Jonny Adams
speaker
254 appearances
11 recordings
1 series
first heard May 2024
last heard 16 Jan
Jonny Adams’s voice in public audio — every appearance, attributed to the second.
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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.
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.
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.
Operational rigor. Again, a half a culture talks about it. It's living and breathing. It's in your ecosystem. Therefore, operationally, it will be living and breathing in the processes that you do. I would say that's the piece there, Matt.
The Growth Workshop Podcast · Episode 9 - The 5 Principles of Successful Leadership · 30 Sep 2024
podcast
How are you doing? Very good, thank you, Matt. Lovely to see you again. We've rolled on a bit more time since our last conversation, which is great. Doing very well, thank you. How are you? Good, yeah, very well, thanks. So what's been happening in your week this week? I do like this part of our conversation.
It actually gives me a great opportunity to reflect on some of the things that's been going on with our clients just in the world in general as well. I had a fantastic trip to Toronto where we've worked with one of our longstanding clients for many years.
Really interesting about sort of leadership, focusing on some key leadership principles and people really recognizing the value of developing others and also developing themselves. So that was a great takeaway. Come back. Over the red-eye flight, landed, bit of jet lag, but now I'm glad that we're coming up towards the weekend. What about you, Matt? Yeah, nice.
Yeah. And Matt, is it fair to say that these principles are from our understanding over the last sort of 20 years, the thousand clients or so that we've worked with, and there are many principles out there, which is the debate that we're stoking here.
And these are just some of the principles that we've created, the five that we have concluded in most recent times that are valuable for that leadership role. So I think that's really critical that we want people to also critically analyze these principles and think about their own.
Yeah, and great question. Really like this first principle. And these principles are definitely universal, not uniform. So when we have a look at that, I recently delivered a keynote at a global leadership conference to one of our longstanding clients. The client said, is in and around the 100 million EBITDA number, just to give you an idea, around about 75 leaders across the globe.
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.
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.
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.
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?
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