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Working ON Your Business NOT IN Your Business

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Working ON Your Business not IN Your BusinessThe pressure on directors and leaders to be not only great role models but also to be involved in every aspect of the business. But successful leaders in any sector, no matter their personality or background, always have the ability to focus ON their business rather then IN their business. What does that mean in reality and if it is so successful why do directors get pulled into their business so easily, and what to do about it. 

Directors: Being Pulled from Pillar to PostThe urge for directors to jump in to your business as the chief fire-fighter or executive management is the most natural reaction any director or owner has when it is under pressure to demonstrate their leadership. 'Keep calm I'm in charge' is the key message leaders want to portray. That position of fire-fighter extraordinaire (superman without the lycra) the man (mainly) who can, is a powerful pull to keep leaders hands on, but its also one main reason why com…

Leadership Measuring Outcomes

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Leadership: Measuring Outcomes 
Many leaders struggle with leading people effectively. One key challenge that leaders struggle with is in creating key results focus attitude that measure outcomes instead of outputs.
So what is the difference between an outcome and an output? Why does that matter and why is it difficult to differentiate between the two? And why is it crucial for leaders to focus on Key Results measures of outcomes and not just outputs? Outputs vs OutcomesAn output is something that people do, while an outcome is something that happens as a consequence of that doing activity.  “I have made 50 calls to prospective customers” is an output, “I’ve closed a new customer” is an outcome. 
Measuring the activity, the output, tells you how busy someone is, measuring the outcome, the result tells you have effective they have been at the task in hand. Outputs, being busy always start out as the simplest measure to activity, but they are a false measure of success. Outputs are activity…

Company Culture: the 8c's of Cultural Competitveness in Business

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Company Culture: Defining Business CultureCompany culture has been the key driver of differentiation between companies.  A positive company culture defines the gaps between average performers and high performer companies within any sector of business.  Company culture demonstrates its true personality, is the environment in which employees exist.  Culture is what differentiates brands within sectors.  It is culture which employees buy-in, from first engagement through to life-time employment. Culture matters from cradle to grave in loyalty in employing people and in creating loyalty with customers.  Company culture is the only real differentiation between leading brands in maturing market sectors.   Company culture is not a single element but includes the entire working environment, established, maintained and driven by its leadership.

Yet despite the importance of culture within the workplace few leaders focus on identifying, creating, developing and sustaining the right culture with…

How to make Change Succeed in the Workplace

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How to create, drive and sustain change in the workplace 
Executive Summary Change is the only constant in business.The challenge is that success reduces the need for change, until it is too late. Businesses which continually succeed do so because they respond to the changes in their market. Those which can adopt the quickest and proactively succeed in adapting and developing to meet their customers needs, succeed at the expense of those that are unable, unwilling or slowest to adapt.  The drivers of change in business are often driven by a company failing to achieve outcomes in turnover and profit. Change of course is easy to talk about doing, but difficult to achieve.  Changing anything that exists takes more than suggestions, words or even plans. In this article I want to share how I work with high growth organisations to create and sustain change and remove the blocks and active opposition to change within an organisation.

In today's flat rather than traditional hierarchical …

What to focus on when looking to sell your business.

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Summary: What to focus on in selling your business. 
The time to sell your business is when you want out. The best time is when you have a new exciting project that you want to commit to. The optimum time to sell is when investors are excited by your sector and your business is in tip-top fighting condition within a dynamic market.  This simple checklist should be at the heart of all business owners when looking to define their exit strategy timetable.  Buyers buy because of the potential they can see in making money from the business they are buying. They will pay a premium for a well-run company, with a motivated and dedicated management team, delivering efficient processes to loyal customers.     
Buyers ExpectationsBuyers look at potential business acquisitions through the lens of perceived financial risks and rewards. Buyers weigh up the potential rewards over 3 to 5 years both in terms of profits coupled with its potential asset value (share value) as their return on their exit pla…

Why and How Challenger Brands Succeed For Brand Leaders

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The challenger brand model is a strategic approach to a market that works for aspirational brand leaders to take ownership and consolidate a particular position for their unique offering within a market. The challenger brand model is business strategy that changes the landscape of a market, by shifting the entire premises of a market's assumptions about its underlying structure.  Changing the premises of the market's structure is how disruptive technologies are brought to market by challenger brands.

The fundamental premise of challenger brand model is that it is a whole business strategy for the business, not just the marketing and sales functions. The challenger brand model success relies upon it being a clear strategically focused in carrying the whole business into a new place within its market sector(s), not just routes to market into a true partnership throughout the entire value pipeline.
This shift is about partnership proactive participation in the challenger attitude …