Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Wednesday, 10 June 2026

Why Staff Training Is Essential for Every Business

Or why training should be at the heart of every business. 

Discover why training should be a core part of every business strategy, helping improve customer service, staff retention, productivity and long-term success.

Whether you run a small independent cheesemonger, manage a multi-branch chemist chain, or lead a professional business consultancy, one thing remains true: your people are your greatest asset. Yet far too many organisations still view training as an expense rather than an investment.

That mindset can prove costly.

The difference between a thriving business and one that struggles often comes down to the knowledge, confidence and professionalism of the people representing it every day.

Every Customer Interaction Matters

Customers judge businesses on the experiences they receive. A knowledgeable member of staff who can answer questions, offer advice and provide excellent service can turn a casual visitor into a loyal customer.

Conversely, poor service can drive customers away for good.

Imagine walking into a specialist food shop looking to spend a significant amount of money. If staff appear distracted, disengaged or more interested in personal conversations than serving customers, that potential sale may be lost. Worse still, the customer may never return.

A very dirty public-facing part of a national pharmacy chain
Training helps employees understand the importance of customer service, communication skills and professional behaviour. It ensures they recognise that every interaction has the potential to strengthen or damage the business's reputation.

And a business that doesn't teach and practice could cleaning and hygiene practices will put off potential clients or worse, potentially make people ill. 

Small Businesses Need Training Too

There can be a misconception that training is only for large corporations with substantial budgets.

In reality, small businesses often have even more to gain.

When a company has only a handful of employees, each person's performance has a significant impact on customer satisfaction and profitability. A single poor experience can affect online reviews, word-of-mouth recommendations and repeat business.

Regular training sessions do not have to be expensive. They can involve product knowledge updates, customer service workshops, health and safety refreshers or simply discussions about business values and expectations.

Keeping Skills Up to Date

Markets change constantly. New technologies emerge, regulations evolve and customer expectations shift.

Businesses that fail to train their staff risk falling behind competitors.

A chemist chain must ensure employees understand new healthcare guidance and products. A consultancy firm needs staff who are familiar with the latest industry trends and best practices. Retailers need employees who understand changing consumer behaviour and digital tools.

Training keeps businesses agile and competitive.

Building Employee Confidence and Retention

Employees who receive regular training often feel more valued and supported. They gain confidence in their roles and are better equipped to handle challenges.

This can lead to higher job satisfaction, improved morale and lower staff turnover.

Replacing employees is expensive. Recruiting, onboarding and training new staff can cost far more than investing in the development of existing team members.

A Competitive Advantage

In a world where customers have countless choices, exceptional service can be a powerful differentiator.

Products can often be copied. Prices can be matched. What competitors cannot easily replicate is a team of well-trained, engaged employees who consistently deliver outstanding experiences.

Training should not be viewed as an optional extra or something reserved for large organisations. It is a vital business function that directly influences customer satisfaction, employee performance, profitability and long-term success.

From the smallest independent retailer to the largest national chain, businesses that invest in their people are investing in their future.

Tuesday, 9 June 2026

If You Ignore Customers, Don't Be Surprised When They Shop Online. Because if Customers Feel Invisible, They Will Shop Elsewhere

A real-life lesson in customer service and why ignoring paying customers can drive shoppers straight to online retailers like Amazon.

The battle for the future of Britain's high streets is a topic that comes up regularly. 

Retailers talk about rising costs, online competition, changing consumer habits and the challenges of attracting customers through their doors.

But sometimes the biggest threat to a business isn't Amazon, eBay or any other online giant, or a supermarket. Sometimes it's simply poor customer service.

My wife and I recently experienced a perfect example.

We visited a specialist cheesemonger that we have used several times before. We weren't browsing. We had every intention of making a substantial purchase, expecting to spend somewhere between £50 and £60 on a selection of quality cheeses.

When we entered the shop there were only two members of staff present: the manager and an assistant who were both behind the counter. There were no other customers.

The assistant was engrossed in loudly reading a lengthy letter on her phone concerning the departure of the headmaster at her daughter's school. As my wife and I approached the counter, the manager glanced up and asked, "Can I help you?"

"Yes, please," I replied.

That should have been the start of a straightforward sale.

Instead, the assistant continued reading the letter aloud. At one point she even exclaimed, "Oh! I thought that was all, but there's lots more!" before carrying on. The manager appeared equally interested, asking questions and engaging in the conversation.

Meanwhile, my wife and I stood waiting.

And waiting.

And waiting.

Neither member of staff made any effort to serve us, acknowledge the delay, or even pause their discussion. Eventually we simply turned around and left.

The sale was lost.

As we walked away from the shop my wife summed it up perfectly.

"And shopkeepers wonder why people buy items on Amazon instead of using high street traders!"

Her comment struck a nerve because it highlights a truth many businesses still struggle to accept.

Customers don't just buy products. They buy experiences. They buy service. They buy convenience. They buy feeling valued.

Amazon doesn't always offer the best products, the lowest prices or the most specialist knowledge. What it does offer is efficiency. Customers click a button, place an order and receive what they need without being ignored or treated as an interruption.

Independent retailers have something Amazon can never replicate: personal service, expertise and human interaction. Yet those advantages disappear the moment staff become distracted by their phones or personal conversations.

Every customer who walks through the door is a potential sale. More importantly, they're a potential repeat customer.

In our case, two loyal long-term customers left empty-handed because two members of staff chose a school letter over a paying customer.

The lesson for businesses is simple: if customers feel invisible, they'll quickly find somewhere else to spend their money.

Incidentally, many cheesemongers have Amazon channels. To see what we mean please check out this link to our associated Amazon-powered retail shop:- https://amzn.to/4ojcYbK


Thursday, 16 April 2026

Exhausted supervisors pose a financial risk to companies – cynical leadership suppresses team work engagement

The well-being of a supervisor is reflected through supervisor-subordinate relationships in employee motivation and performance, and consequently, in the company’s competitiveness. 

In his doctoral research at the University of Vaasa, Project Researcher Jussi Tanskanen demonstrates an exhausted leader lacks the resources to maintain high-quality relationships with subordinates, leading to a collapse in employee dedication. 

This phenomenon is particularly pronounced in today’s intensive work environment and remote work settings.

The continuous intensification and change in working life place heavy pressure on organisations. Jussi Tanskanen’s doctoral research in the field of management provides new insights into how investing in the quality of supervisor-subordinate relationships is an effective way for organisations to improve performance and employee well-being. 

This can be achieved, for example, by supporting the well-being of managers. High-quality relationships with subordinates create work engagement, which has far-reaching effects.

At its best, work engagement is the feeling that it is a pleasure to tackle one's tasks and that the work provides energy. 

But the study reveals a harsh chain reaction: a supervisor’s exhaustion and cynicism reflect directly onto their relationships with subordinates. 

When a supervisor lacks the resources for genuine interaction and compassion, work engagement fades throughout the entire team. This cycle of ill-being eventually weakens the performance of the entire organisation, Tanskanen shows.

High-quality relationships buffer against work intensity

The research shows a high-quality bilateral relationship with a supervisor is a significant resource for an employee. 

Thanks to a good relationship, work efforts are perceived as lighter and rewards as greater. In a poor relationship, communication remains formal, which can lead to perceptions of unfairness and a divided team.

Tanskanen emphasises organisations must support the well-being of supervisors and grant them sufficient decision-making power regarding rewards.

Supervisors must have the resources to reward their subordinates with more than just money, such as through appreciation and autonomy.

If a supervisor is merely a middle-management executor without room to maneuver, trust in the relationship suffers. 

Remote work further highlights this need; as peer relationships among colleagues become thinner, the supervisor becomes the employee's primary link to the entire organisation.

Dissertation

Tanskanen, Jussi (2026) High-quality leader-member exchange relationship as a key to employee work engagement. Acta Wasaensia 581. Doctoral dissertation. University of Vaasa.

https://osuva.uwasa.fi/items/79d2bc19-2ac2-4d76-9b95-7940f237a4d7


Monday, 2 March 2026

PBS and ESBS Madrid Launch Advanced Program in Sports Management: A Porto–Madrid Executive Experience for Global Sports Leaders

Porto Business School (PBS), the executive education school of the University of Porto, and the European Sport Business School (ESBS) Madrid announced today the launch of the Advanced Programme in Sports Management, a premium learning experience designed to prepare executives and managers ready to lead and create sustainable value across the global sports industry.

The programme targets professionals across clubs, leagues, federations, brands, and sports businesses, ranging from senior executives to high-potential managers and functional leaders driving growth, performance, operations, and innovation.

With the global sports industry projected to reach €550 billion market by 2030, competitive advantage is increasingly shaped by data-driven intelligence, new investment dynamics, and experience-led business models. 

These shifts are raising the bar for governance, execution, and strategic leadership across Europe and beyond.

“The future of sport belongs to leaders who can align high performance on the field with sophisticated strategy off it,” Rosário Moreira, Non-Executive Director of Futebol Clube do Porto SAD and Codirector of the Programme told That's Business.

She added “By immersing participants in two of Europe’s most relevant sports ecosystems, this program offers unique real-world exposure to the decisions, governance dynamics, and technology trends, especially data and AI, that increasingly define success.”

Co-created by PBS and ESBS, it is built around a dual-city Porto–Madrid architecture, combining strategic insight, applied learning, and peer exchange through immersive experiences and networking with industry decision-makers. 

ESBS’ positioning is reinforced by the Sport Business Postgraduate Rankings 2024, which recognized ESBS’ master’s in international Sports Management as the #1 on-campus programme in Spain and #5 in Europe.

The programme is structured around a distinctive Porto–Madrid immersion designed to offer a 360-degree view of modern sports management:

• Porto — Execution, Performance, and Operational Excellence: focused on translating strategic ambition into day-to-day delivery, operational discipline, and high-performance execution.

• Madrid — Governance, Scale, and International Growth: a platform to master governance models and regulatory dynamics and to understand how organizations scale internationally, leveraging Madrid’s proximity to leagues, federations, and major sports decision-making environments.

Beyond classroom learning, the programme integrates applied perspectives on innovation, digital transformation and the future of sport. A key dimension includes exposure to themes connected to the Global Sports Innovation Center (GSIC) powered by Microsoft.

“Investment in sports tech startups is no longer about betting on isolated innovation, but about understanding how technology, data, and business models reshape the entire sports value chain,” said Juan Fuentes, Director of GSIC powered by Microsoft Testing Lab and Co-Chair of EBAN Sports

“By connecting investors with validated technologies and real industry challenges, we accelerate smarter capital allocation and long-term value creation across the global sports ecosystem.”

Delivered in English, the 75-hour programme runs from May to June 2026 in a blended format, combining on-campus & online learning. The experience culminates in a Capstone Project, designed to translate learning academic insight into tangible strategic value.

Key dates:

• Porto Immersion: May 4–8, 2026

• Online Live Sessions: May 12 – June 3, 2026

• Madrid Immersion: June 15–19, 2026

Applications are now open. To learn more or apply, visit:

https://www.pbs.up.pt/en/programas/advanced-program-en/advanced-program-sports-management

FACTFILE:

Porto Business School is one of the leading business schools in Portugal, offering a wide range of postgraduate and executive education programmes in management. Supported by 40 national and multinational organisations and by the University of Porto, the school prepares leaders to face the challenges of a global, digital, and sustainable world.

Ranked by the Financial Times since 2011, Porto Business School holds three international accreditations (AACSB, AMBA, EFMD). Its postgraduate programmes are among the best worldwide (Eduniversal Best Masters Ranking), and its executive education programmes rank among the Top 50 globally (Financial Times Executive Education Ranking). More information at: http://www.pbs.up.pt.

ESBS – European Sport Business School is a leading specialised institution dedicated exclusively to sports management and sports business education. Founded as the first sports management school in Spain, ESBS has played a pioneering role in shaping sport business education.

The school is ranked #1 Sports Management Programme in Spain (SportBusiness Postgraduate Rankings) and #5 in Europe in 2024, positioning ESBS among the top institutions in the field. In addition, ESBS holds a 5-Star rating in the QS Stars Rating System.

With campuses in Spain and a strong international outlook, ESBS combines academic rigour with applied learning and close collaboration with professional clubs, leagues, federations and industry partners. More information at: https://esbs-spain.com/en/

Thursday, 26 February 2026

Entrepreneurs at Lancaster University Team Up: Fear as Fuel for Business Success

Two entrepreneurs shaping the next generation at Lancaster University Management School have released an insightful interview on how fear, often seen as a hurdle, can actually propel leaders and startups forward.

Neil Jurd OBE, founder of Leader Connect (a successful leadership training platform) and Entrepreneur in Residence/Honorary Teaching Fellow at LUMS, sits down with Dr Brian Gregory, Senior Teaching Fellow in Entrepreneurship and Strategy, and Director of the university's Entrepreneurs in Residence programme, in a new Leader-Connect podcast/video.

Brian, who left school at 16 and built Safety Management (UK) into a leading fire safety firm before transitioning to academia, shares insights from his 2025 PhD, "Heart-centred Networks: Powered by the Brain and Driven by the Heart." The research shows fear sharpens focus in uncertain markets, while "unrequited reciprocity," giving support without strings, creates resilient networks that spark innovation and growth.

Neil, who runs Leader Connect delivering practical courses to thousands, ties it to everyday business: "Brian's work proves what I've seen running my company, acknowledge fear, build trust through real help, and watch momentum build."

Brian adds: "In entrepreneurship, fear signals opportunity. Heart-centred connections turn it into advantage—something I learned scaling my own ventures."

The 49-minute chat (January 2026 release) previews Brian's upcoming course on emotional intelligence for founders. Free to watch: https://leader-connect.co.uk/videos/interview-with-brian-gregory

Wednesday, 25 February 2026

TPP Signals AI Breakthrough — Wealth Management’s Comfort Zone About to Be Shattered?

The wealth management industry has enjoyed decades of comfortable margins, predictable fee structures and very little genuine disruption.

That comfort may be ending.

High-performance investment platform TPP, already known for benchmark-beating returns and an increasingly vocal investor base is preparing what could be the most significant shake-up the sector has seen in years.

Sources close to the firm confirm an AI-powered investment engine, internally developed and stress-tested over the past nine months, is nearing potential release.

And if early data proves sustainable, incumbents should be paying attention.

A Platform That’s Already Been Stealing Share

TPP is not a start-up chasing headlines.

Over the past 5½ years, the firm has quietly built a track record most traditional houses would struggle to match:

31.2% net of fees in 2025

20%+ annualised returns over five years

High retention

Strong organic referrals

Consistent monthly growth

While legacy firms defend fee structures and navigate regulatory drag, TPP has positioned itself as a performance-first alternative.

Investors have noticed.

Now, the firm appears ready to accelerate.

“We Think This Industry Needs a Shock”

Co-founder Lane Clark does not hide his view of the current landscape. Lane Clark told That's Business: “Let’s be honest. The traditional wealth model hasn’t meaningfully evolved in decades. Layered fees. Underwhelming performance. Defensive narratives. Investors deserve better.”

Clark confirms that TPP has been building three AI-driven investment strategies behind closed doors.

“We didn’t want hype. We wanted data. For nine months we’ve been tracking live performance. The numbers have been exceptional 28% average return, 93% accuracy on positioning decisions, zero down months, and a maximum drawdown of just 6%.”

If validated through extended live testing, those metrics would place the system among the most compelling risk-adjusted strategies currently available to retail and high-net-worth investors.

Clark continued: “We won’t release anything unless it meets our standard. But what we’re seeing is potentially transformational.”

Not Another Robo Adviser

According to insiders, this is not a passive allocation model dressed up with AI branding.

AI Investor (powered by TPP) is described as:

A risk-aware decision engine

Adaptive but not reactive

Systematic without being blindly automated

Designed to step back when conditions deteriorate

Designed to press when opportunity improves

It does not chase noise.

It does not panic.

It does not anchor to ego.

In Clark’s words: “This isn’t artificial intelligence for marketing purposes. It’s applied discipline. It behaves differently to our core strategies, but early signs suggest it may rival them.”

If AI Can Move Tech Stocks, What Happens When It Hits Wealth Management?

Recent AI-related announcements have moved entire sectors, software, legal, media, professional services, often on speculation alone.

Wealth management has remained relatively insulated.

But that insulation may be fragile.

If a high-performance platform with an existing loyal investor base introduces a credible AI execution framework with measurable results, fee-heavy incumbents may face uncomfortable comparisons.

Industry observers note that TPP already commands strong word-of-mouth advocacy among performance-focused investors.

Any expansion could amplify that momentum.

“Get Ready.”

Clark’s closing message to the market is direct: “We didn’t build TPP to blend in. We built it to outperform and to challenge an outdated model. If this product does what we believe it can do, it won’t be incremental. It will be meaningful.”

To existing clients: “You’ve been asking for another allocation opportunity. We hear you. Hold tight.”

A Cult Following, And a Ready Market

TPP has built what some describe as a “cult-like” following among performance-driven investors disillusioned with high-fee advisory models.

Client referrals reportedly account for a significant portion of new inflows, and demand for additional allocation capacity has grown steadily.

Clark acknowledges the anticipation: “Our existing clients have been asking when we’ll release another product. We’ve been very selective. But we’re close. 

"We just need to decide whether to launch these AI strategies on our platform or as a standalone product. TPP is already changing the game. The AI investment strategies look every bit as good as our platform, but they're very very different. I'm buzzing just thinking about how we can launch these when the timing is right.”

Further details are expected soon.

For incumbents, the question may not be if change is coming, but how quickly they will need to respond.

For further information on TPP please visit their website on www.tppglobal.io

Wednesday, 28 January 2026

Faking positivity at work is causing leaders to burn out

Being forced to fake their emotions in the workplace is causing leaders to burn out, according to new research by emlyon business school.

The researchers say that this ‘surface acting’ creates a scientifically proven exhaustion loop that drains the very resources necessary to function well in interpersonal environments. 

As a result, cognitive capacity declines, authenticity erodes, and team trust suffers in ways that makes engaging in leadership more difficult in the future.

The study, conducted by Gordon Sayre, Professor of Management at emlyon business school, alongside colleagues from Pennsylvania State University, and National Sun Yat-Sen University, explored a common behaviour known as surface acting - where individuals present emotions they do not genuinely feel to meet professional expectations.

While often seen as part of being “professional,” the research shows that this emotional masking depletes leaders’ energy, increases exhaustion, and creates a self-reinforcing cycle that becomes harder to escape the longer it continues.

Participants took part in two intensive studies, with 55 employees in the first and 87 in the second, reporting on their emotional energy, emotion regulation, and recovery activities several times per day across multiple working days.

According to the findings, employees who begin the day feeling emotionally drained are more likely to engage in surface acting, and this behaviour further intensifies fatigue by the end of the day. Over time, this traps individuals in a spiral of maladaptive surface acting that can be difficult to break free from. It also reduces leaders’ capacity to remain present, authentic, and effective in their roles, affecting the quality of their interactions with colleagues and teams.

Professor Gordon Sayre explained to That's Business that “employees may surface act not out of their own volition but rather because they are ‘stuck’ in a loss spiral.” 

This means employees continue to put on a positive front not because it is effective or healthy, but because depleted energy and emotional resources leave them without the capacity to engage in more genuine, adaptive forms of emotional regulation.

Importantly, the research also highlights how leaders can break this cycle. Recovery, involves replenishing depleted emotional energy by reducing demands and creating distance from work.

Professor Sayre went on to say that “recovery after work effectively breaks the loss spiral of surface acting. By building in moments of emotional recovery, leaders are better equipped to shift from surface acting to more authentic emotional engagement, reducing strain, strengthening trust, and preventing exhaustion from taking hold.”

The researchers state that it is not about eliminating emotion, but about engaging with it more honestly. By doing so, leaders can preserve their energy, improve decision-making, and foster more resilient and authentic workplace relationships.

The researchers suggest organisations need to move beyond resilience rhetoric and address the conditions that create emotional strain in the first place. Allowing time for genuine recovery, setting clearer boundaries around emotional demands, and reducing customer mistreatment can help prevent leaders and employees from becoming locked into cycles of exhaustion.

Supporting more authentic emotional engagement not only alleviates stress but also strengthens trust, decision-making and long-term performance.

Monday, 14 July 2025

Businesses under pressure: Research highlights leadership skills deficit in C-Suite

59% of leaders raise concerns around future C-Suite skills availability

Senior transformation roles expected to grow in demand amid market fluctuations

AI skills needed, with 87% of leaders predicting experience in artificial intelligence to be critical

A transformation of C-Suite capabilities is urgently needed, with companies fundamentally unprepared for what lies ahead over the next decade, amid growing uncertainty and market fluctuations. That’s according to new research from international recruitment firm Robert Half.

In its study, “Towards the C-Suite 2035”, the talent solutions expert found concerns around leadership skills, with 59% of UK C-Suite respondents reporting an increase in worries about finding suitable leaders for the next ten years, with transformation abilities in seemingly high demand and short supply.

The data shows experience in digital and workforce transformation will be absolutely vital in the coming years, with 79% of C-suite respondents highlighting digital expertise and 62% emphasising workforce transformation as key components of leadership teams.

Looking ahead to the next decade, the C-suite is painting a clear picture of the leadership qualities that will define success. 

Resilience tops the list, with 75% of executives expecting it to be in high demand, followed closely by innovative thinking (67%) and agility (61%). More than half (56%) also see change management as a critical skill in navigating the road ahead. In response to these shifting priorities, new roles are emerging on the leadership horizon, by 2035, 78% of respondents anticipate the rise in importance of Chief Technology Transformation Officers, while 57% expect Chief Talent Transformation Officers to play a key role in shaping the future of work.

AI demand expected to grow

As organisations race toward a more automated future, AI expertise is quickly becoming a cornerstone of leadership. According to the report, 87% of C-suite leaders believe that knowledge of artificial intelligence will be essential by 2035. 

But it's not just deep technical understanding that's in demand, the rise of low-code and no-code platforms means broader teams will need to develop practical, hands-on AI skills. 

Reflecting this shift, 83% of executives expect the role of the Chief AI Officer to grow significantly in importance over the next decade, as businesses seek leaders who can bridge the gap between advanced technology and accessible innovation.

Matt Weston, Senior Managing Director UK & Ireland at Robert Half, told That's Business: “Today executive leaders face a complex, rapidly evolving set of challenges, shaped by technological disruption, global instability, workforce dynamics and increasing stakeholder expectations.

“Transformation isn’t a buzzword anymore, it’s actually a job title. CTROs (Chief Transformation Officers) and transformation leads (VP/Director Technology and/or Talent Transformation) are now essential operators in the C-Suite or the extended top leadership team, not consultants waiting in the wings.

“Resilient and adaptable leadership will help navigate complex social and political issues while maintaining credibility and trust. In 2035, businesses which have embraced this journey will be better placed to compete and to survive.

“A leadership team which understands how to innovate, alongside a workforce which can deliver new ideas, will be strengthened by the strategic development of future talent. Seeds planted now will stand tall in 2035.”

https://www.roberthalf.com

Tuesday, 20 May 2025

What Old Sitcoms Can Teach You About Business Management

When you think about classic sitcoms like Only Fools and Horses, Fawlty Towers, or The Office (the original UK version, of course), you're probably expecting belly laughs—not business lessons. 

But here’s the twist: hidden beneath the pratfalls and punchlines are some surprisingly sharp insights into leadership, team dynamics, and crisis management.

So, grab a cuppa and dust off that VHS copy of Are You Being Served?—because it turns out old TV sitcoms are more than just nostalgic comfort. They're an unconventional (and hilariously memorable) crash course in business management.

1. Lead with Vision (Even if You’re a Bit Del Boy)

Derek Trotter may not have had the sharpest business acumen, but he had vision in spades. “This time next year, we’ll be millionaires!” became a mantra—not just for Rodney, but for viewers cheering on the underdogs.

Business tip: Even if your plans aren’t airtight, having a clear and enthusiastic vision can inspire loyalty and perseverance. People will follow a leader who believes in something—especially if they say it with charm and conviction.

2. Don't Micromanage Like Basil Fawlty

Basil Fawlty’s management style is, let’s say... passionate. But his need to control every detail (and his refusal to trust his staff) constantly led to chaos. He couldn’t let go—and it showed.

Business tip: Micromanagement is a fast track to burnout—for both managers and employees. Delegate. Trust your team. Otherwise, you’ll end up chasing a rat around a hotel while the inspector arrives unannounced.

3. The Value of Team Chemistry: Dad’s Army

Sure, they were hilariously ill-equipped, but the Home Guard platoon in Dad’s Army always managed to come together (usually just in the nick of time). Their camaraderie and mutual respect—even in the face of obvious incompetence—was what held them together.

Business tip: A well-functioning team doesn’t have to be perfect. But mutual respect and loyalty can get you through the toughest situations—even if someone’s just set fire to the office kettle.

4. Embrace Flexibility: Absolutely Fabulous in the Face of Chaos

Patsy and Edina may not scream "professionalism," but they understood one thing: sometimes, business doesn’t go to plan—and you have to pivot fast. From failed fashion lines to chaotic PR stunts, they embraced change (and absurdity) without missing a beat.

Business tip: Agility is vital. Trends change. Clients shift. Your ability to adapt—and not take yourself too seriously—can keep you afloat even in the most unpredictable markets.

5. Know When to Listen: The Office and the Curse of David Brent

David Brent fancied himself a brilliant manager, but his need for approval and endless monologues meant he rarely listened. The result? A disconnected, demoralised team that mostly tolerated his presence rather than respected it.

Business tip: Leadership isn’t about being the loudest in the room. It’s about listening, engaging, and responding. Build a culture where team members feel heard—and you’ll get more than polite nods and awkward silence.

6. Humour Is a Management Tool (Use It Wisely)

All these shows remind us that humour is more than entertainment—it's a bonding agent. A good laugh can cut tension, spark creativity, and boost morale. But it has to be inclusive and well-timed. Nobody wants a Michael Scott moment during a budget meeting.

Business tip: Don’t underestimate the power of a well-placed joke or light-hearted moment. It humanises leadership and can make a long day feel a bit shorter.

Final Thoughts: Laugh, Learn, Lead

Old sitcoms may be a product of their time, but the themes they tackle—ambition, failure, human quirks, and messy collaboration—are timeless. Whether you’re running a Fortune 500 company or a start-up from your spare room, there’s something to be said for letting sitcom logic guide your day... occasionally.

So, next time you’re in a management bind, ask yourself: What would Del Boy do? (And then maybe do the opposite—but with just as much heart.)

Got a favourite sitcom with a hidden business gem? Share it in the comments below! Let’s get nostalgic—and strategic.

Monday, 6 May 2024

22 Hot Career Choices or How to be Successful in your chosen career path: Chapter 11: The Path to Success in Management Consulting

Becoming a successful management consultant is an aspiration shared by many professionals drawn to the dynamic and intellectually stimulating field. It requires a unique blend of skills, knowledge, and experience, as well as a dedication to continuous learning and development.

In this chapter, we'll explore the key steps you can take to embark on this rewarding journey and carve out a successful career in management consulting.

Educational Foundation:

A solid educational background is essential for success in management consulting. While there's no specific degree required, many successful consultants have backgrounds in business, economics, finance, engineering, or related fields. Pursuing a bachelor's degree from a reputable institution can provide you with the foundational knowledge and skills necessary for entry into the field. Additionally, obtaining advanced degrees such as an MBA or a master's in a specialized area can enhance your credentials and open up more opportunities.

Gain Relevant Experience:

Prior experience in business or related fields is highly valued in management consulting. Internships, part-time jobs, or full-time positions in industries such as finance, marketing, operations, or strategy can provide valuable insights and skills that are directly applicable to consulting roles. Seek out opportunities to work on projects that require problem-solving, critical thinking, and collaboration, as these are core competencies in consulting.

Develop Analytical and Problem-Solving Skills:

Management consultants are often called upon to analyze complex problems, develop innovative solutions, and provide actionable recommendations to clients. Developing strong analytical and problem-solving skills is essential for success in this role. Practice solving case studies, conducting market research, and analyzing data to sharpen your analytical abilities. Additionally, hone your critical thinking skills by challenging assumptions, considering multiple perspectives, and evaluating the implications of different solutions.

Build a Strong Network:

Networking is crucial in the consulting industry, as many opportunities arise through referrals and connections. Attend industry events, conferences, and workshops to meet professionals in the field and expand your network. Join professional associations, alumni groups, and online forums to connect with like-minded individuals and stay updated on industry trends. Cultivate relationships with mentors, peers, and industry leaders who can offer guidance, support, and opportunities for growth.

Develop Communication and Interpersonal Skills:

Effective communication is at the heart of consulting, as consultants must convey complex ideas, insights, and recommendations to clients in a clear and compelling manner. Develop strong verbal and written communication skills, including the ability to tailor your message to different audiences and articulate complex concepts in a concise and accessible manner. Additionally, hone your interpersonal skills, such as active listening, empathy, and persuasion, to build rapport with clients and stakeholders and foster productive working relationships.

Gain Consulting Experience:

Building practical experience in consulting is essential for advancing your career in the field. Consider pursuing internships, co-op placements, or entry-level positions at consulting firms to gain exposure to the industry and develop your consulting skills. Seek out opportunities to work on diverse projects across different industries and functional areas to broaden your expertise and deepen your understanding of consulting methodologies and best practices.

Continuously Learn and Adapt:

The field of management consulting is constantly evolving, driven by changes in technology, globalization, and market dynamics. To stay ahead of the curve, commit to lifelong learning and professional development. Stay updated on emerging trends, tools, and methodologies in consulting through reading industry publications, attending training programs, and pursuing certifications. Seek feedback from peers, mentors, and clients to identify areas for improvement and opportunities for growth, and be willing to adapt and evolve your approach accordingly.

By following these steps and continuously investing in your skills, knowledge, and professional network, you can pave the way for a successful and fulfilling career in management consulting. Remember that success in this field is not just about achieving individual milestones but also about making a meaningful impact on clients, organizations, and society as a whole. Embrace the challenges, seize the opportunities, and never stop striving for excellence in everything you do.

Tuesday, 30 January 2024

Team Energy Appoints Analytics Consultant To Boost Its Net Zero Consultancy

Natalia Block
Sustainability professional, Natalia Block, has joined TEAM to support the delivery of its Carbon Management and Consultancy services.

Natalia joins the business as their Analytics Consultant, supporting its work in partnership with organisations helping them to transform operations through energy and net zero strategies, decarbonisation opportunity analysis, and GHG reporting.

With over three years’ experience in sustainability roles, an educational background in ecology and environmental management, and practical knowledge of calculating carbon footprints following the Greenhouse Gas Protocol, Natalia is passionate about supporting organisations to be sustainable. 

She has expertise that covers data management and analysis, auditing in accordance with ISO 50001 and carbon accounting. Coming from the healthcare sector, Natalia is skilled at analysing complex data sets for large organisations.

As an Analytics Consultant, Natalia will be working closely with TEAM’s Energy Consultants to deliver a range of Energy Services, including Greenhouse Gas Reporting (GHG), Net Zero and Carbon Reduction services, Streamlined Energy and Carbon Reporting (SECR), and the Energy Savings Opportunities Scheme (ESOS).

Commenting on Natalia’s appointment, Timothy Holman, Head of Consultancy said: “The changing carbon reporting landscape is likely to alter compliance and carbon management policies which will affect the organisations we support. Natalia’s data management and carbon accounting experience will strengthen our analytical capacity, enhance the delivery of our energy consultancy and contribute to the optimisation and growth of our services. 

"Natalia’s experience in developing and implementing carbon reduction strategies will complement our net zero consultancy service as well as support our own strategy to become net zero by 2030.”

On joining TEAM, Natalia Block said:“I'm really thrilled to be joining a business that strives to support organisations and their ambitions to be more energy efficient and more sustainable. 

"Becoming part of a business that has committed to its own ambitious net zero target is an exciting step in my career and I am looking forward to working with a highly qualified team to help customers realise their carbon reduction goals.”

As an employee-owned enterprise, this recruitment aligns with TEAM’s commitments to meet its own net zero ambitions. With employees driving the long-term success of the business, recruiting like-minded individuals such as Natalia who are just as passionate about tackling climate change, will play a key role in the future of the business.


Tuesday, 12 December 2023

Top management teams with high social status increase innovation of a company

Social status of top management in a company is positively associated with innovation due to greater access to resources for research and development (R&D), according to new research from UCD Lochlann Quinn School of Business (UCD Quinn School).

Professors Luca Pistilli and Alessia Paccagnini, who are both from UCD Quinn School, and Ali Radford from Aston Business School collected the financial, ownership, board, and patent data from S&P 1500 firms to study the impact of top management team (TMT) status on innovation. The TMT often includes those in C-suite roles such as CEO, CFO, etc.

Status was based on the number of outside directorships held by an individual, as sitting on the boards of other firms causes and conveys high status, as well as number of educational qualifications. Innovativeness was measured by the number of patents granted to a firm in a given year.

The researchers find that high-status TMTs are associated with increased innovation as they are likely to have greater access to resources for R&D which can be directed toward innovative activities.

This occurs due to high-status individuals having leadership capabilities that foster a work environment receptive to innovation, as well as being more able to attract the best talent to the company.

Also, high-status TMTs are more risk-prone; a tendency towards high-risk activity increases investment in R&D which in turn enhances innovation.

Interestingly, while high-status TMTs increase the market value of granted patents, it has little to no impact on the scientific value of the patents. Therefore, while high-status TMTs may increase the financial returns of an organisation, additional innovation based on the original patents does not necessarily increase.

Professor Pistilli says, “Although adding high-status managers to TMTs increases innovation output and market value, for non-profits or social enterprises where scientific value is more important than market value, investing in high-status members may not be the most effective strategic decision. Thus, when deciding on TMT composition, non-profits and social enterprises should focus more on the specific peculiarities required for the achievement of their social/environmental mission, rather than being dazzled by social status.”

These findings were first published in the journal R&D Management.

Thursday, 19 October 2023

Navigating the Storm: Crisis Management and Business Resilience

In today's fast-paced, fluid and unpredictable business environment, companies face a multitude of challenges that can disrupt their operations and threaten their very existence. From natural disasters to economic downturns, the need for effective crisis management and business resilience has never been more critical. 

In this blog post, we will explore the importance of crisis management and business resilience, the key principles for success, and strategies to ensure your organisation thrives in the face of adversity.

The Importance of Crisis Management

Crisis management is the process of identifying, mitigating, and responding to potential crises that can impact an organization. Whether it's a natural disaster, a cybersecurity breach, a product recall, or a global pandemic, crises can have devastating consequences. Companies that fail to manage crises effectively may face reputational damage, financial losses, and even closure.

Preparation is Key: Effective crisis management begins with preparation. Companies should develop comprehensive crisis management plans that outline the roles and responsibilities of key personnel, communication strategies, and contingency plans. Regular drills and simulations can help teams become adept at responding to various scenarios.

Communication is Critical: A well-crafted communication strategy is essential during a crisis. Transparent and timely communication with employees, customers, stakeholders, and the public is crucial for maintaining trust and minimizing the impact of the crisis.

The Role of Business Resilience

Business resilience is the ability of an organization to adapt and recover quickly from a crisis while maintaining core operations. It's about more than just surviving; it's about thriving despite adversity.

Diversification and Redundancy: Businesses that are heavily reliant on a single supplier, a single market, or a single distribution channel are more vulnerable to disruptions. Building redundancy and diversification into your supply chain and operations can enhance resilience.

Innovation and Agility: Agile companies are better equipped to pivot in response to changing circumstances. A culture of innovation and the ability to adapt to new technologies and processes can be a significant asset during a crisis.

Strategies for Ensuring Business Resilience

Risk Assessment: Understand the potential risks your business faces, both internal and external. Regular risk assessments can help identify vulnerabilities and inform your crisis management and resilience strategies.

Invest in Technology: Embrace technology to enhance your crisis management capabilities. This includes the use of data analytics, AI, and cloud computing to gather real-time information and make informed decisions during a crisis. 

One aspect that is often overlooked is what would your business do if there was a sudden power cut? If an independent power generator that switches on as soon as there is a power cut is not a possibility, an uninterruptible power unit which will give you enough time to back up vital data is a cheaper alternative. 

Employee Training: Employees are your most valuable asset during a crisis. Invest in their training to ensure they can respond effectively to various scenarios. Cross-training and upskilling can be particularly valuable.

Build Strong Relationships: Cultivate strong relationships with suppliers, customers, and stakeholders. These relationships can be instrumental in navigating a crisis, as partners are more likely to provide support during difficult times.

Continuous Improvement: Crisis management and resilience are not one-time endeavours. Continuously review and update your plans, learning from past experiences and adapting to the evolving business landscape.

Crisis management and business resilience are not optional but essential aspects of modern business. Companies that prioritise preparedness, effective communication, and the ability to adapt and recover are better equipped to not only survive crises but also emerge stronger on the other side. In an ever-changing world, businesses that invest in these principles and strategies are more likely to thrive despite the storms that come their way.

(Image courtesy of Gerd Altmann from Pixabay)

Monday, 16 October 2023

Strategies for Effective Time Management in Business

Time is a finite and invaluable resource in the business world. Whether you're an entrepreneur, a manager, or an employee, mastering the art of time management is vital for success. 

Effective time management not only increases productivity but also reduces stress and helps you make the most of your business opportunities. In this blog post, we'll explore some strategies for effective time management in the world of business. And remember, once time is gone, that particular piece of time will never return, so do use it wisely. How can we do this?

Prioritise Your Tasks

One of the first and most crucial steps in effective time management is setting clear priorities. Not all tasks are equally important, so it's essential to distinguish between urgent and important tasks. The Eisenhower Matrix, for instance, can be a valuable tool for categorizing tasks into four quadrants: urgent and important, important but not urgent, urgent but not important, and neither urgent nor important. Focus your energy and time on tasks that fall into the "urgent and important" category, and delegate or eliminate those that are neither.

Set Clear Goals

Establishing clear, achievable goals is a founding element of time management. When you have a well-defined set of objectives, you can plan your tasks more effectively. Be sure to break larger goals into smaller, actionable steps, and set deadlines for each. This approach helps create a sense of urgency and accountability, pushing you to complete your tasks within the set timeframe.

Time Blocking

Time blocking is a time management technique that involves dedicating specific blocks of time to particular tasks or activities. By allocating time in your schedule for each task or goal, you can minimize distractions and multitasking. This focused approach enhances your efficiency and ensures you stay on track throughout the day.

Learn to Say No

In the business world, opportunities and requests are abundant, but you can't say yes to everything. Learning to say no when a task or project doesn't align with your goals or priorities is a crucial skill. Polite but firm communication is key in these situations, as it allows you to protect your time and maintain focus on what truly matters. Because "No" can be a complete sentence. 

Use Technology Wisely

Technology can be both a blessing and a curse when it comes to time management. While it offers numerous productivity tools, it can also become a source of distraction. Harness the power of technology by using time management apps and software to schedule tasks, set reminders, and track your progress. However, be mindful of the time spent on social media, email, and other potential time wasters. Consider implementing website blockers and productivity-enhancing browser extensions. 

For example, vital research on YouTube videos for an important work project can suddenly turn into a rabbit hole of watching people win on coin pushers, kittens playing, a man building an off the grid solar array, etc, etc.

Delegate and Outsource

Delegation is a powerful time management strategy. As a business leader, you don't have to handle every task personally. Assign tasks to your team members or consider outsourcing certain activities to experts. Delegating not only saves you time but also empowers your team and allows them to develop new skills.

Regularly Review and Adjust

Your time management strategies should not be static. Regularly review your goals, priorities, and daily routines to identify what's working and what's not. Be willing to adjust your strategies and approaches to better align with your business's evolving needs.

Effective time management is a skill that can significantly impact your business's success. By prioritizing tasks, setting clear goals, using time-blocking techniques, learning to say no, leveraging technology, delegating, and periodically reviewing your strategies, you can optimize your productivity and reduce stress. Remember that time management is a dynamic process that requires ongoing effort and adaptation. By mastering these strategies, you'll be better equipped to make the most of your time and succeed in the ever-competitive world of business.

(Image courtesy of Gerd Altmann from Pixabay)

Sunday, 15 January 2012

Britain’s Project Management Community to meet at London, Olympia

Project managers from across the country are set to meet at London, Olympia on 21st and 22nd March 2012.

They will be visiting Project Challenge Spring Show, which this year takes place in the newly constructed West Hall at Olympia. This event is a ‘must attend’ for anyone interested in the latest technology and services to support effective project management. Leading suppliers will showcase the best products, services, software, training and consulting. Additionally, 40 free seminar presentations will run throughout both days of the show, delivered from open zones within the exhibition hall.

“It’s going to be another a big year for Projects in the UK” saysa event director Richard White. “Getting things done on time and on budget has never been more important”.

He continues. “The Olympic games will surely be the most high profile, but there are significant projects being implemented this year in the construction, technology, transport and healthcare sectors which are seriously impressive.”

Richard is upbeat about the role project managers can have in helping to turn around the fortunes of British industry. “As we enter a year which for many will have business challenges, there is one thing that I am very certain about. Effective project management and the skills required for successful project delivery will be a key requirement for every organisation across all industry sectors.

"Project Challenge is the perfect destination for anyone involved in managing projects, however big or small. It’s your chance to get new ideas, update your skills and knowledge and road test the latest systems.”

Entry to Project Challenge Spring Show is free to all attendees. Further information and online registration is available at www.projchallenge.com.

Monday, 12 December 2011

m-hance enhances management team

m-hance, one of the fastest growing suppliers of business software solutions to mid-sized organisations, today announces that Amanda Grant is joining its senior management team as Market Development Director.

Amanda joins m-hance after 13 years with a large software author where she was Market Development Manager and will report to CEO Mark Thompson.

Amanda’s key responsibility will be to drive m-hance’s innovative approach to product development and expand its range of intellectual property (IP) solutions within its vertical market sectors.

Mark Thompson, CEO of m-hance, comments, " This is a significant appointment which underpins our vertical market strategy. Amanda will be the key interface between our market research and new product development teams to drive an expanding range of m-hance’s own IP solutions to meet specific organisational need. "With her wealth of business software experience and excellent pre-sales and training skills, we are delighted that Amanda is joining us" at an especially exciting time for the company. "

Thompson adds, “This appointment reaffirms our intention to establish m-hance as a leading innovator of business software and work closely in partnership with our existing and new customers to develop solutions tailored to their exact requirements.”

m-hance recently unified seven UK business software companies under a single brand to form a supplier dedicated to meeting the requirements of mid-sized organisations. The company operates from offices in Manchester, London, Loughborough, Dublin and Glasgow and has a 25-year pedigree of supplying innovative IT solutions in a variety of vertical markets including distribution, not-for-profit and professional services.

m-hance’s new unified senior management team comprises Mark Thompson (CEO), Andrew Hayward (Managing Director), Tom Behan (Finance Director), Claire Carter (Marketing Director), Tony Hewitt (Operations Director), Amanda Grant (Market Development Director) and Lucy Mediratta (HR Manager).

Wednesday, 26 October 2011

Are you a business owner or a firefighter?

How To Stop Firefighting And Get Calm Within Your Business

Many business owners and managers find themselves caught up in a constant round of fire fighting - never managing (or only temporarily managing) to get their head above the ever rising water.

Hilary Briggs is a management consultant with over 20 years of industrial experience having held senior management positions at Rover Group, Whirlpool Corporation and The Laird Group plc.

Early in her career she found herself in the role of Production Superintendent, responsible for over 80 people working on the door build for the Rover 800 at Rover Group's Cowley Assembly plant.

Hilary was running round desperately juggling problems. Her colleagues seemed to be doing much the same, and it would have been easy to assume that "this is how it is". However, at the time they were working closely with Honda, and it struck her that there seemed much more calmness in their approach - she vowed to create some of that in her section before she and her team burnt out.

Within 3 months Hilary had tangible results, and has continued to use these techniques in every subsequent position, and now in her own business and with her clients.

So what is Hilary's advice?

1) First thing is to be aware of where you are on the continuum of "firefight to calm"; think of it as a 0-10 scale, and keep track of changes.

2) If you're in the firefight side, the second action is to build a strong visualisation - including feelings - of what the "calm" version would be like.

3) Then build a detailed plan of what's required to deliver that. Identify where things are off-track at the moment and why.

4) Identify specific actions, and break them down into small pieces. Try to find 5 minutes today to make tomorrow better.

5) Take action to prevent the fires happening in the first place. Involve all the relevant people and ensure a continuous improvement loop is established.

6) Monitor the progress.

7) Look for signs of trouble - e.g. if a customer or supplier becomes difficult to contact/not returning calls - it's a sure sign that there's a problem. (EDITOR: They might, for example, be fighting their own fires?)

8) If you find yourself constantly uttering the "I don't have any time" excuse, then go back to your vision of the calm state, and break the actions down into tiny pieces so at least some progress can be made.

9) Finally, establish a 100 day plan to help focus your activities on moving up the scale towards calmness. Keep monitoring the data and adjust the plan as you go.

Overall the key to help any business owner or manager move from firefight to calm is to take action to improve the situation. Constantly firefighting will leave you for ever in that mode. You need to put out the fire and then, very importantly, stop a new one from igniting.