Episode 30, Part 3 - Benne Peto: Turning Talent Insight into Lasting IP
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How did the hosts introduce Part 3 and set expectations for this final segment?
Hello and welcome to the Growth Workshop podcast. In this podcast, we'll be hearing from other industry leaders to get their thoughts and perspectives on what growth looks like in modern business. This podcast is aimed at leaders from exec all the way down to line managers. Welcome to part three of three. So, yeah, we talked a little bit about what? What's changed even as a result of this and what you've seen play out, Benny, as a result of this program? So as someone who's really experienced in this space, and again, coming right back to the beginning, your commercial mindset at its core, what advice would you be giving to people
cpos and cro's who are now thinking you know what i've got to i've got to unlock this organic growth within my business yeah um i mean first and foremost you've got to get the commercial senior management team on board right so i was really um lucky i partnered with the head of fp emma sterland and And, you know, we developed it together, really. Yeah. So right from the off, when you're, you know, starting to develop your ideas, you know, bring your commercial lead on the journey from day one. I've been thinking I saw the podcast, you know, should we go and do Let's Go and Meet? And so I would say don't don't do it by yourself. Yeah. So, you know, draw in your commercial partners as early as possible, bouncing around ideas and develop it together.
Go on that journey genuinely together. Don't develop something yourself and go off and then present them with something. Right. Because, you know, that's hard work. Develop it with them. Yeah. Yeah.
And you mentioned sort of this senior leadership team there, but obviously we all know that that middle management layer is a really critical part of it too. And, you know, I guess there's a piece in here around, you know, what's the importance of understanding and how do you help the leaders to be prepared for this because yeah, again, let's take a, you know, a seasoned leader in the wealth management space, you know, maybe probably still has their own book of business, you know, still out there as a practitioner, you know, bit, bit on the side you know it's the bit on the side that's the that's the sort of the leadership part and and then all of a sudden it's like hang on a minute you're going to assess my team it's going to be this it's going to be that you're going to tell me you're going to tell me who's the high performer and who's got the potential like how do you take the leaders on this journey
I think it's absolutely essential. And so I think our learnings were, I mean, you know, in a lot of wealth managers, you have sort of players coach leaders. Yeah. So they've got their own clients as well. Yeah. As well as leading a team. And that can really help you, yeah? Because first of all, they're still, you know, got their own clients. So when you're talking about this development, you're going to naturally get their buy-in and they're probably going to be a bit more open to it. So that's great. And they need that development too. So you need to put them through the program, get them to experience it. But in the same way you would your high-performers, Yeah, because you're saying, we know you're really, really good at this.
You're probably not going to need to learn anything. But we want you to be in this program, experiencing it and influencing it. And actually, they do still develop. But as leaders, we needed to also coach them in how they coach their teams. Yeah. within this program.
Why is bringing senior commercial leaders in early critical to designing talent development programs?
So actually, they needed another piece of development, which SBR was really, really great at, which is how do I lead? How do I coach my practitioner team to deliver and really take the development into their day-to-day role?
Yeah. And the challenge that exists in wealth management in particular, but also in lots of other businesses is what you just described as the, you know, as the player coach or the player, the player manager that, and, and, and, you know, as in talking to a guest earlier on today about this, of, you know, people get promoted sometimes because of their tenure in the business or their performance level.
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Chapters
3 chapters
1
How did the hosts introduce Part 3 and set expectations for this final segment?
0:00–4:10
2
Why is bringing senior commercial leaders in early critical to designing talent development programs?
4:10–13:37
3
How can middle managers be prepared to transition from practitioner to effective people leader?
13:37–21:13
Speakers
3 identifiedMore from The Growth Workshop Podcast
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