Matt Best

Data is the second, looking at people versus metrics, so balancing, having good data that you can analyze and understand and identify trends within, but also balancing that with the individuals. Operational rigor, how you create consistency and effective habits in leadership.

Data is the second, looking at people versus metrics, so balancing, having good data that you can analyze and understand and identify trends within, but also balancing that with the individuals. Operational rigor, how you create consistency and effective habits in leadership.

Commercial alignment, that client-centric approach, making sure everyone's going in the same direction, I think is really important. And then finally, to wrap them all up is that underlying coaching culture. So providing the team with a real track to run on, having a supportive view of leadership and focusing more on the carrot than the stick.

Commercial alignment, that client-centric approach, making sure everyone's going in the same direction, I think is really important. And then finally, to wrap them all up is that underlying coaching culture. So providing the team with a real track to run on, having a supportive view of leadership and focusing more on the carrot than the stick.

So, Johnny, I think those are the five that we've come up with. I'd love to get your thoughts, Johnny, on the first principle that leadership is everything. What's that mean to you?

So, Johnny, I think those are the five that we've come up with. I'd love to get your thoughts, Johnny, on the first principle that leadership is everything. What's that mean to you?

And you really took a risk there, going down the Boris Johnson route, Johnny. I implore your bravery. I can see the comments going wild and hear the clicks of people clicking off. Please don't leave us. We promise that's the last bit of political garbage that we intend to spin today. So, Johnny, the next piece or the next principle is data and people versus metrics.

And you really took a risk there, going down the Boris Johnson route, Johnny. I implore your bravery. I can see the comments going wild and hear the clicks of people clicking off. Please don't leave us. We promise that's the last bit of political garbage that we intend to spin today. So, Johnny, the next piece or the next principle is data and people versus metrics.

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.

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