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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…
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How to deal with a Toxic Work Culture

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or How to Create And Sustain A Positive Workplace Culture
I was working with a new client last week they asked me about how to deal with a poor workplace culture. 


The MD said it had started with a several months ago when he heard a few slights and a couple of individual negative comments between team members Then he looked into it and he saw that this negativity had spread throughout the company, from a minor issue it had exploded into a "real storm in a tea cup." Suddenly everything had become an issue, some people not speaking to other people, or only under duress with backbiting, a general lack of trust and a lowering of morale throughout the whole business.   He was amazed at how fast this toxic culture had spread and created such a hostile environment in which to work. His first question to me was how do you banish toxic workplaces and foster a positive culture in your business? 


Here are some key tips which leaders find as effective ways of resolving toxic cultures.
Take o…
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Location: 94 Southgate, Eckington, Sheffield S21 4FT, UK
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Do LESS Be MORE Leadership

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The art of Leadership: do less and BE MORE.
The challenge for leaders today is that expectations about leaders are so high. They are in charge, and that means that they must know everything that is going on, being able to wave magical wands to fix anything at a drop of a hat. This expectation acts like catching hooks on leaders, pulling them into doing rather than leading their business. 

Leaders to stay leading, must therefore member the golden rule that any business is a group of people delivering something. If you want them to succeed then the leader must create the successful conditions for that success to happen. Leaders therefore must design and build the environment for success, and then make it sustainable, so the environment becomes a stable one to continue that success. 

Leaders need to therefore focus on their people leadership skills, not task or output.  





Leadership Vision For leaders to lead they must first identify their core purpose in leading, or as Simon Sinek calls thei…
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Location: Southgate, Eckington, Sheffield S21 4FT, UK
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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…
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Location: 94 Southgate, Eckington, Sheffield S21 4FT, UK
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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…
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Location: Sheffield, UK
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