comfortable with their business development style, whether it’s pursuing new leads or strengthening existing bonds.

Organisations that integrate this mindset into daily activities will see business development transform from a dark art into a shining success – one where the whole team is empowered to play their part.

Read more:
Business Development: Dark Art or Business Essential?

It’s a well-worn saying but when it comes to leadership, it definitely rings true.

You may hold the position of top dog but to truly earn that magic key to success, you need to leave your ego at the door and accept that it’s not always about what you want or need from your employees, but rather what they need from you.

Recognising the grey

It’s ever apparent these days that a positive culture is the glue that’s holds your team together. It motivates, inspires, bonds and produces long-term success and a happy, dedicated workforce.

But what if, despite knowing all the above, things are just not right. There is an ever-growing toxic cloud snaking its way around the office that isn’t clearing no matter how many windows you open or Friday lunches you provide.

Weeds may be starting to grow throughout your business landscape – grey areas as we like to call them or issues that need to be investigated and firmly tackled to restore calm to your perfectly balanced ecosystem.

Stepping up

It’s understandably difficult for leaders to keep everything in tip-top shape all the time, as is true in every element of life. There are always peaks and troughs to tackle but the more people you have on-side and supporting you on that rollercoaster, the easier it will be to enjoy the ride.

Leadership is about being brave. That is why, in a tough situation, you’ve just got to stand up and take ownership. Acknowledge when things are rough and when work needs to be done. There will undoubtedly be brutal truths that you need to hear. Asking your team for anonymous feedback will help you gain a true measure of problems from an employee perspective.

Most important of all, once you have digested that feedback and pieced together any common themes, is ACTING on it. This is the time to be pragmatic and walk the talk, otherwise your leadership abilities will be questioned, and your team will start defecting. After all, if you don’t have their back, why should they have yours?

Transparency & communication

In the right culture, people will roll their sleeves up and help in times of hardship but only if they feel respected, appreciated, and genuinely believe they are part of something. And while overcoming a challenge can indeed be a team effort, that will only be the case if the challenge is clear in the first place.

That is why you need to be open and honest about the issues being faced and be clear on the actions needed to remedy the situation. As leader, you may not be the only one who needs to hear and accept some brutal truths. You may also need to have some tough conversations with others. Not everyone may like what they hear but ‘you can’t make an omelette without breaking eggs’ and the longer you leave it, the bigger the problem will grow. It is, however, always best to deliver such truths with kindness, empathy and understanding of a person’s individual experience. And if the very idea of this fills you with dread, external help could prove useful to help facilitate any difficult discussions.

It’s also good to remember that the more willing you and your team are to both sharing and accepting tough truths, the more resilient and successful your business will become.

So, what other actions can you take to make a positive difference?

• Lose the blame culture
• Foster an environment where owning your mistakes and learning from them is the norm (you included!)
• Encourage autonomy where everyone is accountable for actions/decisions and wins are acknowledged and celebrated
• Value questioning as a means to improvement
• Seek transparency at all turns – holding onto assumptions and denials about the extent of a problem could mean you end up in crisis mode
• Reject complacency – even when times are good, never stick your head in the sand and ignore the danger signs of what may lie ahead

In summary

Running a business is not always a bed of roses. Let’s face it, being a leader is tough. If it wasn’t, everyone would be doing it!

Make sure you enlist the help of someone impartial to support you through challenging times and give yourself the space you need to think, unwind and show up as the best version of yourself. This is how you will lead from the top and build the best company with the best team around you.

And while the truth may at times hurt, the pain of ignoring it can be far worse. As seventeenth-century philosopher, Thomas Hobbes, wrote forebodingly: ‘Hell is truth seen too late’. No matter what type or size your organisation is, you may be unwittingly harbouring a harsh reality that needs to be outed and dealt with to avoid bigger repercussions. Therein lies the path to prosperity!

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Actions speak louder than words

Of course, employees will often move onto pastures new, whether to broaden their experience, take another step up the ladder or move to a new location. All perfectly valid reasons for switching roles.

If, however, it feels like your organisation is in constant ‘recruit and train’ mode, always replacing and never growing, there are issues afoot and it’s time to take action.

High attrition rates will not only cause reputational and cultural damage but also cost you money, and a lot more money than you may think. According to research from HRZone, staff turnover costs British companies alone at least £4.13bn every year.

So, why do people commonly leave?

Research has shown that it’s not all about the money. Employees are looking for job satisfaction and meaningful work that aligns to their personal values, as well as having a clear sense of purpose and belonging within the team and organisation. A level of trust and autonomy, alongside opportunities to grow and develop, and a sense that staff wellbeing genuinely matters, are also key factors in enhancing motivation, enthusiasm and productivity levels.

That’s why it’s imperative to have a clearly defined purpose with the culture to support it permeating throughout your entire organisation on a day-to-day basis.

If your team don’t feel valued, trusted, respected and empowered, the floodgates can open. Not only will you have trouble attracting new talent, but you will struggle to hang onto those you’ve already invested in.

Picture this, while you’re recruiting a replacement for an unexpected leaver, your existing team will not only have to pick up the slack, but they will also have to help train the new person when they arrive, familiarising them with your systems and processes, or supporting their workload until they’re suitably proficient. New team members can take several months to get up to speed (an average of 28 weeks according to Oxford Economics). This can result in loss of productivity, reduced efficiency and increased workload all round, leading to stressed and overworked co-workers.

Of course, there’s also the drain on your personal time as a leader. Imagine, you’ve spent six months searching for a new senior employee, paid the recruitment fees for that search, spent considerable time onboarding and upskilling that employee to do the job you needed them to do in the way you wanted them to do it, only to have to do it all again when they leave.

The harsh reality is that the true cost of replacing a senior employee works out to be at least double their salary by the time you’ve factored everything in.

So, in light of the above, how does your organisation stack up? Is there a positive workplace culture that enables your team to thrive or do you have a sneaky suspicion that you could do better?

In order to assess employee satisfaction, and in turn, boost your culture and enhance retention, there are some things you can do:

Engage your current team

Garner anonymous feedback on their experience at your firm – the more honest the better.

If you do this, however, you must ensure you take action to improve your culture once the common issues have been identified – otherwise your team will lose even more faith in your leadership abilities.

Regularly measure attrition rates

This is a good way to get a benchmark of how well you are doing as an employer. 10% is seen as a healthy rate (according to industry experts), so anything above that is worth looking into.

Conduct exit interviews for your leavers

Or if this isn’t possible, have a look on other sources such as Glassdoor where people can give you their honest, anonymous opinion. It’s not nice to hear the hard truths from disgruntled employees, but by knowing the truth, you can improve things before it’s too late.

Communicate with your team regularly

Sell the sizzle – and believe it! If you’re not excited about the future of your company, how can anyone else be?

Empower your team with clarity

Clarity of career pathway is vital. Empower your people to thrive in their career while supporting your organisation to achieve its purpose and objectives.

Growing the team

Think carefully about your potential new hires and make sure you are clear on the role you think you need and what success looks like for a potential new candidate in that role. Managing expectations on both sides is imperative to making successful hires.

Enhance your recruitment process

It’s not just about a candidates ability to ‘do the tasks’ in the job description, it is equally important to hire candidates who are the right cultural fit for your organisation. This approach mitigates the risks to both business and employee and results in a more fulfilling, productive relationship for all parties.

In summary

It’s cheaper and easier to look after your current team – to engage them, enthuse them and make sure they have the tools, training and clarity to thrive in your organisation. But if you do need to make new hires, think carefully about your recruitment strategy to ensure you are hiring people with the fundamental skills to do the tasks in your (well thought out) job description, giving them clarity of what good looks like and ensuring they align with your culture.

This helps ensure a successful result for all and, most importantly, helps you step off the often-costly recruitment merry-go-round.

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Another day, another resignation. Sound familiar?

‘Culture’ is another of those business buzzwords that can be hard to pin down but, in your position as leader, things will get increasingly harder if you don’t take the time to define and cultivate a positive organisational culture of your own.

Yes, a decent salary can shine a favourable light when payday rolls around, but our research shows that it’s not the be-all and end-all. In fact, if money is the only motivator, your people will merely show up to do the day job and leave as soon as possible. And the effect of this transactional workforce will limit productivity, increase attrition rates, diminish your brand and leave company morale as flat as a pancake.

So, what’s going to provide motivation, enthusiasm and job satisfaction? A strong workplace culture, with a clear sense of purpose and belonging is right up there.

To put it simply, a good work culture can determine how you feel on a Sunday evening about getting up for work on a Monday morning.

In business transformation, one of the core aspects of supercharging (or resurrecting) a business is defining your purpose and clarifying the culture that will get you there. A good culture isn’t something that just happens. It needs to be thought about and defined in terms of the kind of organisation you want to be. It should permeate your entire organisation from how you position your brand to how you deliver your services, and everything in between.

That includes the type of people you want to hire. Regardless of the skills needed to do the job, are they the right cultural fit for your business? Without defining your company culture, you leave yourself open to hiring talented individuals who can decimate your company culture, your reputation as a leader, and can start a chain reaction of resignations from the team you want to keep.

How people feel when working with you, with each other, and as part of your brand are fundamental reasons why people will join and stay (or leave) your organisation. This leads back to the most fundamental aspect of all – your purpose. If your team doesn’t know or doesn’t buy into why your organisation exists and what it is trying to achieve, then how will they know what their true role in the company is or how they can contribute and feel valued?

A positive company culture creates a sense of belonging and being part of a team, not just because you work together, but because you respect and trust each other. With a shared purpose, you gain a team of collective thinkers and collaborators who are ultimately striving for the same goal.

As a business leader, it’s vital to understand that your organisation’s reputation isn’t just built on its products or services, but also on its treatment of employees and how it is perceived in the job market.

To create a workplace where talent thrives, every single member of your team needs to feel valued (this doesn’t just mean free fruit!) and safe. Safety isn’t just a physical construct but is rather the empowerment to think critically, to analyse, to share one’s views without fear of ridicule or reprisal. Crucially, it means not being afraid to own up to your mistakes. We’re all human. We all make mistakes. But by leading from the top, demonstrating what good looks like, and promoting a safe space where employees feel able to admit to mistakes, you’re providing the opportunity to learn valuable lessons (not to mention avoiding much bigger repercussions down the line if they’re simply covered up!).

Creating such an honest, open culture is essential to the success of ever-prominent remote and hybrid working models. It also drives creativity, innovation, problem solving and ultimately, more fruitful outcomes for all.

Alongside this, employees need opportunities to grow, develop and feel supported with whatever facilities or reasonable adjustments they need to enable them to do their job to the best of their ability. Flexibility in how we work is now more important than ever before, but with that must come trust and a sense of autonomy.

In summary

Without a genuine concerted effort to cultivate the type of culture which will enable your workforce to thrive, things can quickly turn toxic. And that comes with a hefty price tag, both reputationally and financially.

At the heart of your company culture is its people. It’s therefore vital to:

• Ensure every employee is enabled to do their job, while feeling valued and respected.
• Advocate for honesty, trust and autonomy to boost confidence and creativity.
• Aim for development and growth over demonising poor behaviour.
• Ensure the core fundamentals of your business – its purpose, values and behaviours – are fully shared and embedded, forming the basis for everything your team does.

The ultimate outcome in all of this is high staff morale, workplace engagement, job satisfaction and a long career at your organisation.

In fact, recent academic research from the University of Oxford Wellbeing Research Centre concludes that there is now growing evidence to demonstrate a link between engaged and happy employees and fewer sick days, higher productivity, enhanced creativity, and positive workplace relationships.

What more could you ask for?

Read more:
How a positive culture can help your company thrive

Most of us aspire to be remembered fondly and reverently, having left a positive mark on the world, or the business you have been at the helm of.

‘Great is the art of beginning, but greater is the art of ending.’ (Henry Wadsworth Longfellow)

As useful as it would be, none of us have a crystal ball to tell us exactly how the future is going to pan out, or how soon the end of our careers may come. As a business leader, proactively starting conversations about your succession and legacy early will put your organisation in a much stronger position to deal with what may lie ahead and enable a smooth leadership transition when the time comes…be it in five, 10 or 20 years’ time.

Yet, in our experience at Grey Lemon, founders across many sectors ignore such thoughts until the clock starts ticking and the inevitable is staring them in the face. That is unless something unfortunate happens and they no longer have a say in the matter.

The reality is that if you’re not talking about leadership transition at least three years in advance (at the very minimum), you’re setting yourself up for an exit that is troublesome at best, and disastrous at worst. Any level of ambiguity or doubt when passing the baton can perturb shareholders, disrupt teams and hurt your bottom line.

So, where to begin? Let’s consider a few key points:

When is the right time?

‘I’ve got a few good years in me yet!’ Sound familiar?

Procrastination in relinquishing control is more common in business than you may think. With so much time, energy and money invested, it can be tough to even contemplate it happening, let alone start preparing for it.

Legacy planning and leadership changes can be sensitive and confusing topics to tackle, so it is worth consulting an expert in the field to guide you through your options.

Start as you mean to go on

As in most areas of business, clarity and collaboration is crucial. By including your senior leadership team in the process as early as possible, you can develop a plan that everyone buys into both structurally and culturally.

Succession planning requires a 360° approach. You must examine the impact of your departure from all angles and consider the perspectives of everyone involved. After all, an exit is as much about them as it is about you.

Who will steer the ship?

A change of ownership can drastically shift the way a business operates. Choosing the right successor is therefore critical. Understanding the nuances of the figurehead role and the unique value of what they offer is key. If there isn’t an awareness of how the person exiting is perceived both internally and externally, it can create a huge void which can be difficult to fill.

Time is critical in order to grow and position the right people. Taking a long-term view enables firms to avoid any last-minute power struggles or politics as it gives stakeholders the space to agree on who best fits the bill.

Unfortunately, change can sometimes happen much earlier than expected. With no succession plan in place, uncertainty will undoubtedly follow both internally and externally. Who is leading the business? What will it look like going forward? Will the name above the door change? How will it affect the standard of service/product?

Family ties

Of course, some matters of succession should be more straightforward than others…but that is not always the case. Often the trickiest situations to manage are those involving family where nepotism and rivalry can quickly unravel a successful business.

Encouraging alignment on company purpose and shared ambition is the best place to start should discord arise. If things get tricky, consider bringing in an independent facilitator as a first step to aligning disparate perspectives and reaching agreement on how to move forward. If that doesn’t work, mediation is also a highly effective way to reach a resolution that everyone can get onboard with.

Financial affairs

Financial considerations are a natural priority for any exiting leader and, indeed, all parties within the ownership structure. Whether shares need to be reallocated or opportunities given for people to ‘buy-in’, all exit options must be carefully considered for both the departing founder, and the health of the business.

It is always best to consult with a specialist legal and/or financial advisor to ensure that everyone concerned has defined their individual and collective objectives and understands the choices available. The earlier a mutual decision can be reached the better, to maximise the value of the business while the owner is still in place.

(Re)defining your purpose

A new era of leadership can offer the chance to reassess the business and its place in the market. For any shift in direction to succeed, it is vital that the company’s purpose or vision for the future is clearly defined and agreed by the new leaders, an external fresh perspective can support this process to its best conclusion.

A revised purpose should build on the organisation’s history and legacy while establishing a new roadmap that the entire workforce can engage with and support.

Agreeing specific, measurable and timely objectives along with role clarity will enable senior employees to feel confident and empowered to drive the organisation forward.

Managing perceptions

Let’s not forget about your employees.

Clear internal communications will help mitigate any concerns or uncertainty among your team, especially if the person leaving is the original founder. Ensure your employees are afforded the time to engage with and buy into the future vision and build trust in the new leadership. Your employees must feel part of the journey.

Well-timed and appropriate external messaging is also critical. A risk assessment completed well in advance can help gauge the impact on the business from an outside perspective. This includes how clients, customers, stakeholders, shareholders and the wider market will react, identifying any potential damage to the perception of the business and its future success.

What’s next for you?

As the business owner, it’s crucial that you’re prepared for the next phase of life. Without an obvious path in mind, it can be all the harder to step away from your ‘baby’. You may wish to still be involved in some capacity or perhaps you’re leaving to set up on your own or in a different field altogether. Whether business life continues or you’re retiring to enjoy the fruits of your labour, therein lies another message that needs to be carefully aligned to communicate next steps in a positive light for all parties, both internally and externally.

To sum up

The key to success? Allow yourself the time to craft a worthy ending so you can walk away feeling proud of all you’ve achieved, and excited for all that’s yet to come.

Read more:
Succession & legacy planning: Can it ever be too soon?   

Business planning. Two words that fill us all with joy. No?

Pointless, tick box exercise and a pain in the proverbial for all concerned? That sounds more like it.

The big problem with business planning is that we need to change the way we look at it. It’s not a ‘one and done’ theoretical document to be stuck in a drawer until the following year, at which point you realise you need to do another one (while recalling all the things you said you were going to achieve in the previous year but didn’t).

Business planning should, in fact, be the opposite of a tick box exercise. It should be the life blood of your organisation, an ever-evolving roadmap to help you fulfil your purpose and smash your strategic goals.

Let’s look at where we are. It’s the month of March and spring is upon us – traditionally a time for optimism and reinvigoration (if only the weather would play ball). Most importantly, from a business perspective, we’re approaching the end of the UK financial year or the end of the first quarter depending on how your strategies and budget align.

It is, therefore, the perfect time to pause and take stock of where your organisation is at in relation to your overall purpose and objectives.

So, how do you ensure that your business plan is not just a huge waste of effort, but rather a working document to keep you on the path to success? Let’s consider these three important points:

The fundamentals

Ultimately, if you don’t know what you’re trying to achieve, no amount of planning will get you there. So let’s start there.

At the heart of every business plan or strategy must be a clearly articulated purpose and some measurable and realistic objectives to move you towards it, underpinned by action to achieve it. Sounds simple right? And it is, if these elements are clearly articulated.

Some questions to consider when developing your business plan/strategy:

• What is your company best at?
• Where do you make the most money?
• What are you most passionate about?

This forms the baseline of your company purpose. Once you’ve articulated this, you can start to outline what good measures of success might look like to move your organisation towards achieving your purpose.

Collaboration and accountability are key

As an organisational leader, strategic planning isn’t something you should be doing on your own. No silos in this scenario, thank you very much. Transparency is essential and your plan needs to be developed with input from all the main decision makers and those responsible for delivering any functions within what we call your ‘business ecosystem’.

If the right people aren’t part of the conversation when it comes to setting objectives, then how can you be sure that everything you’re putting down on paper is realistic and achievable?

Questions to consider when developing your objectives could include:

• What are you trying to achieve in the coming year which will move you towards your common purpose? (the SMART framework developed by George Doran, Arthur Miller and James Cunningham in 1981 can be a useful tool when creating business objectives)
• Are there any opportunities to capitalise on?
• Are there any risks you need to mitigate?
• How does each component of your business ecosystem need to support another to achieve these objectives?

Unrealistic expectations are a surefire way to set everyone up for failure and destroy team morale, leading to bigger problems with retention and a weakened workplace culture.

Action and outcomes

Fundamentally, the key is in the action, not the planning. Therefore, the next step is to define the action you will take to achieve your objectives.

Running a successful business is a team sport and everybody has a part to play in supporting each other to enable your business to thrive. And without clear objectives and a tactical plan to achieve those objectives that your main players have engaged with and invested in, how can anyone in the organisation know what they’re supposed to be doing?

Whether you’re looking at your financial year end or reviewing your performance aligned to your business strategy for Q1, it’s crucial that you’re assessing and reviewing your successes, opportunities, risks, and fundamentally, your failures. Yes, sometimes you will fail; even with the best laid plans, things can get in the way (you know, global pandemics and the like) but the important thing is to swiftly recognise what is not working and pivot your plan accordingly.

While it’s true that certain roadblocks are considerably bigger than others, there are always going to be micro and macro factors which impact both your own business and the wider economy. If you’re only doing annual reviews of your business strategy and tactical plan, there’s going to be a lot more damage to your progress down the line than if you’re assessing it monthly or quarterly at a senior leadership level.

Outside of your own senior leaders, it can also be hugely beneficial to run your business plan by someone with no ‘skin in the game’ – be it an expert or neutral third party who can assess, give a fresh perspective and help identify any elements that might be missing.

In summary

The old adage still rings true: ‘If you fail to plan, you are planning to fail’. But the real success lies in what you do with that plan. It doesn’t need to be lengthy and convoluted. What it needs is real clarity of purpose, clarity of objectives that are realistically achievable for your specific organisation within a defined timeframe, and clarity of action amongst all key players in your business ecosystem to enable you to achieve it.

Clarity and action. It’s pretty simple really. Now, what are you waiting for?

Read more:
Business Planning: A Royal Pain or the Secret to Your Success?

It’s Valentine’s Day and love is unashamedly in the air. But what if everything is not as rosy as it seems?

In truth, all relationships can be tricky at times but even more so when your livelihood depends on it. As a business owner, you may spend as much time (if not more) with your work partner as with your significant other.

And while everything may have been wonderful at the start, with a shared positivity and determination to take on the world and win, the trials and errors of business ownership can start to chip away at that enthusiasm. An issue no doubt magnified by the trying events of recent years with a world in ‘permacrisis’. Brexit, Covid, war, energy crisis, climate crisis, rising business and living costs, workforce shortages… need we go on?

But surely you’ll have discussed and prepared for potential tough times that might arise? The answer to this is not always yes. There may have been a feeling that your indomitable determination and long-standing friendship would be enough to see you through any sticky patches. Or perhaps you did discuss such possibilities but without a crystal ball to hand, how could anyone prepare themselves for what lay ahead?

Frankly, business arrangements are rarely as well thought through as romantic relationships (and we all know how those can turn out!). Yet the implications of a business relationship can have far-reaching consequences for you and your life outside of work. If things go wrong, some ownership structures can cost you your livelihood, your reputation and crucially, your assets.

Finding the perfect partner is tricky enough in your personal life, but entering into a business arrangement with someone can be even harder. The expectations on both sides are often not clearly articulated and an ownership split that might have sounded fair in the beginning, may no longer seem like a reasonable reflection of your efforts as the company grows and workloads change.

There are, however, several steps to building, rebuilding or releasing relationships with people you’re intrinsically linked to. Let’s look at these three scenarios:

Building a relationship

An open and honest relationship is critical to success in any realm and business is no different. Be clear about your purpose or vision for this endeavour and your end goal. Are you in it for the long haul or do you want quick financial gain and an early exit? Are you keen to grow as big as possible or are you content to deliver a quality service as a boutique provider? Does your partner have similar goals? What will happen if one of you changes your mind?

Having these discussions at the start of your journey – and revisiting them frequently as your business develops – can save a lot of heartache down the line. You are on the same page and aiming for a happy ever after. And if feelings change or there is a hiccup along the way, you’re in a much stronger position to get through it for having already laid a solid foundation to build your organisation.

Fixing a relationship

But what can you do if your work partnership is floundering?

The first step is to talk and more importantly, to listen. The reality is that relationships are generally based on how you feel; on how things seem, as opposed to how they really are. The key is therefore to acknowledge those feelings and show a willingness to move forward. If you can’t at least try to rebuild trust and show respect for one other, then your commitment will be tested which can have serious repercussions for your wider organisation. After all, trouble often starts at the top.

There may be many reasons why disquiet has set in, be they financial concerns, a change of view on purpose or direction, or a question of succession/legacy planning. If the lines of communications are closing in, then a real effort must be made by all parties to set common ground for discussion, to align on the challenges and have those difficult conversations before it’s too late. Experts are available to help you navigate the fog and unite on a path forward, whether through business coaching, mediation or simply a trusted third party.

Exiting a relationship

What if it’s too late and it’s all gone to pot?

If things have declined so dramatically that communication is failing and you have reached a stalemate, then do not panic. If a break-up is inevitable, mediation should be your first port of call – it ensures clarity of communication between all parties and significantly increases your chances of reaching a fair and agreed outcome. Legal intervention should be your last resort. While it’s easy for the relationship breakdown to become all-consuming, it’s important to work together to minimise the impact on the people around you. Keep discussions behind closed doors and maintain an amicable and aligned front when facing your team and clients. If the worse comes to worst, maintaining dignity upon exit will lessen the pain all round.

In business, just as in love, the key to a successful relationship is to listen, communicate, build trust and fundamentally, to ask for help when you need it.

Read more:
All’s Fair in Love and Business