It’s common for me to hear that leaders are struggling to hold their teams accountable. A discussion with one of my clients a few weeks ago went something like this: “People agree to do things and then just don’t do it. We might agree to something in the meeting and
I work with founders of growing businesses, which could also be explained as saying ‘I work with a lot of very busy people’. Despite many board meetings now going ahead in person (hurrah!), I also spend a lot of time during the week on Zoom calls. It’s inevitable that sometimes
A member of a team I work with recently shared a link to an article. “This is a good one“, he said. That was it. In time poor lives where your inbox can at times feel like someone else’s to do list, if you’re going to share you need to
Service level agreements, scopes of work, contracts… three terms we hear a lot about in business. I was going to start out this article defining them – they’re frequently used interchangeably despite the fact they have different definitions. But on reflection, the definitions of these terms aren’t really what’s important
I’ve had more chats over the past few weeks with frustrated leaders who are determined that people ‘should’ be back in the office. As the arms race for new talent accelerates, I can’t help but feel that some leaders are missing the point entirely. ‘Back to the office’ is quite
A discussion with a business leader recently motivated me to write this article around vanity growth. I hope it helps you to figure out what you can do to make sure profit – rather than revenue – becomes a mission for business growth. You’ve all likely heard the term ‘Revenue
What to Know Generally, fewer is used when the number of things is counted (“fewer problems”) whereas lessis used when the number is measured (“less trouble” or “less time”). However, this is not a strict rule and there are accepted instances of less being used with countable amounts such as “250 words or less,” “3
An introductory guide to using scenario planning for smaller businesses During a recent workshop with a client I was once again reminded of the usefulness of scenario planning. I thought it was a great time to reshare a really simple model you can use in your business to try and
Primarily, the article is about hats. In a small business, it’s sometimes difficult to be clear about your role at any given time. But, if you’re both a shareholder and a part of the leadership team – it’s so important to have absolute clarity about which of those roles you’re playing when
I recently left a little review for The Suffolk Latch Company, a business that makes cast iron door furniture (because great products and service really do deserve feedback). They replied a couple of days later to thank me and to ask – ever so politely – if I’d mind spreading
