Jonny Adams

I don't need to fear anything. I can feel quite confident that we're going to be okay.

I don't need to fear anything. I can feel quite confident that we're going to be okay.

Yeah, I mean, I think I take your last point. I'm going to capture the opportunity, you know, and thank you for shooting today. Yeah, I feel a bit more calm in the circumstances. So thank you so much for sharing some great insights today.

Yeah, I mean, I think I take your last point. I'm going to capture the opportunity, you know, and thank you for shooting today. Yeah, I feel a bit more calm in the circumstances. So thank you so much for sharing some great insights today.

Really like this first principle. 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. So that is leadership is everything is principle one.

Really like this first principle. 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. So that is leadership is everything is principle one.

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. That is just one story. That's the important part of what we're saying here is people versus metrics.

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. 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?

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?

What operational rigor means to me, quite simple, is about discipline. You've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous. So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process.

What operational rigor means to me, quite simple, is about discipline. You've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous. So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process.

If your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue, should improve.

If your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue, should improve.

What we're talking about here is how do we align all key functions together? And the quote that you talked about there is actually one of my favorite books. And if you've never read it or ever been on a training course, it's from Patrick Lencioni, The Five Dysfunctions of a Team.

What we're talking about here is how do we align all key functions together? And the quote that you talked about there is actually one of my favorite books. And if you've never read it or ever been on a training course, it's from Patrick Lencioni, The Five Dysfunctions of a Team.

If you could get all the people in an organization rowing in the same direction, you could dominate any industry in any market against any competition at any time.

If you could get all the people in an organization rowing in the same direction, you could dominate any industry in any market against any competition at any time.

I see this coaching culture principle as, again, a universal principle, but it wraps around the other four principles we've spoken about today. 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.

I see this coaching culture principle as, again, a universal principle, but it wraps around the other four principles we've spoken about today. 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.