AI will not remove value from financial advice; it will shift value from routine information work towards judgement, trust, accountability and implementation.

The strategy should not be framed as AI adoption, but as a redesign of how the firm creates, protects and scales client value.

The ambition should be an AI-enabled, human-led financial planning firm that uses controlled pilots, redesigned workflows, improved client experiences, sharper propositions, faster processes and scalable operating models to deliver stronger client outcomes and commercial value.

AI is making research, comparison, drafting and administration increasingly abundant and fast. These will become expected capabilities rather than sources of differentiation.

Expect declining value in:

·         Routine research and information provision

·         Standard investment and product comparisons

·         Generic financial reports and market commentary

·         Manual meeting preparation and note production

·         Repetitive onboarding, review and administration

·         Propositions differentiated mainly by technical knowledge

Value is likely to increase in:

·         Interpreting what information means for each client

·         Helping clients make difficult decisions

·         Understanding family circumstances, emotions and competing priorities

·         Providing reassurance during uncertainty

·         Encouraging action and maintaining accountability

·         Coordinating decisions across investments, pensions, tax, protection and later-life needs

·         Remaining accountable for recommendations and outcomes

The strategic question is not “What can AI do?” but “What will clients value more because AI exists?”

The proposition should be described and designed around what clients achieve, rather than the activities advisers perform.

We help clients make confident financial decisions

We help clients fund the life they want without taking   unnecessary risk  

We keep clients’ plans aligned as their lives and   circumstances change

We help clients enter retirement with clarity, confidence   and control     

We show clients what is possible and what decisions they   need to make

AI may prepare outputs, but advisers must own the interpretation, recommendation and client outcome.

Trust, judgement, accountability, leadership, influence and belonging become more valuable as information becomes cheaper.

They should be explicit priorities in strategy, recruitment, training and performance management.

Advisers should be developed to:

·         Exercise judgement where there is no clear right answer

·         Explain complex choices simply and calmly

·         Understand the emotional context of money decisions

·         Challenge clients constructively

·         Move clients from intention to action

·         Manage difficult family and intergenerational conversations

·         Build durable trust beyond the advice process

·         Accept professional responsibility for recommendations

Technical competence remains essential, but it becomes the entry requirement rather than the principal differentiator.

The winning model is not advisers competing with or avoiding AI, but advisers combining professional judgement with AI-supported capability.

AI could prepare:

·         Initial research and product comparisons

·         Meeting briefings and summaries of previous conversations

·         Draft review packs and suitability-report components

·         Cash-flow scenarios and questions requiring further investigation

·         Draft follow-up communications and action lists

·         Missing information and unusual changes for review

·         Personalised educational material

·         Administrative actions for human review

The adviser should retain responsibility for:

·         Understanding the client

·         Testing assumptions

·         Interpreting risks and trade-offs

·         Determining suitability

·         Making and explaining recommendations

·         Identifying vulnerability and emotional concerns

·         Securing informed client agreement

·         Approving all consequential outputs

The principle should be: AI prepares; advisers decide and remain accountable.

Occasional AI use may save time, but strategic advantage requires workflow redesign across four stages:

1.      Use: individuals employ AI for isolated tasks

2.      Integrate: AI becomes part of defined workflows

3.      Standardise: methods, standards and controls are codified

4.      Leverage: develop services and client experiences that were previously uneconomic or impractical

Each priority workflow should have a clear specification covering:

·         Intended outcome

·         Approved information and data sources

·         Defined process

·         Required quality standard

·         Checks and exceptions

·         Human intervention point

·         Accountable approver

These four workflow stages provide the operating discipline for the five-stage strategic roadmap: establish control, codify the model, transform the client experience, redesign propositions and scale what is distinctive.

This turns adviser knowledge from individual expertise into an organisational asset.

Time saved is not automatically value created. Unless recovered time has a defined purpose, it will be absorbed by more administration or higher volumes of low-value output.

Create protected value time and reinvest efficiency gains in:

·         More meaningful client conversations

·         Proactive contact at important life events

·         Better preparation for complex decisions

·         Stronger prospect conversion and follow-up

·         Intergenerational relationships with clients’ families

·         Coaching clients to implement agreed actions

·         New propositions and services

·         Adviser training in judgement, communication and leadership

Every automation initiative should therefore state both:

1.      What work will take less time?

2.      What higher-value activity will replace it?

There are four levels of opportunity:

Productivity:

Reduce preparation, administration and drafting time

Quality:

Improve consistency, identify omissions and strengthen   checking

Client experience:

Provide faster, clearer and more personalised   communication

New value creation:

Create services that were previously too costly to provide

The greatest strategic opportunities may be in:

·         More personalised follow-up after every client meeting

·         Proactive prompts linked to life events and changing circumstances

·         Scenario-based guidance between formal reviews

·         Financial education tailored to each client and family member

·         Lower-cost advice or guidance for clients’ children and emerging-affluent households

·         Continuous plan monitoring rather than annual review dependency

Avoid the production trap: more reports, emails and content only create value when they improve decisions, relationships or client outcomes.

Automating junior work could break the traditional development path for the next generation of advisers.

Research, first drafts, document checks and meeting notes may be low-value outputs, but they have historically helped junior employees recognise patterns and develop judgement.

The apprenticeship model should be redesigned by:

·         Earlier exposure to client meetings

·         Clear explanation of recommendation logic and trade-offs

·         Structured critique and verification of AI output

·         Supervised responsibility for smaller decisions

·         Review of previous advice outcomes

·         Assessment of reasoning and judgement, not task completion alone

·         Training on when not to rely on AI-generated answers

A strong pipeline of experienced human judgement could become a material competitive advantage.

Outcome: A controlled evidence base and clear strategic direction

Build approved workflows; document methods; improve data   quality; train all teams; protect human approval points.

Use released capacity for personalisation, proactive   contact and stronger implementation support.

Develop new services, revise pricing and segmentation, and   establish a new adviser-development model.
Outcome: New revenue streams and a stronger talent pipeline

Embed the strongest propositions across the firm; retire   low-value processes; position explicitly around client outcomes.

Outcome: A differentiated, scalable, AI-enabled financial planning   business

Measure client and commercial value, not AI usage alone:

Relevant measures include:

Do not protect routine work that technology is making cheaper.

Use AI to release capacity, redesign the operating model and move the firm towards stronger faster client outcomes, deeper trusted relationships and more scalable commercial advantage.

Value will move away from data entry, routine processing, basic analysis and standard document production. It will move towards interpretation, commercial judgement, proactive advice, personal accountability and helping clients make better decisions.

For a small-to-medium-sized UK accountancy practice, the five-year strategy should not simply be an “AI adoption plan”. It should redesign how the practice creates value for clients, develops its people and operates profitably.

The strategic ambition should be:

AI, cloud accounting and workflow automation are making the collection, processing and presentation of financial information faster and cheaper. Clients will increasingly expect these capabilities as part of the basic service.

Value is therefore likely to decline in:

These services will remain necessary, but they will become harder to differentiate and may face increasing price pressure.

The strategic question is not simply: “What accounting work can AI undertake?”

It is: “What will clients value more as routine accounting work becomes easier and cheaper to produce?”

The practice should describe its proposition in terms of what clients achieve, rather than the work the practice completes.

We help clients understand performance and make better business decisions             

We help clients meet their obligations and plan their affairs with greater confidence

We give owners timely insight into cash, profit and the   decisions requiring attention

We help clients pay their people accurately and manage employment-related obligations  

We help business owners structure decisions efficiently and avoid preventable surprises         

We help clients understand future cash requirements and test their plans              

We keep clients’ financial plans aligned with changes in their business and personal objectives

AI can help prepare accounts, reports, forecasts and analysis. The practice must continue to own the interpretation, professional judgement, recommendation and client outcome.

As information and analysis become more readily available, the capabilities that depend on trust, judgement and relationships become more valuable.

These should become explicit priorities in recruitment, development, performance management and promotion.

The practice will need accountants who can:

Technical competence remains essential, but it becomes the foundation of the service rather than its sole differentiator.

The strongest model is unlikely to be accountants competing with AI or attempting to avoid it. It will be accountants combining professional experience and client understanding with technology-supported capability.

AI could help the practice prepare:

The accountant should retain responsibility for:

Occasional use of AI may save individuals time, but it will not create a sustainable advantage.

The practice should move through four stages:

Priority workflows might include:

Time saved does not automatically translate into greater value. Without clear direction, recovered capacity will be absorbed by additional administration, greater volumes of low-value work or reduced pricing.

The practice should protect and reinvest the capacity created by technology in:

Unless the second question is answered, automation may reduce costs without improving the practice’s strategic position.

Productivity - Reduce processing, preparation, administration and   drafting time    

Quality - Improve consistency, identify omissions and strengthen   review processes

Client experience - Provide faster, clearer and more personalised   communication     

New value creation - Deliver insight and advice that was previously uneconomic   to provide

The practice should avoid the “production trap”: creating more reports, dashboards, emails and analysis simply because technology makes them cheaper to produce. Additional output is only valuable if it improves a client decision, action or outcome.

A single service model is unlikely to remain appropriate for every client.

Digital compliance: Efficient, reliable completion of essential accounting and   tax obligations

Compliance plus insight: Compliance supported by regular reporting and   interpretation

Business advisory: Ongoing support with performance, cash flow, planning and   decisions

Strategic partnership: More intensive support for growth, funding, succession,   transactions or exit

Segmentation should determine the service, frequency of contact, delivery model, team structure and price. It should not simply become a marketing label applied to broadly identical services.

Traditional hourly billing can reward time spent rather than value created. It can also make the benefits of automation difficult to share fairly between the client and the practice.

Over five years, the practice should consider a balanced approach using:

The objective should not be to disguise prices or increase fees without justification. It should be to align price with the value, expertise, risk and level of support being provided. Efficiency gains should improve capacity and margins while allowing the practice to invest in service quality and advisory capability.

One of the greatest long-term risks is that automation removes the junior work through which accountants have traditionally learnt.

Bookkeeping, accounts preparation, reconciliations, tax computations and first drafts may be lower-value outputs, but they help people understand how businesses operate and develop the pattern recognition needed for professional judgement.

The practice should redesign its development model by:

Over five years, a strong pipeline of commercially aware accountants could become one of the practice’s most important competitive advantages.

A smaller practice may not need an extensive AI governance function, but it does need clear and proportionate controls. These should cover:

The practice should be particularly careful where AI-generated content influences tax positions, statutory reporting, audit work, financial decisions or formal advice.

Technology may support professional judgement, but it must not create ambiguity about who is responsible.

Map services and workflows; classify tasks as “assist,   automate or human”; segment clients; establish governance; test a small   number of low-risk applications

Outcome: A controlled evidence base and a clear strategic direction

Build approved workflows; document the practice’s methods;   improve data quality; train the team; clarify service packages and   responsibilities

Outcome: More consistent delivery, quality and productivity

Reinvest capacity in proactive communication, management   information and advisory conversations; introduce clearer client propositions

Outcome: Stronger client engagement, retention and perceived value

Expand commercially validated advisory services; review   pricing; deepen sector expertise; implement the redesigned development model

Outcome: New revenue streams and a stronger pipeline of future   managers and partners

Embed successful propositions across the practice; retire   low-value processes; refine the client portfolio; position the firm around   outcomes and trusted advice

Outcome: A differentiated, scalable and more profitable accountancy   practice

The practice should measure value created, rather than simply monitoring the use of technology.

Relevant measures include:

Measures should be considered together. For example, improving revenue per employee is not a success if it is achieved through excessive workloads, declining client service or unacceptable quality risk.

Leaders should regularly ask:

A small-to-medium-sized accountancy practice should not try to protect the value of routine work that technology is making cheaper. Nor should it abandon the compliance services on which client trust and recurring revenue are built.

The opportunity is to deliver compliance more efficiently and consistently, then use the resulting capacity, data and insight to become more valuable to clients.

The practices most likely to succeed will combine:

One of the most common reasons why business owners struggle to grow their businesses is simply a lack of time. Business owners are often pulled in many different directions, from managing employees to handling customer service issues to dealing with administrative tasks. It can be challenging to find the time to focus on growth strategies when there are so many other tasks demanding attention.

Another reason why business owners may avoid focusing on growth is a fear of failure. Expanding a business involves taking risks, and some business owners may be hesitant to take those risks for fear of damaging their existing business or reputation.

Growing a business often requires additional resources, whether it's hiring new employees, investing in marketing campaigns, or expanding into new markets. Business owners may feel overwhelmed by the financial and logistical challenges associated with growth and may struggle to find the necessary resources to move forward.

Managing day-to-day operations can be a full-time job, leaving little time or energy for growth-related activities. Business owners may struggle to balance these competing priorities and may feel overwhelmed by the operational challenges of running a business.

Finally, business owners may struggle to grow their businesses simply because they lack a clear vision or plan for growth. Without a clear direction, it can be challenging to identify the best growth strategies and prioritise activities.

So, growing a business requires time, resources, and a willingness to take risks. Business owners may face a variety of challenges that make it difficult to focus on growth, from managing day-to-day operations to balancing competing priorities. However, by prioritising time management, seeking out resources and support, streamlining operational processes, and developing a clear growth plan, business owners can overcome these challenges and successfully grow their businesses.

At its core, the Dilts model identifies six different levels of change, each of which builds on the previous one:

Environment
- The external factors that influence a person, such as their physical surroundings, the people they interact with, and the culture they are part of.

Behaviour
- The actions that a person takes in response to their environment, such as habits, routines, and reactions.

Capability
- The skills and abilities that a person possesses, such as their knowledge, expertise, and physical and mental capabilities.

Beliefs and Values
- The underlying beliefs and values that a person holds, which shape their thoughts and feelings about the world and themselves.

Identity
- The sense of self that a person has, which includes their self-concept, self-image, and self-esteem.

Spirituality
- The person's connection to a higher purpose or meaning, which gives their life a sense of direction and significance.

Each level of the Dilts model is nested within the previous one, meaning that changes at one level can have an impact on the levels below it. For example, if a person changes their environment by moving to a new city, this can impact their behaviour by influencing the people they interact with and the opportunities available to them. Similarly, if a person changes their beliefs and values, this can impact their identity by shaping their self-concept and self-esteem.

The Dilts model is that behaviour is just the tip of the iceberg when it comes to understanding human behaviour. While it may be easy to identify someone's actions, understanding the underlying drivers that motivate those actions can be much more challenging. By exploring the different levels of the Dilts model, individuals can gain a deeper understanding of themselves and others, and develop strategies for creating positive change.

Change can happen at any level, and changes at one level can have a cascading effect on the levels below it. For example, if a person changes their beliefs and values, this can impact their behaviour, their capabilities, and their sense of self. By understanding this interplay between the different levels, individuals can identify the most effective strategies for creating lasting change.

The Dilts model is a powerful framework for understanding human behavior and creating positive change. By exploring the different levels of the model, individuals can gain insights into their own motivations and develop strategies for creating lasting change in their lives. Whether you are looking to make small changes or significant transformations, the Dilts model can be a valuable tool for achieving your goals.

When we're engaged in a conversation, it's easy to get caught up in our own thoughts and opinions, and to focus solely on getting our point across. However, if we truly want to connect with others and have meaningful conversations, we need to be willing to step outside of our own heads and listen to what the other person is saying.

This means actively listening to what they're saying, paying attention to their body language and tone of voice, and trying to understand their perspective and point of view. It also means being open to feedback and willing to consider alternative viewpoints, even if they differ from our own.

By joining the conversation that's going on in the other person's head, we can build stronger relationships, improve our communication skills, and gain a better understanding of the world around us. We can also avoid misunderstandings and conflicts that can arise when we fail to truly listen and engage with others.

So how can we join the conversation that's going on in the other person's head?

In conclusion, joining the conversation that's going on in the other person's head is a key component of effective communication. By actively listening, being open-minded, and showing empathy and understanding, we can build stronger relationships, improve our communication skills, and gain a deeper understanding of the world around us.

So the next time you're engaged in a conversation, remember to take a step back and focus on joining the conversation in the other person's head, rather than just trying to get them to join the conversation in yours.

When applying the Circle of Competence to business growth, there are a few key areas to consider:

Identify your circle of competence
Start by taking stock of your knowledge, skills, and experience. What industries, sectors, or types of businesses do you have a deep understanding of? What are your strengths and weaknesses? By identifying your circle of competence, you can focus your attention on the areas where you are most likely to succeed.

Evaluate business opportunities
Once you have a clear understanding of your circle of competence, you can start evaluating potential business opportunities. Look for businesses that operate in industries or sectors that you know well, and that align with your strengths and interests.

Conduct thorough research
Before making any investment or growth decisions, conduct thorough research on the businesses you are considering. Look at their financial statements, market trends, competitive landscape, and any other relevant data. This will help you make informed decisions and avoid costly mistakes.

Focus on long-term growth
As you evaluate business opportunities, focus on long-term growth rather than short-term gains. Look for businesses with sustainable competitive advantages, strong management teams, and a track record of success. By investing in businesses that have the potential to grow and thrive over the long term, you can maximize your returns and minimize your risks.

Stay within your circle of competence
Remember to stay within your circle of competence. Avoid investing in businesses or industries that you don't understand, as this can lead to costly mistakes. By focusing on what you know best, you can make informed decisions and achieve long-term success.

Know when you have stepped into your Circle of Incompetence
Often experts in one sphere naturally assume they will also be experts in adjacent spheres. It is tempting to assume that becasue you are leading technical expert that you will also be an expert in marketing that technology.

Understanding the gaps in your competence should lead you to delibertaely hiring people who cover those gaps leaving you uncluttered to focus on where you add the most value.

Frequently leadership teams are unbalanced as they contain too many of a very similar personality type - creative people recruit other creatives, technical experts recruit of ther technical expert like themselves. High performing teams require genuine diversity in skills, competence and personality.

Here are 20 things that can get in the way of entrepreneurs achieving their goals:

Constantly changing landscape
Digital marketing is constantly evolving, with new platforms, tools, and trends emerging all the time. Keeping up with the latest changes and adapting to new technology can be a challenge.

High competition
With so many businesses vying for attention online, competition is fierce. It can be difficult to stand out and attract the attention of your target audience.

Complexity
Digital marketing encompasses a wide range of tactics and strategies, from search engine optimization (SEO) to social media marketing, content marketing, email marketing, and more. Each of these areas requires specialized knowledge and skills, making it challenging to master them all.

Data overload
Digital marketing generates a lot of data, and analyzing that data to make informed decisions can be overwhelming. Marketers need to be able to interpret data and use it to make strategic decisions.

Rapidly changing consumer behavior
As technology and social media continue to shape consumer behavior, it can be difficult to keep up with their changing expectations and preferences. Marketers need to be able to adapt to these changes quickly.

Overall, digital marketing requires a combination of creativity, technical skills, analytical skills, and the ability to adapt to change. It can be challenging, but mastering it can lead to significant rewards in terms of increased brand awareness, customer engagement, and revenue.

Here are 64 factors which may get in the way of entrepreneurs achieving their goals:

Understand the company and its goals
Spend time learning about the company, its mission, and its objectives. This will help you align your marketing efforts with the larger goals of the organization.

Get to know your team
Build relationships with your colleagues and team members. Understand their roles and responsibilities, as well as their strengths and weaknesses.

Conduct a thorough analysis
Take the time to assess the current state of the company's marketing efforts. This includes a deep dive into any existing campaigns, analytics, and customer insights. Use this information to identify areas of opportunity and improvement.

Develop a marketing plan
Based on your analysis, develop a comprehensive marketing plan that aligns with the company's goals. This should include strategies for reaching target audiences, creating content, and measuring success.

Build a cross-functional network
Marketing is a collaborative effort that involves many departments within a company. Build relationships with key stakeholders and decision-makers in other areas of the organization.

Set clear goals and metrics
Establish specific goals and KPIs for your marketing initiatives. Make sure these are aligned with the larger goals of the company.

Start executing
Once you have a plan in place, start executing. This may include developing content, launching campaigns, and measuring performance. Be sure to communicate progress to stakeholders and adjust your strategy as needed.

By following these steps, you can set yourself up for success as a marketer in your new role.

Remember to stay flexible and open to feedback, as the first 100 days are just the beginning of a successful career in marketing.

Lack of delegation
Business people who are too busy often try to handle everything themselves, which can lead to burnout and decreased productivity. They may feel that no one else can do the job as well as they can, but this can be a mistake. Delegating tasks to capable team members or outsourcing tasks can free up time and resources for more important tasks. The basic rule of delegation is to delegate until you feel uncomfortable, then delegate more.

Business people who are too busy may not prioritize their time effectively, which can lead to a lack of focus and an inability to accomplish important tasks. They may spend too much time on less important tasks or get bogged down in administrative work that could be delegated to others.

Business people who are too busy may take on too many projects or commitments, which can lead to a lack of focus and a decrease in productivity. They may feel that they need to say yes to every opportunity, but this can be detrimental to their overall success.

Business people who are too busy may be relying on manual processes instead of automating certain tasks. This can lead to wasted time and resources and can also make it more difficult to scale the business.

Business people who are too busy may be neglecting their personal life, which can lead to burnout and decreased productivity. They may feel that they need to work around the clock to succeed, but this can be detrimental to their mental and physical health.

There are many things that get in the way of a business growing and its often easy to assemble a long list of factors which are holding your business back. This becomes simply too big to tackle and is discouraging. Hardly the best mindset to forge ahead with!

So pick out the No 1 reason below - the real reason.

Limited access to markets or customers

Economic downturns or market fluctuations

Regulatory compliance or legal issues

Competition from larger or more established companies

Limited access to resources or skilled labor

Lack of technology or outdated equipment

Inefficient or ineffective operations or management

Lack of a strong brand or reputation

Political instability or uncertainty in the operating environment.

Then list 20 ways you can resolve it.

Pick the best 3 - and schedule time in your calendar to work on them with a specific deadline date to have the issue fixed.

Motivation is one of the elusive aspects of team leadership - each individual is of course different in terms of their personality and perspective. The context both within the business and their private life have a huge impact. However here are some general principles:

Provide regular feedback
Give your team members regular feedback on their performance and let them know how they are contributing to the team's success.

Recognise and reward hard work
Show appreciation for your team members' hard work and efforts with rewards or bonuses.

Encourage teamwork
Foster a team environment where everyone feels valued and supported.

Empower your team
Give your team members the autonomy to make decisions and take ownership of their work.

Provide opportunities for growth and development
Give your team members opportunities to learn new skills and advance their careers.

Communicate effectively
Keep your team members informed and involved in important decisions and developments.

Lead by example
Set a good example for your team by being a positive, hardworking, and reliable leader.

Create a positive work culture
Create a positive, fun and supportive work environment that encourages productivity and motivation.

Encourage work-life balance
Encourage your team members to take time off, relax and recharge, and maintain a healthy work-life balance.

Strong leadership: A team with a clear leader who sets a positive example, communicates effectively, and empowers team members to make decisions.

Clear communication: A team that communicates effectively and openly, and encourages feedback and ideas from all members.

Collaboration: A team that works well together and is able to collaborate and problem-solve effectively.

Diverse skill sets: A team that has a diverse range of skills and expertise, allowing them to tackle a wide range of tasks and challenges.

Trust and respect: A team that trusts and respects each other, and is able to work together towards a common goal.

Clear roles and responsibilities: A team that understands and is clear about their roles and responsibilities, which helps to avoid confusion and overlap.

Flexibility and adaptability: A team that is able to adapt to changing circumstances and is able to pivot when needed.

A positive attitude: A team that maintains a positive attitude and approach, even in challenging situations.

A shared vision: A team that shares a common vision and goal, and works towards achieving it.

A culture of continuous improvement: A team that is always looking for ways to improve and grow, both as individuals and as a team

Fast growing businesses can sometimes be constrained by a lack of belief that the growth goal is achievable or a lack of desire to put the effort in - so what causes this and how do you tackle it?:

Some individuals have a fundamental lack of self-belief or belief in others. They are natural victims, take little responsibility and blame everyone else for their woes. They are negative and absorb problems. They recruit others into their "problem" world too. As a result they use "problems" as a means of avoiding taking action themselves and are incapable of taking initiative. They enjoy the problem so much that the last thing they want is a solution! If "belief" is poor and the team contains people like this, then the solution is obvious. There is an old adage that in any situation 15% of people will be with you, 15% will be against you, 70% will be open to persuasion. ("Polar Bear Pirates" by Adrian Webster gives a brief light hearted overview of character types and how they can obstruct or support).

Some people just do not know what to do or how to do it - so if a lack of skills or experience is holding them back (and sometimes fear of owning up to it) then appropriate training backed up by ongoing support (coaching or mentoring) can boost self belief and performance considerably. Sales teams need to be regularly re-familiarised with the key benefits of the business to maintain a "superior value added" rather than "transactional" approach - often a weekly training session (sales skill + technical knowledge) before or after hours works well.

Sometimes there are genuine constraints which hold teams back - system flaws, cumbersome / unnecessary processes, ignorance etc. Streamlining processes, eliminating wasted time and automating tedious tasks can have a significant impact on performance and attitude. The simple question "what's holding you back from 100% growth / increase / output ?" can be revealing - the best person to own the fix to the issue is the person who identified it.

Actions speak louder than words / success breeds success - it's easy to speak the words of “Purpose”, "Growth" and "High Performance" but if actual management behaviour and team experience does not reflect this then people will follow the behaviour they experience in practise. The true values are shown by who gets hired, promoted or fired. If the ambition to grow conflicts with the everyday reality of needing to hit short term sales targets then people will focus on the short term sales targets. Success needs to be recognised, rewarded, and celebrated to help reinforce desired behaviour.

The business leader and the senior management team set the tone - so they have to project consistent ambition, drive, energy, serious intent and total belief in the team. The vision and values need to be articulated and most importantly owned by the whole business. They should be fundamental to all induction, prominently displayed and regularly reinforced. All plans and actions should be referenced against them. If it doesn’t align with the values, don’t do it.

Goals need to be motivating for the company, the management, the teams, and the individuals - motivation can be both personal & financial. Having a goal to be the market leader sounds good, but what would this actually look like? What would it mean at an individual level? Is this just extra work / pressure? Why would this motivate? "What's in it for me?" ..

 

Back in March 2020 when Lockdown happened, my 2020 client projects, schedules and plans were all cancelled. This unexpectedly created the space and time to draw together over 40 years of ideas, tools, techniques, and experiences. I had always intended to write a book at some stage, but certainly not yet and writing 3 in succesion wasn't on the bucket list.

I am really honoured that the forwards to these books have been written by inspiring individuals who I respect enormously - thank you @Peter Thomson @Chris Bullick @ Chuck Dymer.

Getting proof copies for each book was quite exciting, but seeing a whole pile of them ……

So what did I learn?

1) Structure is everything in creating any sort of content. Its so tempting just to dive in and start writing, but time spent figuring out and planning the structure is essential. This way you know where every point will sit and can cross reference accordingly.

2) Define the profile of the reader fully. Knowing who you are trying to enagage with, envisioning them as a real person helps keep the content relevant and fresh.

3) Use technology to keep consistent - there are plenty of authoring and grammer tools available but also tools that check your style and readabilty.

4) Don't do your own proof reading!

Books all available through this website or from Amazon and Waterstones

However, one element which is not yet widely recognised is relationship fatigue or "emotional capital drain down".

At the start of the pandemic, it was remarkable how readily teams adapted to working remotely and how swiftly customers and clients adapted to the new world. Companies have observed all this and concluded that offices are unnecessary and that the cost of relationship building (face to face meetings, travel, social events etc) with customers can be saved. Obviously, teams don't need any training or team building either. By cutting all this, the bottom lines are looking unexpectedly bright.

However, there are worrying signs that all is not well:

The reality is that throughout the last year we have been trading off the relationships, goodwill and loyalty which had been established before and which in the normal course of business are topped up or recharged constantly. Over the last year we have run down the relationship battery and been unable to recharge it. Previously high energy, vibrant business relationships have gradually decayed into just practical, functional, and transactional activity. As the emotional capital has been drained, so has the value in the relationship - so there is no shame or pain in walking out or behaving badly. This has to be urgently reversed.

New ideas are extremely vulnerable in most organisations. The natural tendency is to kill anything new because it does not fit with the established way of thinking or the usual way of doing things - so we tend to reject them. Further new ideas are only partly formed, clumsily articulated, riddled with inconsistencies, lacking detail, unproven and un researched - so are quite easy to knock down.

On top of this, "frazzled" executives already have overflowing "to do" lists and anything new is going to mean more work – so new ideas are seriously unwelcome.

New ideas and innovation often challenge existing profitable business activity, so organisations tend to delay for too long. Kodak invented the first digital camera but continued to be a "film" business until it was too late, and it was destroyed by its own invention.

The 9/11 attacks were predicted by two separate FBI agents - their ideas were rejected as hunches because they did not fit with existing thinking and they could not prove them. Had these ideas been progressed or even just connected, history and many lives might have been different.

So new ideas need to be nurtured and developed ("green-housed") carefully - often best in a separate team away from the day to day maelstrom.

Crazy ideas and hunches can change businesses radically, managing them properly can change the world.

So our new website is now live!

This was one of those long overdue tasks which was never quite urgent enough to get to the top of the pile and also required long hard thought with a clear mind – so perfect for lockdown!

Whilst I constantly advise clients on how to go about getting a new website designed and built, it was very much the case of the "cobblers children" having the worst shoes. So it was time to take my own medicine.

So what did I learn?

Firstly, I have learnt renewed respect for website designers and developers everywhere – those of you that do this day in and day out are blessed with great skills and superior patience. Navigating the technical & creative aspects is tough enough, but the content indecision and procrastination must be infuriating!

Secondly, it is essential to decide exactly what you want to say and how you want to say it before you go anywhere near creating a website. Write all your content, define your proposition & messages and find example images you like– only then talk to a professional website designer and developer. Its also helpful to think out basic structure using PowerPoint beforehand.

So do your preparation first before engaging a professional - no point wasting their time on stuff you need to do yourself - after all its your business and you are the expert on it!