Charlotte Smith
speaker
34 appearances
1 recordings
1 series
first heard Jan 2025
last heard Jan 2025
Charlotte Smith’s voice in public audio — every appearance, attributed to the second.
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Well, the how piece, again, if we talk about scaling something back, right? So what you just discussed is, you know, all businesses pain points. We want to go from A to B and move ourselves forward. How, which we've touched on some of the methods and the data-driven behaviors and ensuring that the training is really strong behind that. Yeah.
Even one step before that with your how is, well, what's the profile of the person that we need to hire to ensure that we can actually deliver that? No one does that. No one sits there and blueprints that this is, okay, this is the type of experience, competence. and key traits that we are therefore going to interview to ensure that we can deliver this strategy.
It doesn't connect even right back before that. If I said to half of the leadership teams within the square mile of bank where my trilogy offices are based, have you and your sales leader sat down and mapped the target profile of the person that you want to hire into your team formally again?
minimal to none right so that's an easy thing that you could apply to your leadership team to go okay we know what we want to do we know phase one of how we want to achieve that okay how and who are we going to hire to deliver that and what are our non-negotiables around that because again within any sales professional there is high turnover right yeah
Is that the fault of the person that got offered the job or is that the fault of the business that didn't take the time to ensure that they were hiring the right people for the job?
Yeah, so I really encourage a lot of involvement at all client touch stages. So to ensure that the next generation of biller leader that's coming through the ranks actually is really owning that and going through that process with the leadership team. I also think...
The key component there is you're giving the leader, the said leader, the opportunity to see where their current consultant is from a skills perspective to ensure that they're delivering the right type of communication, a value proposition and question deck and coming away with the right outcomes from those meetings.
I know that sounds very, very simple, but that is customer centric because we're just ensuring that every time we touch a customer, we're doing it to the best of our ability. But the reason why I put a people spin on that is we're ensuring that we're showing and we're leading rather than telling. So I think that's really, really key.
That's a very simple thing is just always be there for those touch points. No matter how small, there is something that you can pick out on that. And I'm really blessed with a fantastic team at Trilogy. They're so hands on with their customers. So they're very involved and as a result are able to scale customers on a global setting, win whole programs of work, etc.
I think in the recruitment sector, that's been another really fantastic change of mindset. which I've learned by being part of the leadership team at Trilogy, which is we really adopt our statement of work models. And the reason that has that kind of leader customer-centric approach is because we're not just going in and saying, can we help you with a couple of program managers? We're going...
Let's own it together. Let's deliver this whole program together and actually really go on that journey. We'll take some of the reporting away for you. So we've actually made the decision to hire some PMOs into our business whose skill set is completely aligned to that. And that is an exact example of being customer centric in our approach. There is something to gain from both parties, of course.
But if you're dealing with the typical CTO, or if you're dealing with the typical director of change or digital transformation director, do they want to deal with multiple contingent agents? Or do they want to actually invest in a midway? So we're not a consultancy. We're not going to win your £30 million projects because, quite frankly, you don't have them either.
You just want to deliver a couple of key things. We can partner on that. There'll be more touch. There'll be more respect and responsibility in mutual spades. And as such, we win as a business and we drive those numbers up by winning the whole project and the customers much happier as a result of it.
Well, firstly, it hasn't worked because the leadership have driven a quick result rather than a meaningful long-term result. So they've pushed a number, they've pushed a meeting, they've pushed a deal, they've pushed the rates up too much in the deal and they haven't thought about the long-term client relationship that they can have by that.
So that haste, that speed, that impatience and therefore naivety has lost customers and results. That then creates that blame culture.
It's like that Spider-Man meme that you see where they're all pointing and blaming each other. And then what happens is leadership panic. Then what happens is they start looking at KPIs. Then what happens is they start looking at working from home versus coming into the office, blaming the hiring. Blaming the people person because I train them.
So if they're not all A grade consultants... It's Charlotte's fault. It's absolutely always my fault. It's the same at home. So the reality is it creates... I think that the biggest thing that I can see is where people then try and island off their own strategies. So I remember the biggest red flags that I've had with, you know, just interviewing other businesses is we do it our way.
We don't do it the same as them. Or it's different for us. Come on now. You know, you're not driving each other forward. And then that actually doesn't mean if you're protecting what you perceive to be the right way over another team in your business, you're not a succinct business. And I very much doubt you have a customer-centric leadership team as a result of that.
Yeah, 100%. And don't get me wrong, it doesn't mean that it's an easy journey. And so if I think back over the last 12 months, because I've only been part of the leadership team with Trilogy for 12 months, and it's been fantastic. And this business is absolutely home for me. The stage one is because you are talking data, people just get triggered. Data means KPIs. KPIs means KPI management. Yeah.
go, God, this bloody bird has joined our business and she's making us look at all these data points. We're losing what we were. We weren't this data-driven 100%.
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