Matt Best

speaker

628 appearances 20 recordings 1 series first heard May 2024 last heard 30 Aug

Matt Best’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 7 in all, peaking in Aug 2026 with 2.

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

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.

And I think, you know, as ever with the sort of monotonous tasks, it's always sort of challenging yourself to think about how you can make those more efficient, how you can automate, but at the same time, realizing to your point that it is an ongoing recurring thing and you can't leave it alone for three months, expect to come back and it's still working.

Yeah, that's a question we should be asking all of our clients is why do we think that's important? And it's about effectiveness, isn't it? And discipline, like you said, understanding the process, understanding what it takes. So then being able to map what that looks like and then stay accountable to it. And that needs and that requires discipline.

It requires the right habits and it requires for a lot of practitioners on the ground, the support of their leader and being able to execute against that. Nice. So moving on to our fourth principle and looking at commercial alignment. And this is you've got a lovely quote that you shared with me previously. I'd like you to share again about rowing in the same direction.

And I think as part of a part of commercial alignment and a client centric organization, and we've at SBR here, we've recently published a co-authored a white paper around rowing. a client-centric approach and everyone in the business guided towards the same outcome.

I had a similar conversation with a leader in a customer success function of a managed services client just earlier this week who reiterated to his team that customer success is all about

joints is a responsibility of the entire business to make our customers successful and that really aligns to that same we talk about here commercial alignment which is understanding the need for everyone to have that sort of commit to look at things through a commercial lens but it really starts with that client centricity so yeah johnny share with us that quote that you shared with me just before our recording here today would you and then i'd love to hear your perspective and your take on a commercial alignment

I 100% support that. I've been in business. And actually, it's one of those things, I think, where... and this isn't university true by any means, but the examples I've seen of where that really comes true is you look at those sort of challenger startup markets and there's a team of a dozen people and they are all rowing in the same direction. They are all 100% focused on the goal.

As that business grows and develops, things start to creak and you get this, my priority is going left and you're telling me your priority is going right. And we get that sort of, we start to veer off down different sort of streams that lead off the river. That's a terrible analogy, but to try and extend the rowing analogy there.

But I think the interesting thing is how to exactly, as Patrick says, how do you maintain that? But more importantly, how do you maintain that as your business grows? And I think, as you said, in the Roots & Shoots paper that we've co-authored with one of our marketing partners, It talks to the marketing and sales collaboration.

But for me, it's also really important as you go into when you look at the sales, account management, customer success to operations alignment and how those parts of the business work together as well.

And Johnny, I'd argue it's more than a marginal gain. I think it's a significant gain and a significant improvement looking at your business top down, Anne. Bottom up. Thank you. And then our last principle of coaching culture, and this for me is what sort of wraps around all of the four principles, but indeed any principle that you adopt in leadership. And that's

Really talking to how to develop a rich coaching culture, a culture of support, providing a clear track to run on for your team, aligning to that data principle that we mentioned earlier. Is it really clear what your team needs? How are you supporting your teams? Johnny, you mentioned spending sufficient time with coaches. the team in shadowing, in coaching one-to-ones, so important.

And just having that culture of support rather... And I differentiate this when we think about management versus leadership. And management is... We've all seen those little cartoons on LinkedIn where the manager's shouting and pushing everyone up the hill first and the leader's at the top of the hill dragging everyone up after them. And I think...

That's a really important thing to think about when we think about that coaching culture. You want to be able to sit down with your leader and have a conversation, be a bit vulnerable, ask for support and for help without the fear of being berated or the fear of the fact that you maybe have failed or not done as well in something.

That means that your managers or your leader is going to look at you differently and not support you in the way you need it. I think that for me is really what a coaching culture is trying to do.

encouraging and enabling your leaders to have really effective coaching conversations with their team to act as a coach and into a mentor but not as a manager going down a list of tasks have you done this have you done this have you done this right on to the next one we know that's not effective what what does it what does it scream out for you johnny coaching culture i love your analogy of the sort of that trek or that mountain approach it actually made me think back as you're talking there to some of the occasions that i've had as a

Yeah, I think you're right. I like your phraseology there as well, stinky culture. We've all seen those sort of stinky cultures and the impact that it has. And yeah, I think really important. And culture starts at the top, but actually has to exist everywhere. And it's interesting, Johnny, you talk about the three to five hours and it might only be one.

I've worked with teams where they're doing six hours, but those six hours have been poor and actually it doesn't give you the results that you want. And three effective hours is better than 10 ineffective hours. So again, just thinking about how you're delivering that in your business as well and what you're supporting and reinforcing.

Absolutely, Johnny. And thank you to you and thank you to everyone who joined us today. today, I'm certain that you may have your own perspective, right? You may have your own principles that you follow within your business.

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