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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Recordings per month over the last 12 months — 1 in all, peaking in Jan 2026 with 1.

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The Growth Workshop Podcast · Episode 9 - The 5 Principles of Successful Leadership · 30 Sep 2024 podcast

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.

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

You shouldn't have told me that. That is that sticking. That is that's going to go across our global consultancy team. Very quickly. Great thing about Teams is you can just pump it in there. News to all. Awesome, Matt. Thank you for raising this point. And working with you, you have a fantastic approach towards the operational side of the job that you do.

But not only that, you support clients with the account management and the customer success process. So I can see that within you as a consultant. What operational rigor means to me, quite simple, is about discipline. And 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. use your tools and technology to help you. And every single week, what we want to be able to see is that you're doing your one-to-ones, you're doing your activities, and it should be all about inputs drive the outputs.

And importantly, 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. Those three clear metrics should be the basis of all of that great operational rigor and discipline. What about you, Matt? best efficiency?

And Matt, just conscious around it, because you're absolutely right. And thank you for keeping me in check because obviously I've got to be in my bonnet about that. And I've used maybe some of those particular words. We work in, we live in the world of growth. Okay. So you're thinking about,

If targets are being set for businesses for 2024 at the moment, they're likely to be an elevation of growth. Targets increase, but we know that comes with that is some of the key principles like operational rigor. If the target's going to increase in a business by 10% each year, why is operational rigor so important for you to continue to hit those 10% growth goals each year?

Yeah, I think that's a great point. And I think the white paper you're talking about is the Roots and Shoots paper, if I'm not mistaken. Something actually that we work with a great marketing partner. And funnily enough, when we're talking about the alignment between sales and marketing, the first instance, they're hugely passionate about that is that everyone owns the number.

So how do you drive the awareness of marketing producing the number as well as sales rather than this sort of finger pointing motion approach? I think for the last 10 years, that's been thought of, but businesses have tried to deal with that with the evolution of CROs. But I guess what we're talking about here is commercial alignment. How do we align all key functions together?

And the quote that you talked about there is actually from 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. And this was also shared in the keynote as I was talking about before. So I shared to the audience, 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. As I said, that was by Patrick Lencion. That's a pretty profound, pretty punchy statement. What's your thoughts on that, Matt?

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.

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.

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.

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.

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