Jonny Adams

And this principle is what I shared to them in that 25 minutes. And I aligned a narrative. Now, I know it's contentious talking about politics, so please do forgive me. But the crucial part here is that when we're thinking about leadership, who are you recruiting into that role? And do they have the capacity and the capability to be successful? Also thinking about that ability to role model.

And this principle is what I shared to them in that 25 minutes. And I aligned a narrative. Now, I know it's contentious talking about politics, so please do forgive me. But the crucial part here is that when we're thinking about leadership, who are you recruiting into that role? And do they have the capacity and the capability to be successful? Also thinking about that ability to role model.

And I made an alignment towards Boris Johnson. Now, if you think about Boris Johnson, 2016, the best sales professional in the whole of the United Kingdom. What did he do? He sold the dream. He took us on a journey, helped us think about Brexit, then continued to become the prime minister. And again, sold the dream about how great of a leader he would be. We all bought into that.

And I made an alignment towards Boris Johnson. Now, if you think about Boris Johnson, 2016, the best sales professional in the whole of the United Kingdom. What did he do? He sold the dream. He took us on a journey, helped us think about Brexit, then continued to become the prime minister. And again, sold the dream about how great of a leader he would be. We all bought into that.

Let's not talk about the pandemic. My point being is that not all great salespeople are great leaders. So the first principle is that leadership is everything, but making sure you've got the right leader in the right position. And recently, as I stated in Toronto, they have, this client have actually gone out and not bought product specialists.

Let's not talk about the pandemic. My point being is that not all great salespeople are great leaders. So the first principle is that leadership is everything, but making sure you've got the right leader in the right position. And recently, as I stated in Toronto, they have, this client have actually gone out and not bought product specialists.

They've bought leadership specialism in, and that has been a profound change in terms of their performance. So that is leadership is everything is principle one. Great.

They've bought leadership specialism in, and that has been a profound change in terms of their performance. So that is leadership is everything is principle one. Great.

And the reason for us together probably selecting this as a principle is that, first of all, do you have data? Do you have quantitative data that can give you some insight? And we live in the world of overindulgence in information. That information needs to be valid. So let's check the validity of that information. And then let's set up appropriate dashboards.

And the reason for us together probably selecting this as a principle is that, first of all, do you have data? Do you have quantitative data that can give you some insight? And we live in the world of overindulgence in information. That information needs to be valid. So let's check the validity of that information. And then let's set up appropriate dashboards.

A colleague of ours this week, we were building out a maturity model which highlighted the right appropriate dashboards at the appropriate level. So within that, what you've got then is the metrics that you're currently tracking, inputs and those outputs. That is just one story. That's the important part of what we're saying here is people versus metrics.

A colleague of ours this week, we were building out a maturity model which highlighted the right appropriate dashboards at the appropriate level. So within that, what you've got then is the metrics that you're currently tracking, inputs and those outputs. That is just one story. That's the important part of what we're saying here is people versus metrics.

Once you look at the metrics, then what you want to be able to do is overlay the people, the quantitative stuff that you can see, right? And that is where I see time and time again at the moment, Matt, and I'd love to hear your thoughts because I'm super passionate about this, is that people look at a dashboard, they make a judgment, they go and then try and change the course, right?

Once you look at the metrics, then what you want to be able to do is overlay the people, the quantitative stuff that you can see, right? And that is where I see time and time again at the moment, Matt, and I'd love to hear your thoughts because I'm super passionate about this, is that people look at a dashboard, they make a judgment, they go and then try and change the course, right?

Okay, so the question is, how often are you spending shadowing, spending time observing, looking at the right behaviors and measuring against the competency framework? Time and time again, at the moment, I'm hearing, oh, I don't have time. I would imagine if you overlaid some of the data metrics that you've got to some of the observations, you'd have a fantastic story.

Okay, so the question is, how often are you spending shadowing, spending time observing, looking at the right behaviors and measuring against the competency framework? Time and time again, at the moment, I'm hearing, oh, I don't have time. I would imagine if you overlaid some of the data metrics that you've got to some of the observations, you'd have a fantastic story.

So that principle is all about balancing the difference between spending time with the people, but also using data that is valid. What's your thoughts on that, Matt? And what's your view on the principle? Yeah.

So that principle is all about balancing the difference between spending time with the people, but also using data that is valid. What's your thoughts on that, Matt? And what's your view on the principle? Yeah.

I think that's fantastic. It's so integral.

I think that's fantastic. It's so integral.