Jonny Adams

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.