There’s now a marked difference on people’s focus on delivering, and the results we’re getting
I had a fairly new management team, we were reasonably inexperienced in the roles, and not as productive as I wanted us to be.
The company had grown, but the management approach had stayed the same. We weren’t focused on where we were going, there was ambiguity over who was responsible for what and who was accountable. I roughly knew the direction but wanted us to have a definitive version. We also had some new senior recruits joining and I wanted to get them involved in setting the direction.
My big concern was about not everyone buying into what I wanted to do
I was concerned that I’d tried stuff before, and never made it really stick the way I wanted. So I needed to make sure that whatever I did, it wouldn’t fizzle out but would stick.
I also wanted someone who’d been in a similar position to me, who’d experienced a similar journey, and experienced what I wanted to do and had done it. Someone who’d a system for growing the business and had implemented it themselves.
Personality was also really important – I needed someone to click with, and who got me and what I was facing.
The work on attitudes and behaviours really helped
It’s so powerful for recurring, retaining and coaching people. And it’s given us a process and the confidence to deal with people whose behaviours aren’t what we wanted. We’re now able to deal with the people who deliver but don’t behave the way we expect and want for our company.
We’ve exited people because of this, and I realised that we had to do that if I wanted to build a great team and maintain morale. You have to remove the organisational terrorists who suck the happiness from people. You can’t be walking around on eggshells. It takes too much emotional energy.
Previously our meetings weren’t working
Probably the biggest benefit is the structured weekly meeting with the team. Previously, our meetings weren’t working, we’d no timelines, lots of talk, no action, people were frustrated, there were no guidelines.
Now everything is tied together, we know how this week leads to the quarterly promises, to the one-year milestone to the three-year ambition to the five-year courageous vision.
We’re getting better outcomes across the business
The quarterly promise setting process really gets us focused on where we are going. It also allows me to hear what the team think and get their buy-in, but I still influence the process and ultimately make the decision. It’s given me confidence in my decision making and to structure things. There’s much better clarity on responsibility and accountability.
There’s now a marked difference on people’s focus on delivering, and the results we’re getting. I still need to work on building individual accountability but I’m getting there.
We’re getting better numbers too – sales for the first nine months of this year are already ahead of last year’s total!
Would I recommend Richard?
Yes. I’ve a real passion for what I’ve been through and how it’s helped me. It’s a very powerful tool to run a business by. It’s working for me and the business.
Personally, you helped me understand what was needed and how to make the changes necessary in the business to get the growth we want. I know the whole team feel the same way, and everyone got lots from working with you.