Matt Best

And I think this is a really interesting topic of how to find the right balance between the people and focusing on the individuals in the team and then what the numbers are telling you. And I think there's a starting point here. I know we've talked about this previously, balancing data.

What data you're capturing, why you're capturing it, but more importantly, how you're using it and what you're looking for. What's your perspective when it comes to data? What would you say is the most important aspect of that in terms of finding the right balance between focusing on individuals and then focusing on what the data is telling you?

What data you're capturing, why you're capturing it, but more importantly, how you're using it and what you're looking for. What's your perspective when it comes to data? What would you say is the most important aspect of that in terms of finding the right balance between focusing on individuals and then focusing on what the data is telling you?

Yeah, I think you said it there, Johnny, is balance. It's about balance and it's about looking at the right things. I've been in, I'm sure we've all been in those sorts of pipeline reviews where someone turns up, we're looking at high level, top level numbers.

Yeah, I think you said it there, Johnny, is balance. It's about balance and it's about looking at the right things. I've been in, I'm sure we've all been in those sorts of pipeline reviews where someone turns up, we're looking at high level, top level numbers.

And we work a lot with organisations to focus on the inputs as opposed to the outputs as those really critical leading indicators in sales and effective sales. And so often you walk into, as a leader, you walk into an exec briefing and maybe get a bit of a kicking on pipeline or a kicking on closed sales. And that then, when leaving the room, that's sort of carried with you.

And we work a lot with organisations to focus on the inputs as opposed to the outputs as those really critical leading indicators in sales and effective sales. And so often you walk into, as a leader, you walk into an exec briefing and maybe get a bit of a kicking on pipeline or a kicking on closed sales. And that then, when leaving the room, that's sort of carried with you.

And that can guide the way that you then behave with the team. It's like, why are we not there? And it just, it doesn't foster a productive conversation, in my opinion. And I think it's just, how do we, again, to your point, take the right,

And that can guide the way that you then behave with the team. It's like, why are we not there? And it just, it doesn't foster a productive conversation, in my opinion. And I think it's just, how do we, again, to your point, take the right,

metrics look at them in the right way coach the team on how to understand them and how to adapt their own their own well their ability to talk to those numbers but also what they do that impacts those numbers and start to create that across the different layers within the organization i think that's key and then like you said how often how much time they're spending shadowing how much time they're spending actually in one-to-one coaching sessions or how much time are they spending in an excel spreadsheet and using that as a big sort of dirty stick to beat people with

metrics look at them in the right way coach the team on how to understand them and how to adapt their own their own well their ability to talk to those numbers but also what they do that impacts those numbers and start to create that across the different layers within the organization i think that's key and then like you said how often how much time they're spending shadowing how much time they're spending actually in one-to-one coaching sessions or how much time are they spending in an excel spreadsheet and using that as a big sort of dirty stick to beat people with

So leading on from that into our next one, which is operational rigor. And this sort of talks to those sort of consistency in the habits. And this is probably where it's really most important to balance those sort of metrics and people. And this principle talks to how...

So leading on from that into our next one, which is operational rigor. And this sort of talks to those sort of consistency in the habits. And this is probably where it's really most important to balance those sort of metrics and people. And this principle talks to how...

operationally and as a leader, you are maintaining the right cadence with your team, but you're maintaining the right consistency and habit in the way that you coach, in the way that you deliver, in the way that you operationally run your team. How often are you reviewing key metrics with your team? How are you using that to then guide the team forward? It's interesting. I am in a previous life.

operationally and as a leader, you are maintaining the right cadence with your team, but you're maintaining the right consistency and habit in the way that you coach, in the way that you deliver, in the way that you operationally run your team. How often are you reviewing key metrics with your team? How are you using that to then guide the team forward? It's interesting. I am in a previous life.

I picked up the nickname Matt Best Efficiency due to my focus on operational rigor. So it's something that's very close to my heart. What does it mean to you, Johnny? Oh, my gosh.

I picked up the nickname Matt Best Efficiency due to my focus on operational rigor. So it's something that's very close to my heart. What does it mean to you, Johnny? Oh, my gosh.

You're not going to live that one down. I would agree, Johnny, I think going back to the appreciating understanding that there is some repetition in the role, especially in that middle management role within a business. I think the interesting thing here is, as you said, is balancing that. I think the important thing to say here as well, though, is that whilst you might have some repetition, the

You're not going to live that one down. I would agree, Johnny, I think going back to the appreciating understanding that there is some repetition in the role, especially in that middle management role within a business. I think the interesting thing here is, as you said, is balancing that. I think the important thing to say here as well, though, is that whilst you might have some repetition, the

Coaching your team and having really great people conversations should feel, you know, should feel really engaging if you really, if that's something that you want to do as part of the, you know, as a leader, it's a fundamental skill and it's something you can continue to hone.