Jonny Adams

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.

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.

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.

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.

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.