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Bridging the Leadership Gap: What 70+ Conversations with UK Leaders Revealed

Mon, 02 Feb 2026 12:51:42 GMT

Across the last 18 months, we’ve spoken with more than 70 founders, directors, senior managers and emerging leaders across UK SMEs and mid‑market organisations. Different industries. Different stages of growth. Different cultures.

Yet the same leadership challenges surfaced again and again.

These insights aren’t theoretical.
They’re real, repeated, and shaping the future capabilities of organisations trying to scale.

Below, we share the four most prominent leadership trends that emerged — and what businesses can do to address them.

1. The Leadership Development Gap Is Wider Than Ever

One of the clearest trends is this:

Leaders are promoted early but developed late. Many take on their first leadership role before 30. Yet they often don’t receive meaningful training, mentoring or coaching until after 40.

That means a decade of:

Learning through trial and error
Relying on inherited habits (often from poor managers)
Inconsistent decision‑making
Teams absorbing the cost of avoidable mistakes

This “sink or swim” approach creates predictable problems:
⚠️ High turnover
⚠️ Misaligned behaviours
⚠️ Poor communication
⚠️ Burnout for talented individuals “figuring it out” alone.

The good news? This gap is entirely solvable with structured development pathways — ones that begin the moment someone shows leadership potential, not after they’ve already struggled in the role.

2. Change Isn’t the Problem — Uncertainty Is

While every organisation is grappling with change, the real challenge leaders face is leading people through it.

Across hundreds of comments, a consistent message emerged:

People don’t resist change. They resist feeling unprepared for it. Teams fear:

Losing competence
Being left behind
Increased pressure without clarity
Change that feels imposed rather than explained

The most successful leaders do three things exceptionally well:

Create a clear, compelling narrative for change
Explain the opportunity — what improves for customers, teams, or the business
Address the risk of doing nothing

When leaders shift from “telling people what’s changing” to “helping people see why change matters,” adoption accelerates and resistance drops.

3. The hardest step in a career isn’t senior → director... It’s expert → leader.

This is the transition that repeatedly causes the most friction.

Top performers get promoted because they’re technically strong.
But the moment they lead others, the job changes completely.

They must shift from:

Doing → Enabling
Solving → Coaching
Control → Empowerment
Certainty → Curiosity

And that identity shift doesn’t happen automatically.

In many cases, new managers feel stuck between “being the expert” and “being a leader,” resulting in:

Poor delegation
Over-involvement in the work
Bottlenecks
Frustrated teams
Emotional exhaustion

Formal support during this transition — through coaching, manager frameworks, and practical skill‑building — is one of the highest‑ROI investments any business can make.

4. Growing organisations need structure — not just great intentions

Many early‑stage or founder-led businesses reach a tipping point where informal ways of leading no longer scale.

We repeatedly heard challenges such as:

“We’ve grown too quickly for our processes.”
“People don’t have clarity on expectations.”
“We need to formalise how leadership works here.”
“We don’t have a consistent set of values or behaviours.”

The fix isn’t bureaucracy.
It’s structure with purpose.

Growing organisations benefit massively from:

✔ Clear, lived company values

Not posters. Behaviours.

✔ Defined leadership pathways

So people know what leadership looks like here.

✔ Competency models

That create consistency in how leaders coach, communicate, and make decisions.

✔ Succession planning

So progress is planned, not reactive.

✔ A leadership development system

Integrated into performance, recruitment, and culture.

When these foundations are in place, businesses scale faster without losing who they are .

What This Means for UK Businesses in 2026

Across all four trends, one message stands out:

Leadership isn’t something you leave to chance.

It’s something you build deliberately. The organisations that will win in the next decade won’t simply have great products or services.
They’ll have strong leaders at every level — equipped, confident, aligned, and ready.

That takes intentional design, evidence‑based development, and the kind of structured support that turns potential into capability.

How M4C Helps

At M4C, we work with leaders and organisations to:

Diagnose their leadership capability
Build competency-led development pathways
Equip new managers with practical, usable leadership skills
Support founder transitions and succession planning
Embed change-ready cultures
Create scalable leadership systems that organisations can own long-term

If your organisation is growing — or needs leadership to grow — we’d love to help you build the structures and capability to get there with confidence..

Unlocking Strategic Growth: Why UK Businesses Are Turning to Fractional Directors

Tue, 02 Sep 2025 13:05:42 GMT

In today’s fast-evolving business landscape, agility and expertise are more critical than ever. For UK businesses—especially SMEs and startups—accessing top-tier leadership without the financial burden of full-time executive hires is no longer a pipe dream. Enter the fractional director : a flexible, cost-effective solution that’s reshaping how companies scale, strategise, and succeed.

What Is a Fractional Director?

A fractional director is a seasoned executive—such as a CFO, CMO, or Commercial Director—who works with a business on a part-time, interim, or project basis. Unlike traditional full-time hires, fractional directors bring high-level strategic insight and leadership while offering the flexibility to engage only when needed.

The Business Case for Fractional Leadership

UK companies are increasingly embracing fractional leadership, and the reasons are compelling:

Access to Elite Talent : Fractional directors often come with decades of experience across industries. For smaller firms that may struggle to attract full-time C-suite talent, fractional roles open the door to expertise that would otherwise be out of reach.

Cost Efficiency : Businesses report savings of 40–60% in labour costs by hiring fractional executives compared to full-time counterparts

This model allows companies to pay only for the time and expertise they need—no overheads, no long-term commitments.

Strategic Agility : Fractional directors are adept at hitting the ground running. Whether it’s navigating a growth phase, entering new markets, or managing change, they deliver rapid impact with minimal disruption.

Scalability and Flexibility : Companies can scale leadership resources up or down based on evolving needs. This is especially valuable in uncertain economic climates, where adaptability is key.

Objective Decision-Making : Operating outside internal politics, fractional directors offer unbiased perspectives and challenge the status quo—often leading to innovative solutions and improved performance .

A Growing Trend in the UK

The rise of fractional working in the UK is more than a passing trend—it’s a strategic shift. In early 2025, around 5% of UK employees were in interim roles, with many more operating as independent contractors.

Why Now?

Post-pandemic shifts, economic uncertainty, and the rise of AI-driven automation have all contributed to a rethinking of traditional employment models. Businesses are under pressure to stay lean while still accessing the strategic leadership needed to thrive. Fractional directors offer a way to do just that.

As Roei Samuel, CEO of Connectd, puts it: “Fractional leadership isn’t a stopgap. It’s a scalable, sustainable model for the future of work that enables smaller companies to grow smarter.”

Conclusion: A Smarter Way to Scale

For UK businesses looking to stay competitive, fractional directors offer a powerful blend of expertise, flexibility, and financial efficiency. Whether you're a startup navigating early growth or an established firm seeking fresh strategic insight, fractional leadership could be the key to unlocking your next phase of success.

At M4C Ltd , we help businesses connect with the right fractional talent to drive transformation and growth. Get in touch to explore how a fractional director could elevate your business.

Which channel is broadcasting the news in your business?

Tue, 25 Mar 2025 10:54:59 GMT

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Unlocking the Power of Fractional Directors: Beyond Advice to Real-World Execution

Tue, 11 Feb 2025 13:02:21 GMT

In today’s dynamic business landscape, the need for flexible, expert leadership is more critical than ever. Enter the fractional director—a seasoned executive who brings not just valuable skills, deep industry experience, and strategic insight, but also the much-needed capacity to get things done. At M4C Ltd, we believe that fractional directors are the secret weapon for businesses ready to accelerate growth and drive meaningful change.

The Dual Value Proposition of Fractional Directors

Expertise That Transforms Strategy

Fractional directors come equipped with years of experience from diverse sectors. Their wealth of knowledge helps businesses to..

Develop Clear Strategies: They offer an external perspective that cuts through internal noise, crafting clear, actionable strategies.

Identify Growth Opportunities: With a keen eye for emerging trends, they can pinpoint opportunities that might otherwise be overlooked.

Guide Critical Decision-Making: Their informed advice ensures that every strategic move is backed by data and real-world insights.

Hands-On Execution: Bringing Capacity to Your Team

While many leaders provide excellent advice, fractional directors are unique in their commitment to execution. They don’t just set the direction—they work as part of your team to make progress happen..

Bridging the Gap: They act as a critical link between high-level strategy and day-to-day operations, ensuring that plans are not just designed but effectively implemented.

Immediate Impact: With the ability to hit the ground running, fractional directors offer an immediate boost in capacity, helping your business to overcome operational bottlenecks and speed up project timelines.

Cost-Effective Leadership: By engaging fractional directors, companies gain access to top-tier expertise without the overhead of a full-time executive salary. This model is particularly beneficial for SMEs and growing businesses that need robust leadership without breaking the bank.

Real-World Success: Making Strategy Work

Consider the case of businesses that have partnered with fractional directors during times of transition or rapid growth. These leaders have been instrumental in..

Streamlining Operations: By re-engineering processes, they enable teams to work more efficiently.

Driving Revenue Growth: Their strategic interventions have often resulted in measurable improvements in sales and market penetration.

Enhancing Team Morale: By providing clear direction and hands-on support, they empower teams to tackle challenges confidently and collaboratively.

Why does M4C Champion the Fractional Director Model?

Our commitment is to help businesses not just dream big but also achieve their ambitions. We recognize that the modern business environment demands agile, responsive leadership that can balance high-level strategy with day-to-day operational needs. Our fractional directors are dedicated to..

Partnering: We integrate seamlessly with your existing processes to ensure that every strategy is actionable.

Focusing on Measurable Outcomes: From boosting efficiency to driving revenue, our focus is on delivering results that matter.

Empowering Your Business: By augmenting your leadership capacity, we ensure that you’re never alone in navigating complex challenges.

The Bottom Line: Ready, Set, Execute!

If your business is ready to unlock new levels of growth and efficiency, it’s time to consider the power of fractional directors. They don’t just offer advice—they roll up their sleeves and work with you to get things done. Let’s turn strategic plans into tangible results together.

Why you should think about bootstrapping your business rather than seeking early investment?

Tue, 16 Jul 2024 13:39:46 GMT

The Case For Bootstrapping Your Business: The Path to Profitability and Independence

In the vibrant, ever-evolving world of startups, the decision to bootstrap or seek early-stage investment can significantly shape the trajectory of your business. Bootstrapping, the art of building a company from the ground up using personal savings and revenues, often gets overshadowed by the allure of venture capital. However, the benefits of this self-reliant approach are profound and, in many cases, essential for long-term success and sustainability.

1. Complete Control and Ownership

One of the most compelling advantages of bootstrapping is the retention of complete control and ownership. When you rely on your own resources, you’re not beholden to investors who may have their own vision or agenda. This autonomy allows you to make decisions that align with your mission and values, fostering a culture that reflects your authentic vision. It’s your business, and you call the shots—an empowering position that can lead to innovative and unorthodox solutions that set you apart from the competition.

2. Financial Discipline and Efficiency

Bootstrapping necessitates a stringent level of financial discipline. Every dollar counts, and this constraint drives entrepreneurs to optimize every aspect of their operations. This frugality often leads to more efficient business practices, ensuring that resources are allocated to initiatives that directly contribute to growth and profitability. By focusing on generating revenue early and efficiently, bootstrapped businesses build a solid foundation that can withstand market fluctuations and economic downturns.

3. Strong Customer Focus

Without the cushion of investor money, bootstrapped companies must prioritize their customers to generate revenue. This customer-centric approach often results in better products and services, as feedback is directly tied to the company's survival and success. Building a loyal customer base not only drives profitability but also creates a community of advocates who can help propel the business forward through word-of-mouth and organic growth.

4. Sustainable Growth

Bootstrapping encourages sustainable, organic growth. Unlike venture-backed startups that may experience rapid, unsustainable growth driven by the need to satisfy investors, bootstrapped companies grow at a pace dictated by their actual performance and market demand. This steady, measured growth often leads to more stable and resilient businesses, capable of weathering industry shifts and economic challenges.

5. Creativity and Innovation

Constraints breed creativity. When resources are limited, entrepreneurs are often forced to think outside the box to solve problems and achieve goals. This inventive mindset can lead to groundbreaking solutions and unique market positioning. Bootstrapped companies frequently develop innovative business models and creative marketing strategies that give them a competitive edge.

6. Higher Valuation

When a bootstrapped business reaches the point where it’s ready to seek external investment, it often commands a higher valuation. Investors recognize the value in a company that has demonstrated profitability and a viable business model without external funding. This higher valuation means less equity dilution for the founders and a stronger negotiating position.

7. Personal Satisfaction and Confidence

Finally, the journey of bootstrapping a business instills a deep sense of personal satisfaction and confidence. The knowledge that you’ve built something from scratch, relying on your own ingenuity and perseverance, is incredibly rewarding. This self-confidence can be a powerful driver for future endeavors and challenges, fostering a resilient entrepreneurial spirit.

In conclusion, while seeking early-stage investment can provide a significant cash infusion and resources, bootstrapping offers a unique set of advantages that can lead to a more robust, customer-focused, and innovative business. By embracing the challenges and rewards of bootstrapping, entrepreneurs can build companies that are not only profitable but also aligned with their core values and vision. The path of bootstrapping is not easy, but for those who choose it, the rewards can be immense and deeply fulfilling.

Crafting a winning pricing strategy

Fri, 29 Dec 2023 14:38:19 GMT

Crafting a Winning Pricing Strategy: Balancing Cost-Up Pricing, Market Pricing, and Value Perception to Align with Customer Experience

Introduction:

In the intricate tapestry of business, a well-crafted pricing strategy is the compass that guides a product's journey in the market. Cost-up pricing and market pricing are two vital approaches in this realm, each with its nuances. This article delves into these strategies, emphasizing the importance of integrating market substitutes into pricing decisions and aligning prices with the overall customer experience – a critical aspect that cannot be overlooked.

Cost-Up Pricing:

Cost-up pricing, or cost-plus pricing, is a methodical approach where a product's price is derived by adding a predetermined markup to the production cost. While this method provides clarity and structure, it can fall short when it comes to adapting to external market forces that profoundly influence customer behavior.

The simplicity of cost-up pricing lies in its ease of implementation. However, its rigid nature may lead to pricing products out of the market if not complemented by a deep understanding of customer expectations and market dynamics. For businesses employing cost-up pricing, constant reassessment of cost structures and flexibility to adjust to market trends is crucial.

Market Pricing:

Market pricing, a more dynamic strategy, sets prices based on market demand, competition, and perceived value. This approach considers not only direct competitors but also products or services that could serve as substitutes. Understanding the customer's perspective becomes paramount, encompassing preferences, behaviors, and the factors influencing purchasing decisions.

In the context of market pricing, considering substitutes is imperative. Products or services offering similar benefits may influence the perceived value of a product. Therefore, a thorough analysis of both direct competitors and substitutes is necessary to identify potential threats and opportunities.

Value Perception and Customer Experience:

Regardless of the pricing strategy chosen, the perceived value of a product is a cornerstone in influencing customer decisions. Customers are willing to pay a premium for products that offer a superior experience, which goes beyond the tangible features of the product. This brings us to the critical point that the pricing strategy must align with the customer experience.

For instance, if a business adopts a premium pricing strategy, the entire customer journey must exude a premium experience. From the initial interaction with the brand to the post-purchase support, every touchpoint should reflect the value associated with the premium price. This means investing in quality customer service, creating aesthetically pleasing and user-friendly interfaces, and ensuring a seamless overall experience.

Strategies for Aligning Pricing with Customer Experience:

Premium Customer Service: A premium pricing strategy demands exceptional customer service. Invest in well-trained staff, personalized interactions, and efficient problem resolution to enhance the overall customer experience.
Branding and Packaging: The way a product is presented contributes significantly to perceived value. Ensure that branding and packaging align with the premium pricing, conveying a sense of exclusivity and quality.
Consistent Messaging: Ensure that marketing messages align with the pricing strategy. Consistent messaging across all channels reinforces the value proposition and helps in justifying the premium price to customers.
Exclusive Offers and Events: Offer exclusive promotions, events, or early access to premium customers. This not only adds value to the premium pricing but also creates a sense of exclusivity and appreciation for loyal customers.
Continuous Improvement: Regularly assess and enhance the customer experience. Solicit feedback, identify pain points, and implement improvements to ensure that the overall experience remains commensurate with the chosen pricing strategy.

Conclusion:

In conclusion, a successful pricing strategy requires a delicate balance between cost-up pricing, market pricing, and the integration of substitutes into pricing decisions. However, the linchpin that holds it all together is aligning prices with the customer experience. Whether adopting a premium or value-based pricing strategy, the customer journey must mirror the perceived value associated with the price. By investing in customer service, branding, and consistent messaging, businesses can not only justify their pricing but also create a memorable and satisfying customer experience that fosters loyalty and sustains competitiveness in the market.

Harnessing the Power of Side-by-Side Conversations and Nature-Inspired Spaces: A Road-trip to Creative Problem-Solving and Business Success with M4C.

Fri, 21 Jul 2023 13:27:56 GMT

Book your road-trip to success - via Take-off@m4cltd.com

In the fast-paced and dynamic world of business, the ability to solve complex problems efficiently and effectively is paramount to success. Business coaches and consultants play a crucial role in guiding leaders and teams toward innovative solutions. However, the traditional office environment may not always foster the most conducive atmosphere for creative problem-solving. In this article, we will explore the transformative power of side-by-side conversations and inspiring spaces close to nature when collaborating with business coaches and consultants. These practices can reframe challenges and unlock untapped potential, leading to game-changing breakthroughs.

The Magic of Side-by-Side Conversations

A typical client-consultant relationship often involves face-to-face discussions around a table, which can sometimes feel rigid and formal. However, the concept of side-by-side conversations allows for a more relaxed and open exchange of ideas.

The informal nature of side-by-side conversations allows participants to engage in a more authentic dialogue. With this genuine connection, clients can feel more comfortable sharing their challenges and aspirations openly, leading to deeper insights and a better understanding of their needs. Moreover, side-by-side conversations promote active listening, empathy, and mutual understanding, which are all critical factors in unlocking innovative solutions.

Nature-Inspired Spaces: A Breeding Ground for Creativity

The hustle and bustle of traditional office settings can often stifle creativity and limit the flow of fresh ideas. However, incorporating nature-inspired spaces into problem-solving sessions can have a profound impact on the way we approach challenges. Nature has a unique way of rejuvenating the mind and sparking creativity, making it an ideal setting to inspire novel perspectives.

Imagine a consulting session conducted amidst lush greenery or near a tranquil body of water. Surrounded by nature's beauty, participants experience reduced stress levels and increased cognitive function. This relaxed state of mind paves the way for enhanced creativity and problem-solving abilities. Additionally, nature encourages a sense of wonder, inviting individuals to think beyond the confines of their usual thought patterns.

Re-framing Problems and Generating Solutions

The combination of side-by-side conversations and nature-inspired spaces creates an environment where problems are viewed through a fresh lens. As clients and consultants engage in unhurried conversations, they can collaboratively explore various angles and potential solutions to intricate challenges.

Nature's influence on the problem-solving process is two-fold. First, it provides an opportunity to detach from the daily grind and detach from routine thinking. Secondly, nature's inherent complexity and adaptability serve as a powerful metaphor for business challenges. Observing the resilience and interconnectedness of the natural world can lead to innovative insights on how to approach complex business issues.

The memories created during these unique sessions will have a lasting impact on participants.

M4C is delighted to announce that to bring side by side conversations to clients in the North East & Cumbria we have the perfect solution...

Our newly converted VW T6.1 where we can sit in comfort and chat as we journey to a space that’s inspiring for you, be that coast, field or fellside. Once we arrive we can walk and talk a bit longer and then sit around the table, enjoy a drink and a snack while we capture new found solutions and action plans.

If you’re interested in booking your 1:1 away day (or half day) get in touch via Take-off@m4cltd.com

If yours is a family business you might be considering bringing a non-exec director on board - here's some of the main benefits

Mon, 26 Jun 2023 14:28:22 GMT

These are some of the key benefits that family (or small) businesses get when they work with a non-exec director.

An Impartial Perspective: Family businesses and their leadership teams often face unique challenges, including conflicts of interest and the blurring of personal and professional boundaries. By bringing in an external non-executive director, the business gains an impartial perspective. This individual can provide unbiased insights, challenge existing assumptions, and offer fresh ideas that may not have been considered within the family circle. Their external experience and objectivity contribute to better decision-making and strategic planning.
Industry Expertise: Non-executive directors often have extensive industry knowledge and experience. They can offer valuable insights into market trends, competition, and best practices. Their expertise can help family businesses stay up-to-date with industry advancements, identify growth opportunities, and navigate potential risks. This can give the business a competitive edge and contribute to long-term success.
Governance and Professionalism: Family businesses can sometimes struggle with issues related to governance, succession planning, and professionalisation. Engaging a non-executive director can bring a fresh perspective on these matters. They can provide guidance on governance structures, help develop succession plans, and introduce professional practices that promote transparency, accountability, and good corporate governance. This professionalisation can lead to improved performance, increased investor confidence, and enhanced credibility with stakeholders.
Network and Connections: Non-executive directors often possess extensive networks and connections within the business community. This can be highly valuable for family businesses looking to expand their reach, establish strategic partnerships, or access new markets. The non-executive director's network can open doors to new opportunities, facilitate introductions to key contacts, and provide access to resources that may not have been available otherwise.
Mentoring and Development: Non-executive directors can act as mentors to family members within the business, particularly those in the next generation. They can provide guidance, share their knowledge and experience, and offer professional development opportunities. This mentoring relationship helps develop leadership skills, fosters growth, and prepares the next generation to effectively lead the business into the future.

It's usual when engaging the services of a non-executive director to agree a time commitment from them, including how many board meetings they will be attending, what their fee is going to be and how this will be paid. Non-executive directors will also want to be kept abreast of any new situations that develop within the business particularly anything that presents a new potential risk, governance issue or significant opportunity.

If you'd like to explore working with a non-exec in more detail, get in touch with M4C on 0191 810 7170 or email take-off@m4cltd.com.

Is your time or your energy your most precious resource?

Fri, 24 Mar 2023 16:52:35 GMT

As business leaders, we often think of time as our most valuable resource. We carefully manage our schedules, prioritise our tasks, and try to fit as much as possible into each day. But maybe it's more important to think about our capacity in terms of our energy levels.

Our energy levels are affected by a variety of factors, including our physical health, mental state, and the environment around us. Some tasks and activities can be draining, while others can be stimulating and recharge us. In addition, the people we spend time with can either consume our energy or inspire and fuel us.

Tasks that require a lot of concentration or decision-making can be mentally taxing and can drain our energy levels. Similarly, tasks that are monotonous or repetitive can be physically and mentally draining, leaving us feeling exhausted and unmotivated.

On the other hand, activities that we enjoy or that challenge us in a positive way can be energising and can help us feel more motivated and focused. This can include things like exercise, learning new skills, or spending time with loved ones.

The people we spend time with can also have a significant impact on our energy levels. Negative, toxic, or draining people consume our energy and leave us feeling depleted and unmotivated. In contrast, positive, supportive, and inspiring people can fuel us and help us feel more energised and motivated.

By paying attention to the tasks, activities, and people that affect our energy levels, we can better manage our energy and achieve greater success in our professional and personal lives.

Increased productivity. When we focus on managing our energy, we can better align our tasks with our natural rhythms. By scheduling our most demanding tasks during periods of peak energy and focusing on more low-intensity tasks when our energy is lower, we can accomplish more in less time.

Better decision-making. Our decision-making ability is closely tied to our energy levels. When we're feeling drained, it can be challenging to make good decisions. By managing our energy, we can ensure that we're at our best when making important decisions for our business.

Improved health and well-being. When we're constantly pushing ourselves to do more, it can take a toll on our health and well-being. By managing our energy levels, we can ensure that we're giving ourselves the time and space we need to rest and recharge. This can help reduce stress, improve sleep quality, and boost overall health and well-being.

Greater focus and clarity. When we're feeling energized and focused, we're better able to concentrate on the task at hand. This can help us get more done in less time, and reduce distractions and procrastination.

Improved work-life balance. By managing our energy levels, we can create more space in our lives for the things that matter most. This can include spending time with loved ones, pursuing hobbies, or simply taking time for ourselves.

Overall, managing our energy levels is a more effective approach to achieving our goals than focusing solely on time management. Even top sport people cannot sustain their energy levels to be in their high performance zone, they have to plan recovery into regimes to ensure they have the energy levels required to peak at just the right moment.

Working with M4C Business Leadership and Sales Consulting can help you develop strategies to manage your energy levels and achieve your goals. Contact us today to learn more.

Making the most of our grey matter... how positive affirmations can power your recticular activating system for good

Sun, 05 Mar 2023 22:51:36 GMT

Ever wondered why when you have decided to buy a particular model of car and are awaiting delivery you see lots of similar cars to yours on the road?

Here’s the science…

The reticular activating system (RAS) is a part of the brain that filters the information we receive from our senses and determines what we pay attention to.

The RAS, is a network of nerve cells that serve as a filter for the information that enters our brain. It's responsible for regulating our sleep-wake cycle, our level of alertness, and our ability to focus on important information whilst filtering out distractions. It works by prioritising sensory information based on its relevance to our beliefs, goals and interests. When we set a goal or focus our attention on a particular task, the RAS begins to filter out irrelevant information and amplify the sensory input that is most relevant to our goal. If we believe something to be true our RAS amplifies inputs that confirm our belief.

If we know how our RAS works… how can we make it work for us?

The RAS is a powerful tool that can be used to improve our focus and productivity, and one way to do that is through the use of positive affirmations.

Positive affirmations are statements that reflect positive thoughts, feelings, and beliefs about ourselves and our abilities. By repeating these affirmations regularly, we can train our brain to focus on the positive and filter out negative thoughts and distractions. This can help us stay focused and motivated throughout the day, leading to a more productive and fulfilling experience.

To use your RAS and positive affirmations to have a better, day, try the following:

1. Start with a positive affirmation. Choose a statement that reflects a positive belief about yourself or your abilities, such as "I am capable of achieving my goals" or "I am confident in my abilities" or “I can do this” Repeat this affirmation several times to help your brain focus on the positive.

2. Visualize success. Close your eyes and imagine yourself succeeding in a specific task or achieving a goal. This visualization can help activate the RAS and encourage your brain to focus on the actions that will lead to success.

3. Set clear goals. Identify specific tasks or goals for the day, and break them down into smaller, achievable steps. This will help you stay focused and motivated throughout the day, and give you a sense of accomplishment as you complete each step.

4. Use positive self-talk. Throughout the day, use positive self-talk to reinforce your affirmations and keep your mind focused on the positive. For example, if you're feeling stressed, repeat a calming affirmation like "I am in control of my thoughts and feelings" or "I can handle this situation with ease."

By using positive affirmations and activating your RAS, you can have a more productive and fulfilling day. M4C can help you develop strategies to improve your focus and productivity, and achieve your business goals.

Values, Beliefs & Behaviours

Fri, 17 Feb 2023 12:32:46 GMT

What we value and hold dear, shapes what we believe to be true, those beliefs become the lens through which we view the world and drive our behaviours.... what our team believes to be true about us comes from the behaviours they observe.

As a leader in business, the values and beliefs that you hold can have a significant impact on your behaviour, decision-making, and the overall culture of your organization. In this blog post, we will explore how values and beliefs drive our behaviours as leaders.

Values are the principles and beliefs that guide an individual's behaviour and decision-making. They are the foundation of our character and reflect what we consider to be important in life. As a leader in business, your values can have a significant impact on how you lead and interact with others. For example, if one of your core values is honesty, then you are more likely to be transparent with your employees, clients, and partners. You will be more likely to take responsibility for your actions and admit when you have made a mistake.

Beliefs are the assumptions that we hold about ourselves, others, and the world around us. They shape our perception of reality and can have a significant impact on our behaviour. For example, if you believe that innovation is the key to success, then you will be more likely to invest in research and development, encourage your team to take risks, and foster a culture of experimentation.

As a leader, your values and beliefs can drive your behaviour in the following ways:

Decision-making: Your values and beliefs can influence the decisions that you make. For example, if one of your core values is sustainability, then you may choose to invest in environmentally friendly technology or products, even if it means sacrificing short-term profits.

Communication: Your values and beliefs can impact how you communicate with others. For example, if one of your core values is respect, then you are more likely to listen actively to your employees and encourage them to share their thoughts and ideas.

Culture: Your values and beliefs can shape the culture of your organization. For example, if you value diversity and inclusion, then you are more likely to create a workplace where everyone feels valued and included, regardless of their background or identity.

As leaders, it's essential to recognise that our behaviours are continuously being observed and evaluated by our colleagues. Every action we take, every decision we make, and every interaction we have sends a message to our colleagues about our values and beliefs. For example, if you prioritise work-life balance and frequently leave the office on time, your colleagues will likely view you as someone who values work-life balance and respects the importance of a healthy work-life balance. On the other hand, if you frequently work long hours and expect your employees to do the same, your colleagues may view you as someone who prioritises work over everything else and does not value work-life balance.

By modelling behaviours we expect from our colleagues, we can create a culture that reflects our core values and beliefs. For example, if you value collaboration, you can demonstrate this by actively seeking out input from your colleagues and involving them in decision-making processes. This behaviour sends a message that you value collaboration and encourages your colleagues to do the same.

In summary, our behaviours as leaders play a significant role in shaping the beliefs and perceptions that our colleagues hold about us. By aligning our behaviours with our values and beliefs, we can create a culture that reflects our core values and encourages our colleagues to do the same. M4C Business Leadership and Sales Consulting can help you develop your leadership style and align your behaviours with your values and beliefs to achieve your business goals. Contact us today to learn more.

70 - 20 - 10 framework for professional development

Sat, 11 Feb 2023 13:33:47 GMT

The 70-20-10 approach to professional development is a popular framework that suggests that professional development should be composed of 70% on-the-job experiences, 20% feedback and coaching, and 10% formal training and education.

70% On-the-Job Experience: On-the-job experiences provide real-life opportunities to apply what you have learned and gain practical experience. This type of learning is essential in developing skills, increasing confidence, and acquiring new knowledge. M4C can help provide guidance and support to ensure that on-the-job experiences are meaningful and productive.

20% Feedback and Coaching: Feedback and coaching are essential components of professional development as they provide valuable insights and help individuals identify their strengths and weaknesses. With regular feedback and coaching, individuals can continue to improve their skills and grow in their careers. M4C provides experienced and knowledgeable coaches and trainers who can help individuals receive constructive feedback and develop the skills necessary for success as well has helping line managers to acquire the key skills to provide better quality feedback and hold coaching conversations.

10% Formal Training and Education: Formal training and education are also important for professional development. They provide structured opportunities for individuals to learn new concepts, theories, and practices that can be applied in the workplace. Formal training and education can also provide individuals with the opportunity to earn professional certifications, which can help to advance their careers. M4C offers a range of training programs designed to meet the needs of individuals and organisations, including leadership training, sales training, and more. We can also mentor candidates that are following an apprenticeship programme e.g. Leadership & Management Level 3 & Level 5 programmes.

The 70-20-10 approach provides flexibility for individuals to choose the type of professional development that works best for them. It allows individuals to focus on the areas where they need the most improvement and provides opportunities to learn in a variety of ways. M4C offers a range of coaching and training options, including in-person, virtual, and online, to ensure that individuals have access to the resources they need to succeed.

Continuous Improvement: The 70-20-10 approach is a continuous process that provides opportunities for individuals to grow and improve throughout their careers. It helps individuals to stay current with industry trends, technology, and best practices, which can lead to increased job satisfaction and career advancement. M4C provides ongoing coaching and training to ensure that individuals continue to develop their skills and reach their full potential.

In conclusion, the 70-20-10 approach to professional development is a well-rounded and flexible approach that provides individuals with opportunities to learn and grow in a variety of ways. M4C can help individuals take advantage of this approach by providing experienced coaches, trainers, and a range of training programs. By combining on-the-job experiences, feedback and coaching, and formal training and education, individuals can continuously improve their skills and advance their careers.

Why you should consider working with a business advisor

Thu, 02 Feb 2023 12:58:55 GMT

The benefits of working with a business advisor

As a business owner, you know that there are many challenges that come with running a company. From managing finances and employee relations to developing new products and expanding your customer base, there is a lot to keep track of. That's why many entrepreneurs turn to business advisors for help. Here are just a few of the benefits of working with a business advisor.

Expertise and experience: Business advisors bring a wealth of expertise and experience to the table. They have seen a wide variety of challenges and opportunities, and they know what strategies have worked for other companies. They can provide you with fresh perspectives, innovative ideas, and practical solutions to help your business grow and succeed.
Strategic planning: A good business advisor can help you create a roadmap for your company's future. They can help you identify your business goals, assess your strengths and weaknesses, and develop a plan for how you will achieve your objectives. With their help, you can create a long-term strategy that takes your business in the right direction.
Networking opportunities: Many business advisors have extensive professional networks that they can use to connect you with other entrepreneurs, investors, and business experts. This can be a valuable resource as you look for new opportunities, build relationships, and grow your business.
Improved decision-making: With the help of a business advisor, you can make more informed decisions about your business. They can provide you with data-driven insights and help you evaluate different options to determine the best course of action. They can also help you avoid costly mistakes and minimise risks.
Better communication: Communication is key to success in any business. A business advisor can help you improve your communication skills, whether you are dealing with employees, customers, or other stakeholders. They can also help you create clear and effective messages that get your point across and help you achieve your goals.

In conclusion, working with a business advisor can provide many benefits to your business. From expert advice and strategic planning to networking opportunities and improved decision-making, an advisor can help you take your company to the next level. Whether you are just starting out or looking to grow an established business, a business advisor can be a valuable resource that helps you achieve your goals and succeed.

Act now to benefit from funding to help you work with M4C - funding is changing in 2023

Tue, 25 Oct 2022 13:46:55 GMT

You may already be aware that many programmes of business support have been receiving their funding from the European Regional Development Fund (ERDF). M4C is proud to have been asked to deliver on programmes in the North East, Humber & Cumbria regions that have been ERDF funded.

These programmes are coming to an end in their current formats at the end of March 2023, going forward UK programmes will be funded by the new shared prosperity fund from UK government. At the time of going to press it is still unclear how much funding will be allocated to regions, how it will be distributed or what criteria will be in place regarding eligibility of businesses or projects.

In the short term for businesses in the North East (County Durham, Tyne & Wear & Northumberland) there is still funding available through the North East Business Support Fund (NEBSf).

M4C are pleased to be an NEBSF provider the application process is straightforward and we can help you every step of the way, if your application is successful then you will be able to recover up to 35% of the cost of your M4C project so long as the total project value is between £3000 - £8000.

If you'd like to seize the chance to receive funding towards your M4C project... let's chat

As we enter the final month of 2020 inevitably we will be reflecting and reviewing the year that's been and looking towards the new year..

Sun, 29 Nov 2020 11:43:36 GMT

It's been a year without comparison for us all due to the pandemic, if you haven't been touch by the virus, then without doubt your life and business will have been touched by the containment measures that have been taken by government. You may or may not have been able to receive some mitigation from the raft of support packages put in place. Your business may or may not have delivered the results you had planned for in terms of hard £ metrics, but what condition are you, your people and your business in to face 2021?

In your appraisal of 2020 make time to consider not only how your £ capital has fared but importantly how your human capital has fared.

Hopefully throughout the year you have managed to stay close to your people & teams, never accepting that working remotely being on furlough meant becoming remote & distant. It's well researched and documented that humans thrive when they have a sense of purpose, feel they are part of something bigger than themselves and their contribution is valued.

In the VUCA (volatile, uncertain, complex & ambiguous) world that we live in creating & communicating a clear vision for your organisation, so that every team member can feel a part of something bigger, have a sense of purpose and know that their personal contribution is important - can provide greater certainty and improve well-being as well as performance.

In your review of 2020, how well did you keep people engaged, informed & feeling that they had a purpose & a valuable contribution to make to the business? Were they included in shaping new plans & ways of working... or did time pressures mean that they weren't consulted as you would have liked?

Were the decisions & the communications that you made truly consistent with the vision, values & culture of your organisation that you are striving for? If you believe they were intended to be ... have you checked that's how they were received? Do you have the courage to find out & can your people let you know the truth without fear of repercussions? These are some of the searching questions that you might need to ask & answer.

How can you set up your people, teams & business up for a successful 2021, harnessing all the learnings of 2020, to be a more resilient organisation, better equipped to withstand the challenges ahead?

Does your organisation have the neurodiversity (or if yours is a micro business are you) to effectively put in place systems & processes to mitigate the damage caused by negative events (business continuity planning).

Are you working to optimise current operations to eek out a competitive edge versus the competition or to secure and additional % point of margin (continuous improvement/lean thinking).

Are you spending time & resource on imagining new futures and creating new products & services to satisfy the needs of customers or to solve the problems that exist in those new futures? (Creating / innovating) and are you empowering your people and teams to deal with the challenges of today from your existing markets, responding to customer feedback, reacting to competitive pressure & threats, are your team effectively deployed, empowered, engaged & equipped with the tools & tactical thinking to maximise the return on the moment. (empowered teams)

M4C is working with businesses & leaders, helping them to assess their organisational resilience, create more robust plans & strategies for the future. Coaching leaders and owners in creating and communicating their vision & roadmap for the coming years & to build the capacity to deliver the vision.

Re-starting, recovery and resilience, why the relaxing of restrictions means businesses should “Stay Alert”.

Mon, 27 Jul 2020 12:21:04 GMT

It’s late July, the UK is finally emerging from what might prove to be only the first period of lockdown needed to slow the spread and reduce the fatalities caused by Covid-19.

How has the lockdown experience been for you personally, your family, teams and for your business? There is every chance that your experience of lockdown will be different to the experience of colleagues and the same is true of businesses.

To say that we are all “in the same boat” isn’t true, in my opinion … it’s more apt to say we are all caught in the same storm, in vessels of different shapes and sizes and of seaworthiness. It’s also true to say that each boat has on board a unique crew, made up of individuals with their own skills and experiences, strengths and weaknesses.

Relaxation of lockdown restrictions is undoubtedly welcome news for businesses that are able to re-emerge and begin trading again. To return to the stormy seas analogy, for many businesses’ lockdown coupled with an un-precedented package of government support represented a period of safe haven and shelter from the tumultuous seas.

As we entered lockdown decisions had to be taken due to the restrictions and circumstances forced upon us. Decisions had to be taken quickly and communicated at a pace that didn’t allow for inclusive debate or consensus building.

Re-opening, re-starting and building a forward looking and resilient business able to stand the test of time in an ever more complex, volatile and un-certain climate requires a much more inclusive style of leadership , where it is acceptable to show your team, your vulnerability, to be open with them that you do not have complete answers to all their questions and that you would like them to play a part in finding new solutions to the challenges that you are facing as a business. Make time to check in with your "crew" both collectively and 1:1 .

Businesses need to use the diversity within their teams and think about how their business's unique combination of people, products & processes can be leveraged for resilience and competitive advantage.

Business leaders should be mindful that Business Continuity planning and Business Resilience planning are not the same . Continuity planning produces “planned” responses to foreseen occurrences i.e. in the event X happens procedure Y shall be adopted. Continuity planning does exactly what it says on the tin… allows a business to continue and to mitigate the damage an event has on the business – It seeks to stop the bad things that were predicted might happen from being catastrophic.

Business continuity thinking and stopping bad things happening is an important part of building a resilient business, but only a part. Resilient businesses also build the environment, culture and teams that are more able to make good things happen than their less resilient competitors. They do not focus only on continual improvement and stability, they spend time and energy on innovation and flexibility.

Being able to be consistent and prudent to mitigate risk whilst at the same time being flexible innovative and open to trying new things, inevitably will bring about challenging conversations within leadership teams… and it is for this reason building a safe environment and culture for challenge to take place is so important to building business resilience and high performing teams that are truly committed and prepared to be accountable for delivering results.

At a time when we are asked to wear a mask to reduce the spread of Coronavirus, it’s critical that we do not allow our professional masks to be a barrier to open and transparent communications with our teams and other stakeholders in our businesses. It may not be possible yet to lay out a detailed roadmap of the next 12 months for your organisation, but you can your shorten time horizons and come together around short term goals, give people a shared sense of purpose, add pace and momentum to your recovery.

Communicate frequently, be ambitious, be specific and be transparent.

Getting out from the home office...as lockdown eases

Wed, 17 Jun 2020 16:10:11 GMT

It's mid June & after 3 months lockdown restrictions are easing, non-essential retail is coming out of hiberation. Matthew Curtis has also started to venture out from the home office this week too... we catch up on what's been going on.

Like many people across the UK M4C Director & Founder Matthew Curtis has been tucked away in his home office during lockdown. Matthew's home office is in rural Northumberland, we catch up with him today to find out more about his experience of lockdown and how the pandemic has affected M4C.

When did the pandemic first start to affect your daily activities and the business?

Apart from a crazy day of snow in the North East on the 24th February when I had a very wet and slushy walk to a meeting locally February was very much business as usual. In businesses across the UK there was a post election confidence and clarity around Brexit and all the indicators were that 2020 would be a good year.

Even into the first days of March when there was mounting & more worrying news coverage and a rising awareness that the once distant (might not happen here) Coronavirus threat was indeed going to impact the UK severely, many events went ahead still, with attendees jovially greeting each other with an elbow bump or a foot tap. Thinking back that phase of the crisis was very short lived and so remote from the restrictions that became necessary later in the same month.

For M4C March was going to be a record month in terms of projects delivered for clients...on the 12th March whilst attending an event in Carlisle, phone calls started to come through from clients that understandably wanted to postpone projects that involved bringing together groups of people. Most notably for M4C this included a 2 week Senior Leadership programme for a government institution that was due to be delivered in the last week of March and the first week of April. The last physical meeting that went ahead before lockdown was on the 16th March a week ahead of the lockdown announcement.

What has lockdown been like for you and for the business?

Although I haven't worked in a 5 days a week fixed office location to for more than 20 years, I have never worked from home more than a few days in a month... and never before have the whole family been confined to quarters. We've had online Uni exams, home schooling and two of us working from home... I don't think the dog can figure it out.. he's probably feeling sleep deprived!

In terms of the business M4C has continued to support existing clients, particularly as they navigate their way through the morass of guidance and confusion. In our "business as usual" model working with our clients means exactly that we are WITH them, delivering workshops, facilitating & participating in meetings as well as joining them at their project and client locations too. In that model dates are agreed and booked in advance travel arrangements and accommodation reservations made... the plans become "semi-fixed" and have a regularity and consistency to them. During the crisis the service has become much more " On-Demand" and delivered at times of the day to suit the changing situation and the needs of our clients. On the night of the 23rd March when the PM announced lockdown, clients were engaging and planning their responses and communications to teams and customers up until midnight that night and re-commenced at around 6:00am the following morning. The use of technology has meant that more clients were supported on any a single day than would have been possible had travel and physical meetings been held.

Lockdown has also meant that the volume of content being created for consumption online, on social media and via virtual events has sky rocketed. M4C has hosted peer to peer forums around the topics of leadership in a crisis and resilient leadership and I have also been a guest speaker at virtual conferences on the topic of organizational resilience. There have also been a lot of individuals that M4C has been able to connect with in the global online market for career and transition coaching, business coaching and mentoring. New clients have come France, Italy, Ireland & USA - definitely an un-expected positive as the business wasn't really pushing to be a global online service provider.

Flexibility and innovation are key strands in resilience, it's important to make good things happen not just minimise the impact of the bad things to be resilient.

What are the future plans?

To continue to give all M4C clients the best support possible and to continue to demonstrate that together we can deliver outstanding results and build more resilient businesses equipped to withstand the challenges of operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. To continue to "bounce - forwards" adopting and embracing the positive adaptions and changes that have been made and recognise that pre-covid best practise represents the best thinking of yesterday and not necessarily of tomorrow.

There is undoubtably going to be global economic challenges as the world lives and works with covid. There will also be huge demand for an increased leadership capacity in business, leaders that can drive optimisation, nurture innovations and make bold investments of energy and finance, whilst also providing consistency of direction and good governance. Inevitably there will be tensions so and leaders will need to demonstrate courage and vulnerability & recognising that often they should be asking great questions of their teams rather than taking it upon themselves alone to be the ideas engine room.

Navigating through troubled & rapidly changing times.

Sat, 28 Mar 2020 13:34:48 GMT

At the time of writing the leaders of nations, businesses and households and grappling with the global corona virus pandemic.

This is a fast moving crisis situation of the like none of us have experienced before as individuals, parents, children or as leaders.

Many of us are having to adapt to new ways of working, living and communicating and leading our teams and organisations.

A lot of us will be facing some very difficult situations personally and in our business lives and eyes will be upon us a leaders for clarity - when perhaps we have none ourselves, for direction - when perhaps the way forward is not obvious and for support - when perhaps we too are feeling overwhelmed.

In fast moving situations when acting in a timely clear and decisive fashion it's easy to become autocratic and lose sight of your "why" your core purpose and to rapidly head off in directions that stakeholders may feel are at odds with your espoused values and brand message.

My recommendations to help are as follows, make your communications with your teams open honest and transparent, they are all aware of the current situation and it is ok to show vulnerability whilst still showing strong leadership.

Do not prioritise solving the issue of the day above maintaining your reputation or that of your organisation. Involve others, that might mean forming a small crisis team of other leaders, stakeholders and advisors, have short and purposeful meetings daily if possible using technology to ensure social distancing in this situation.

Why daily? In a fast moving situation its important to be working on todays issues today and not yesterday's. Introduce a crisp and standard running order for your meetings.

For example.

Situation Report (Sit Rep) - Our current situation, make it a fact rich and time stamped record.

Today's "Must win battles" - the critical issues to be addressed in this 24 hr period, based upon the Sit Rep and balanced against your core purpose & values.

Action log - record the decisions you have taken, and why. Are your actions reflective of good governance and balancing head vs heart. Ask how you might be remembered for the actions you take? Make sure your action log is constantly updated, all actions have an owner and are time bound for completion.

Summarise, clarify understanding with each team member.

Remember this is not a time to deliberate and seek perfect or elegant solutions ... good is good enough, be bold, be positive and be led by your purpose and values.

In order to make up ground and increase your own and your organisations state of preparedness you may also want to create a team with some of your most creative minds to think about worst case scenarios - if you could see the worst things coming what might you put in place now before they arrive? Could some of the actions you are already taking be scaled to tackle a worst case scenario?

Create time each day to reflect upon how you can bounce yourself, your team or your business forwards rather than bouncing back. What changes have you had to adopt that you could embrace and develop further to build a more resilient and future proof organisation.

A take on the importance of Emotional intelligence (EQ vs IQ)

Thu, 17 Oct 2019 19:03:00 GMT

What is Emotional Intelligence?

The ability to solve quadratic equations may be a function of a person's IQ, but the ability to deal with everyday job stresses, shifting priorities, demanding customers, and difficult co-workers is a function of EQ or emotional intelligence.

In fact, employees who score high on the EQ scale work with a different, yet vitally important kind of intelligence. That's not to say that intellect or IQ is not important. Incredible progress has been made in business over the years by applying our intellect to our toughest problems. We've engineered some of the very best equipment and machinery. We've reduced our costs. We've driven our productivity up. We've improved our processes based on sound facts. So, make no mistake, intellect has proven invaluable and will continue to be invaluable to drive our businesses to success.

If we want to soar beyond our present horizons, we must blend the progress that we've made in business using intellect and IQ with the invaluable competencies of emotional intelligence or EQ. It is our emotional intelligence that will solve our retention, morale and employee engagement problems, improve our creativity, create synergy from teamwork, drive our purpose, and ignite the best and most inspired performance from our people.

So what is emotional intelligence? Emotional intelligence is the dimension of intelligence responsible for our ability to manage ourselves and our relationships with others. Included are skills that drive our internal world as well as our response to the external world.

There are five key components of emotional intelligence. They include: a well-honed timing for emotional expression and emotional control; empathy for others; social expertise that allows us to develop strong working relationships; personal influence that helps us advance our purpose with others; and an integrity that aligns us with our life's purpose.

Each day in the workplace, an employee's emotional intelligence is put to the test.

How an employee reacts to situations will build goodwill and co-operation with customers and co-workers or will drive wedges into strained relationships. When an employee can master appropriate internal emotional reactions to situations and also master his external response, that employee is working with a high level of emotional intelligence. Too often, feelings of self-doubt, frustration or anger will take over and control a person's outward expression in a particular situation. How many times have you heard a person say, "I just couldn't help it, I was just so frustrated I just reacted to...?"

As an employer, it's important that you recognise that those reactions can also paralyze the work that gets done. Underlying tensions and emotions make their way to every meeting and every encounter in the workplace. Yes, I know, you have probably been taught that emotion doesn't belong in the workplace. But the reality is that it's inescapable. Emotion is present in the workplace - everyday, everywhere. Therefore, as you have improved your business by way of applying intellectual resources, now is the time to recognise that you can also make dramatic improvements that will help you reach your business goals by improving the emotional intelligence of your workforce. Unlike IQ, which tends to remain fixed throughout a person's lifetime, emotional intelligence can be improved over time.

M4C uses proprietary assessment tools to help individuals understand their own personality traits, their communication preferences and how to spot the behaviours and traits of those around them. Armed with this understanding of self and others we can then work on our own style flexibility and learn to look at the world not only through our own lens and unconscious biases but also the lens of others.

Understanding self, flexibility and communication are the cornerstones of programmes designed to help build better leadership and coaching behaviours into your everyday work conversations to release the potential of your teams.

20/20 Vision.... Planning for 2020

Sun, 22 Sep 2019 11:43:58 GMT

I am sure that there will be plenty of us making connections between the year 2020, and having 20/20 vision - a measure of clarity of eyesight over a distance of 20ft.

Often when we talk about 20/20 vision in respect of planning or decision making it can be to rationalise things that didn't work out so well due to unforeseen factors... we say things like "it's easy to have 20/20 vision in hindsight"

At the time of writing we are about to enter Q4 of 2019. Volatility, Uncertainty, Complexity & Ambiguity (VUCA) levels are at levels that many business leaders & managers have never experienced before. The UK & EU are on or not on the cusp of a new relationship, the Middle East seems to be on the brink again, whilst China & the USA are in the midst of a trade war.

UK employment is at joint highest levels since records began, levels of vacancies are also running at high levels & pay is increasing quicker than inflation, great news if you are keen to capture customers extra disposable income, but more of a challenge in the battle to attract new talent into your business.

It's also true to say that the UK & the UK is far from alone in this has a productivity challenge.

Productivity has been flatlining, since the financial crisis, of 269,250 businesses formed in the UK in 2012 only 43% made it to 5 years old. (Source ONS)

What does it all mean?

If you are planning ahead for 2020, taking a simplistic incremental view to your revenue and costs might not be good enough, what if their is a further attack on Middle East oil production, what might a no-deal Brexit, delayed Brexit or no Brexit mean for your business, not only in terms of your ability to access raw materials or move goods across borders but what about accessing talent?

If salary expectations rise above inflation, what can you do to address your own productivity challenges? Can you create more with the team you have already? can you engage them more fully so they are less likely to be tempted away by a competitor with deeper pockets?

What can you do?

This year is the perfect opportunity to take a holistic view to your planning, utilise the data hidden in your CRM and ERP systems, harness the knowledge of your people & customers. Scan both the external horizon but also take a look inwards at your people, processes & resources to make sure they are being developed to overcome your productivity challenges, making your business not only one of the survivors but a top performer.

Where can I get some help?

M4C Consulting, Coaching & Training can help you on the journey to not only creating your 2020 vision, but in engaging your teams in the process to get their commitment rather than compliance. Support can extend throughout the communication, launch and implementation phases as required.

How do I find out more?

To arrange a chat about how M4C can help your business call 0191 8107170 or 0208 0580046 alternatively email Take-off@m4cltd.com M4C Consulting Coaching & Training

https://www.linkedin.com/pulse/2020-visionare-you-making-your-plans-matthew-curtis

"Don't answer a question with a question!" were you ever told as a child it's rude?

Fri, 06 Sep 2019 10:39:55 GMT

Maybe it's not so common these days, but there was a time when it just wouldn't have been considered polite (especially for a child) to answer a question with another question.

Anyone that has been through the trials and tribulations of raising or working with young children will recognise the "why" phase which peaks at around 4 years old, seemingly every answer you give sparks the response "why" bear in mind at this age Children are asking 70-100 questions a day of their parents.

Why is often a great start to a question in a range of situations, "5 why's" is a well proven methodology for getting to root cause in problem solving - Don't be afraid of using Why to good effect.

Is it rude to answer a question with a question?

Actually it could be argued it's rude not to answer with another question, there are several levels of listening that we can deploy, from not listening at all (ignoring), pretending to listen, selective listening, listening to respond (to demonstrate our own knowledge or to drive our own agenda) through to active empathetic listening where we listen to really understand.

If you are listening to a question what is your objective as a responder and what is the goal of the question poser? perhaps it would only be polite to ask a simple why about how the question came about before diving headlong into an answer.

Great questioning and listening skills are the cornerstones of building high trust coaching and development conversations, driving up employee engagement and performance.

Understanding your own preferences around communication and being able to flex your style to suit different situations and audiences are key too.

DISC is a great assessment tool for helping you understand, your own preferences and how to spot the preferences of others and it's a tool we offer to clients that join us on coaching and leadership development programmes, during which we also work extensively on the key rapport building skills of effective listening and questioning.

If sales were your factory....

Sun, 25 Aug 2019 07:16:05 GMT

If sales were your factory...would you accept their current level of planning?

What expectations do you have for a manufacturing team? They should know their plant capacity right? even down to the capacity of individual machines or processes. You would expect them to know what their utilisation of equipment is and what efficiency they are achieving from processes. It might be considered reasonable for them to have strategies in place to avoid costly down time through preventative maintenance programmes. Certainly you would expect them to keep on top of the output of all their processes assuring that the production is to specification avoiding costly quality problems. Definitely you would expect them to know the lead times for the different inputs needed to manufacture your products, raw materials, sub assemblies, labour etc etc

The question then is, on the basis that sales revenue is an output... the product if you will of the activities of the sales team. Why is it that so few sales teams and sales people are planning their capacity, identifying their core sales processes and managing both the quality and efficiency of them.

Research and experience tells us that relationships are important and businesses that can move through the 5 levels of relationship from approved vendor to trusted advisor will likely be in the top 28% for performance in their sector, but those that achieve the highest levels of process mastery and commitment from their sales teams get there quicker and are less dependent on achieving the highest levels of relationship, especially important if your solutions are not perceived as mission critical to your customers.

The hardest part is to get started, sales people need to shift their mindset to thinking about which of their activities are truly value creating for their business, how much time do they really have available to spend on them and which are the right opportunities directionally to focus that capacity on. They then need to make a conscious decision to forward plan those activities and look for efficiency opportunities in their plan.

Most sales people are still surprised that in a sales year - once you take out non-working days, internal meetings, holidays, absences and training courses etc etc and then think about daily admin tasks, travel time etc that they only have around 600 hours per year of customer facing time.

It's almost the end of January already... do your sales people and sales team know where they will be investing the remaining ~550 hours of customer facing time left to achieve their goals?....they should, and so should you so perhaps as you plan your next sales meeting think about having that conversation and the KPI's you might use to track they are not being diverted from achieving their 2019 sales goals.

Matthew Curtis