Jonny Adams

Yeah. Yeah. And not just to stop there, but HR and finance, right? If finance don't buy into the compliance, if HR don't buy into the competency frameworks, my gosh, what do we get? Is, oh, just a tick box exercise or no, why are we paying sales that much?

Yeah. Yeah. And not just to stop there, but HR and finance, right? If finance don't buy into the compliance, if HR don't buy into the competency frameworks, my gosh, what do we get? Is, oh, just a tick box exercise or no, why are we paying sales that much?

Funnily enough, if we pay them in the right behaviors, then ultimately we might get towards that 10% growth that we were speaking about on operational rigor. Commercial alignment, it's a great topic at the moment. It is a hard Bit of graft. And also it's going to require a whole bunch of things.

Funnily enough, if we pay them in the right behaviors, then ultimately we might get towards that 10% growth that we were speaking about on operational rigor. Commercial alignment, it's a great topic at the moment. It is a hard Bit of graft. And also it's going to require a whole bunch of things.

But that alignment, I do truly feel can make that marginal gain improvement to enable you to reach your goals. Yeah.

But that alignment, I do truly feel can make that marginal gain improvement to enable you to reach your goals. Yeah.

A direct report to some of the leaders that I've had or been fortunate or unfortunate enough to work with. And also from our position of seeing it, what happens with our clients. The point being here is I see this coaching culture principle as, again, a universal principle, but it wraps around the other four principles we've spoken about today.

A direct report to some of the leaders that I've had or been fortunate or unfortunate enough to work with. And also from our position of seeing it, what happens with our clients. The point being here is I see this coaching culture principle as, again, a universal principle, but it wraps around the other four principles we've spoken about today.

When I talk about wraparound is that we're really focusing on if that is a really great culture within your organization, that not only is the sales coaching the sales, but marketing is coaching sales, sales is coaching marketing, marketing is coaching finance. Now we're starting to align the commercial piece. Operational rigor, again, a half a culture talks about it's living and breathing.

When I talk about wraparound is that we're really focusing on if that is a really great culture within your organization, that not only is the sales coaching the sales, but marketing is coaching sales, sales is coaching marketing, marketing is coaching finance. Now we're starting to align the commercial piece. Operational rigor, again, a half a culture talks about it's living and breathing.

It's in your ecosystem. Therefore, operationally, it will be living and breathing in the processes that you do. The important part is that when we're thinking about coaching culture, there's lots of data to suggest that you need to coach people between three to five hours per person per month. Yeah, that's optimum.

It's in your ecosystem. Therefore, operationally, it will be living and breathing in the processes that you do. The important part is that when we're thinking about coaching culture, there's lots of data to suggest that you need to coach people between three to five hours per person per month. Yeah, that's optimum.

But for every single business, you might need to just do one hour, really quality hour, or maybe it's eight hours. It really does depend on the business. And what are the lag indicators suggesting? Because all of that input is going to drive the output. I guess lastly, from a coaching culture is that I talk about the wraparound or the barrier.

But for every single business, you might need to just do one hour, really quality hour, or maybe it's eight hours. It really does depend on the business. And what are the lag indicators suggesting? Because all of that input is going to drive the output. I guess lastly, from a coaching culture is that I talk about the wraparound or the barrier.

fundamentally, a great culture will make sure that you drive to succeed your strategy. Now, if you have a really stinky culture, then you're less likely to achieve that strategy and the overall outcomes. And that will only be at detriment of your own goals and what you want to achieve as an individual contributor, sales manager, or a professional. So I would say that's the piece there, Matt.

fundamentally, a great culture will make sure that you drive to succeed your strategy. Now, if you have a really stinky culture, then you're less likely to achieve that strategy and the overall outcomes. And that will only be at detriment of your own goals and what you want to achieve as an individual contributor, sales manager, or a professional. So I would say that's the piece there, Matt.

And Matt, just to add on that. And again, when we're talking to leaders, which we do week in, week out, and we deliver the course we do at SBR, I typically ask a question that I don't want a response from people. But just to think about is that as a leader or when you think about your leader, are you looking forward to having that session with them?

And Matt, just to add on that. And again, when we're talking to leaders, which we do week in, week out, and we deliver the course we do at SBR, I typically ask a question that I don't want a response from people. But just to think about is that as a leader or when you think about your leader, are you looking forward to having that session with them?

And the question I asked there is that they normally go, and what that does is then it asks the question is, are you having a great relationship with the person that's leading you? So you get to think, oh, is that valuable? Equally, most leaders are then looking down and think about their team and go, crikey, these sessions that I'm doing probably aren't adding as much impact.

And the question I asked there is that they normally go, and what that does is then it asks the question is, are you having a great relationship with the person that's leading you? So you get to think, oh, is that valuable? Equally, most leaders are then looking down and think about their team and go, crikey, these sessions that I'm doing probably aren't adding as much impact.