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Category: Strategy & Growth

  • Exploring the Unseen Dynamics – Elevating Organisational Performance Through Employee Experience

    Exploring the Unseen Dynamics – Elevating Organisational Performance Through Employee Experience

    Embark with us on a journey into the depths of collaboration within our teams, unveiling strategies to cultivate a vibrant workplace culture that drives productivity, innovation, and ultimately, business success.

    Unveiling the Unseen Collaboration

    Let’s take a moment to shift our perspective on organisational dynamics. Have you paused to ponder how every subtle action within your organisation contributes to its broader success? It’s a question that prompts reflection, acknowledging the importance of teamwork in employee experience and organisational performance.

    Read the full Article here

  • Navigating the shift – Redefining HR roles, structures & processes to combat burnout

    Navigating the shift – Redefining HR roles, structures & processes to combat burnout

    Amidst the ever-changing landscape of work, HR professionals are facing a mass of new challenges. Over the past four years, the HR realm has weathered significant storms, from the disruptive effects of the COVID-19 pandemic to the seismic shifts toward remote work and the constant pressure to secure top talent. These challenges have led to potential understaffing, increased responsibilities, and, most worryingly, burnout.

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  • Enabling Positive Workplace Experiences

    Enabling Positive Workplace Experiences

    In the rapidly changing and constantly evolving realm of contemporary workplaces, shaping a setting that prioritises employee well-being, flexibility, and innovation is imperative. Gone are the days of rigid office structures and conventional work setups. Today’s workspace is a dynamic blend of flexibility, wellness, and innovation that caters to the diverse needs of a modern workforce.

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  • Creating a Culture of Continuous Improvement

    Creating a Culture of Continuous Improvement

    Today, more than ever, where the dynamics of employee experience are continually shifting, organisations must adapt and thrive. Achieving a culture of continuous improvement in employee experience is not just a lofty goal but a strategic necessity.

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  • Measuring the Impact of Employee Experience

    Measuring the Impact of Employee Experience

    In the fast-paced world of modern business, organisations are continuously in pursuit of strategies to secure a distinct advantage. While many focus on customer experience and product innovation, a growing number are realising the untapped potential of prioritising employee experience (EX).

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  • The Journey to EX Maturity

    The Journey to EX Maturity

    In the ever-evolving landscape of today’s workplaces, the importance of employee experience (EX) cannot be overstated. It’s not just about keeping employees satisfied; it’s about creating an environment where they thrive, innovate, and contribute their best to the organisation’s success. But how can organisations assess their current state of employee experience and take concrete steps to advance it?

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  • The Power of Employee Experience

    The Power of Employee Experience

    It cannot be underestimated, organisations that are increasingly recognising the critical role of employee experience are driving forward organisational success. A positive employee experience not only boosts engagement and productivity but also fuels innovation and creates a thriving workplace culture.

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  • Embracing Moments That Matter

    Embracing Moments That Matter

    Today’s employees seek more than just a linear journey within an organization – they crave meaningful experiences and moments that truly matter. While HR teams may still perceive people through the traditional life cycle view, if you were to ask employees about their time with an organisation, their responses would revolve around the moments and experiences they encounter. Good and Bad!!

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  • Breaking Down Silos

    Breaking Down Silos

    Let’s shine a spotlight on teams operating in isolated silos, disconnected from one another. The result? Missed opportunities for collaboration, redundant efforts, and a stagnation of fresh ideas. In fact, a study by McKinsey revealed that companies with effective cross-functional collaboration were twice as likely to outperform their competitors.

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  • Managing Burnout

    Managing Burnout

    In today’s fast-paced and uncertain business landscape, CEOs and leaders face a multitude of concerns that are taking a toll on their employees’ well-being as well as their own! Longer working hours, ambiguous business goals, and worries about macro recession are just a few of the challenges weighing heavily on the minds of organisational leaders.

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  • Mastering HR/People Leadership in the Digital Era

    Mastering HR/People Leadership in the Digital Era

    As the workplace rapidly evolves into a hybrid and digital environment, HR teams are encountering new challenges and higher expectations. Beyond handling basic technology systems and onboarding, excelling in human resources today requires essential skills and strategies tailored for the fast-paced digital landscape.

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  • Shaping up Diversity

    Shaping up Diversity

    Igniting innovation and driving growth
    Companies are seeking every possible edge to stay ahead. A recent study by Boston Consulting Group reveals a compelling finding: businesses with more diverse management teams experience a significant boost in innovation, leading to a remarkable 19% increase in revenues. This discovery holds immense significance for all companies, particularly start-ups and tech firms that thrive on innovation and the cultivation of authentic ideas.

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  • The transformative power of innovation in employee experience

    The transformative power of innovation in employee experience

    In today’s rapidly evolving business landscape, organisations are realising the critical role that employee experience plays in their success. Creating a positive and engaging work environment has become a top priority. However, simply focusing on the traditional elements of employee experience is no longer enough. To truly elevate employee experience, organisations must embrace innovation as a driving force.

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  • Embracing Agile Working & Technology

    Embracing Agile Working & Technology

    Unleashing employee experience in a changing landscape
    Amidst the ever-changing business landscape, scaling and growth present fresh challenges, requiring organisations to adapt their approaches for managing larger and a more diverse workforce. In this article, we delve into the significance of agile working, the essence of employee experience, and effective strategies to navigate this evolving terrain. By embracing technology that aligns with business objectives, organisations can seize new opportunities, boost productivity, and foster sustainable growth.

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  • Building a Strong Workforce

    Building a Strong Workforce

    The power of branding for employee experience
    In the dynamic and ever-evolving world of business, investing in your workforce is crucial for success. By leveraging branding to attract and retain top talent, creating a sense of belonging, setting clear goals, and fostering employee fulfillment, you can build a loyal and dedicated workforce that acts as passionate brand ambassadors, driving your organisation’s growth and prosperity.

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  • Unlocking Success

    Unlocking Success

    Discover the hidden costs of disengaged employees and the ripple effects on your organisation. Unlock success with a people-first approach and elevate your employee experience for greater productivity and stability.

    Find out out more here

  • What to do in a downturn? Prioritise transformation

    What to do in a downturn? Prioritise transformation

    When the economy faces a recession or downturn, many companies tend to scale back their operations. Nevertheless, the intelligent ones understand that adeptly navigating through such turbulent times not only enhances their resilience but also unveils various growth opportunities.

    Our news is filled with economic, cost of living, fuel, food crisis, strikes and health stories creating uncertainty, and causing many companies to consider pausing or reducing transformation initiatives. However, history has shown that challenging economic times can often lead to the urgency that stimulates insightful innovation. 

    Find out more here

  • Shifting culture with mindset

    Shifting culture with mindset

    Transformational change in an organisation cannot be achieved by a mere change in self-belief; rather, it requires a fundamental shift in the way individuals perceive and value their relationships and responsibilities towards others. This change in mindset has the potential to revolutionize the entire organisation.
    The culture of a workplace can have a significant impact on both team productivity and the overall wellbeing of employees. In fact, it has long been recognized as a crucial factor in attracting and retaining talented staff. A study conducted by Harvard Business School revealed that almost half of employees who experienced a discourteous work environment chose to reduce their effort and spend less time at work.

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  • Leading cultural change

    Leading cultural change

    In today’s intricate and interconnected world, cross-boundary collaboration is becoming an essential element for success. However, most organisations find collaborative work to be challenging and not a natural process. Achieving genuine collaboration requires a shift in mindset and behavioural changes.
    Traditional change management techniques have proven insufficient to transform the way we work. A cultural transformation process that incorporates leadership strategy and business strategy is necessary. Changing culture involves altering mindsets and promoting interdependent leadership.

    Find out more here

  • Building people centric HR

    Building people centric HR

    As a service consumer, I’ve encountered frustration when trying to perform simple tasks such as changing passwords or resolving urgent issues. The experience has improved over the years with the help of effective customer service practices, which blend online, bot, phone, and in-person interactions seamlessly. This has resulted in positive experiences without a noticeable increase in service costs. The key to achieving this level of service is through Service Design thinking and Customer Experience (CX) Management

    Find out more here

  • Aligning business and leadership talent strategies for better outcomes

    Aligning business and leadership talent strategies for better outcomes

    Have you made an investment in creating a leadership talent strategy that prioritises the growth of critical competencies and behaviours within your leadership team? While it’s widely recognised that a well-defined business strategy is crucial, taking the time to develop a comprehensive plan to nurture and hone the skills of your leaders significantly improves the likelihood of success in achieving your objectives.

    Find out more here

  • EX-8 Getting Employee Experience Right

    EX-8 Getting Employee Experience Right

    To succeed in today’s workplace, organisations must assess their employee experience based on key principles.

    • incorporating empathy into experience design
    • understanding the workforce
    • establishing initiative-taking
    • personalised communication channels
    • equipping managers to act on feedback
    • a modern and intuitive experience for all employees.

    Find out more here

  • Unlocking Success: Linda Hughes on Prioritizing Positive Workplace Culture in Tech’s Competitive Landscape

    Unlocking Success: Linda Hughes on Prioritizing Positive Workplace Culture in Tech’s Competitive Landscape

    In today’s highly competitive tech industry, companies must prioritise the creation of a positive work environment that fosters a sense of belonging, energy, and support among employees. This type of environment provides a setting where employees feel motivated to perform their best work.

    During the podcast, Linda discusses with Paul Essery the significance of cultivating a positive workplace culture to attract and retain employees in the face of disruptive technological advancements, and the challenges this poses for businesses of all sizes.

    Listen to the Podcast https://podcasters.spotify.com/pod/show/paul-essery/episodes/Linda-Hughes-co-founder-of-Dynamic-Coach-Group-talks-about-the-importance-of-culture-in-retaining-tech-talent-e1vssq5

  • Leadership mindset – the big 4!

    Leadership mindset – the big 4!

    Mindset is one of the greatest predictors of success and one of the toughest turns to make as you become a leader.

    Becoming a leader is not an instant process, nor is it solely attained through training courses. Leadership begins with a shift in mindset that takes place within the leader. However, measuring this mental shift can be difficult. Can we identify the skills that indicate a leader has adopted the required mindset for success? Shifting our mindset can influence our behaviours as a leader, and our behaviours can shape our mindset over time. The challenge is isolating the specific actions that successful leaders take when they embody a particular mindset, as actions speak louder than words.

    Read the full article here

  • Strategic alignment: What is it and how to achieve it

    Strategic alignment: What is it and how to achieve it

    If you heard that 90% of executives fail to meet their business goals, would you be surprised?

    In any industry or market, some companies do better than others. Strategic alignment is one of the key differences between organisations that perform well and those that don’t. In fact, research shows that up to 80% of the differences between organisations’ performance can be explained by their level of strategic alignment.

    Read the full article here

  • Employee experience: Understanding new workforce needs

    Employee experience: Understanding new workforce needs

    Over the last few years, the pandemic and other global issues have presented fundamental new challenges to our traditional ways of working. To adapt, companies accelerated their adoption of new technology, agility, and other business concepts that experts predicted would emerge in the future of work. But where are we today?

    Since March 2020, people have been re-evaluating how, where, and why they want to work – and, more importantly, they’re taking action. The most startling proof: The Great Resignation, which began in April 2021 – a movement of employees across the globe leaving their jobs for ones that better meet their personal and professional needs.

    Read the full article here

  • Cultures can be transformed

    Cultures can be transformed

    Today’s companies have no choice but to change. The world is moving and shifting fast, and executives know it.

    Organisations looking to adapt during turbulent times – like now – can’t force change through purely technical approaches such as restructuring and reengineering. They need a new kind of leadership capability to reframe dilemmas, reinterpret options, and reform operations — and to do so continuously.

    Read the full article here

  • Understanding new workforce needs

    Understanding new workforce needs

    Over the last few years, the pandemic and other global issues presented fundamental new challenges to our traditional ways of working. To adapt, companies accelerated their adoption of new technology, agility, and other business concepts that experts predicted would emerge in the future of work. But where are we today?

    Since March 2020, people have been re-evaluating how, where, and why they want to work – and, more importantly, they’re taking action. The most startling proof: The Great Resignation, which began in April 2021 – a movement of employees across the globe leaving their jobs for ones that better meet their personal and professional needs.

    How employees perceive their relationship with work has radically changed, and organisations should take note. The unique circumstances of working during a pandemic – and the upheaval as companies shifted to remote, hybrid, and flexible working arrangements and dispersed teams – have brought employee needs and expectations to the fore. With employees seeking a better work-life balance, being in good mental health, and having flexibility at work.

    This change in employee values presents companies with the challenge of enabling remote flexibility, while still providing employees with the resources to unleash their potential.

    In addition, the recruitment process is changing, too. In the future, it will be innovative people doing the work, not necessarily those with the most specific backgrounds.  Why? According to a report by Dell Technologies, 85% of jobs that’ll exist in 2030 haven’t been invented yet. In the future, job descriptions will be changing almost side-by-side with market needs, while also becoming more self-directed. Plus, as repetitive, and routine tasks are automated, teams and employees will be freed to do new work.  

    All of this will require people who can adapt to constant re-shaping and re-skilling within a shifting economic environment. Companies are beginning to let go of traditional skill-based hiring, working to build interdisciplinary, multi-talented teams with equal parts technical and human skills.

    In addition to this, companies are discovering the business value of investing in the employee experience. When employee well-being is prioritised, engagement goes up, and so does profitability. A study by Gallup showed that engaged employees increased profitability by 22%.

    With this trend well underway, concepts that sound radical now, such as the 4-day work week, may become more commonplace. All of this can be daunting. But it also presents exciting opportunities for succeeding – and having a good time doing so – BUT organisations need to take action to evolve from simply managing their workforce to truly supporting it. To do so, the Employee Experience (EX)can no longer be a by-product of their talent strategy – it must drive the talent strategy. And this goes for every size of organisation.

    The accelerated need to join up all ‘parts’ of the EX

    Companies are currently experiencing a shift in the primary motivations of their employees. Beyond money, employees are looking for opportunities for meaningful growth, appreciation, and connection.

    Pivoting to an employee-first culture will help companies succeed by advancing retention, productivity, engagement, and profitability to new levels. If you are proactive about building an environment that empowers employees, they will be better prepared to perform in ways that also empower one another while meeting or exceeding customer expectations.

    We have also seen a shift this year, as more and more businesses tackle environmental, social and governance (ESG) issues. Not only because it’s the right thing to do, but because enabling people to align their personal values with their company’s purpose is an essential way to attract and retain top talent.

    Looking to the future, it’s clear that good pay and benefits won’t be enough. People desperately want to feel a sense of purpose and connection, and the ideal EX will be with a company that contributes to the greater good and helps workers feel like they’re part of something bigger than themselves. Organisations that can provide this type of environment will prosper, and those that don’t may find themselves left behind.

    The time to design tomorrow’s EX is now

    Although organisations have come a long way over the past two years, there’s still room for growth and improvement when it comes to the EX. Many companies (and their employees) are still adapting to the new world of remote or hybrid work. Others are recognising that while wellbeing benefits are important, broader cultural shifts need to take place for people to truly feel supported at work. And employees and employers alike are recognising just how important it is for the workplace to foster true connection and purpose.

    As organisations strive to build a workplace culture that prioritises a great EX, it’s important to understand the touchpoints or triggers, as covered in the table below.

    The advantages of successful EX extend far beyond internal cultural and operational benefits – they extend to the business and the bottom line. EX-driven companies with engaged employees are shown to outperform companies without an EX-focus in terms of both customer satisfaction and revenue.

    Models such as the one by below represents a starting point to address a variety of issues: meaningful work, the purpose of the organisation, employee talent development and growth, rewards and wellness, the work environment, fairness and inclusion, and authenticity among management and leadership.

    Where do you begin….

    There are several factors for success in an EX-intervention or transformation, starting with a clear North Star, or measure for success. Also crucial is a commitment to understanding current employee pain points and talent needs, as well as the emotional context of life and work journeys. Finally, these journeys should be enabled by digital tools that adopt an interdisciplinary approach to improve the digital employee experience; and naturally the capabilities of employees to manage these products – upskilling should be a first stop before buying in new capabilities. 

    Build EX Aspiration and Baseline – establish a current-state baseline and build aspirations, a shared vision, and a clear direction, including a definition of the value at stake

    Transform Core EX – use a discover, design, deliver approach to structure employee journeys, including how to redesign, innovate and implement employee experiences

    Enable EX Transformation – implement a system for measuring employee experience metrics to drive transformational change through analytically rigorous performance management: changing mindsets, behaviours, and capabilities; and tech enablement.

    Final Words…

    Now more than ever, people are thinking hard about where and why they work. The best employee experience is not meant to be yet another organisational process. EX means pinpointing important moments in an employee’s journey and making them more positive, fulfilling, even joyful. Doing so can help companies attract the best people, motivate them to perform, and augment feelings of loyalty. A successful EX culture, in turn, accelerates growth and creates competitive advantages.

    Are You Ready to Take the Next Step?

    Focusing on employees is long overdue. Organisations can seize this moment to do and be more for their people, as well as for their shareholders and customers. How each company manages this opportunity may shape its perception as an employer- both internally and externally – for years to come.

    Partner with us to change mindset and realise the benefits of a programme of organisational culture change for your organisation through EX.

    Connect with us below

  • Leading with authenticity

    Leading with authenticity

    Women aren’t always true to themselves. In a vain attempt to live up to organisational norms and expectations, their behaviours sometimes go against their own values.

    But it’s not easy being fake. It takes a lot of energy to behave in ways that are out of sync with our true values, priorities, hopes, characteristics, and style. The energy expended trying to come across as something you are not energy that’s unavailable for work and other activities.

    The alternative to this predicament is authentic leadership – a healthy alignment between your values and behaviours that can reenergise life at work and at home. Women who are authentic have a good understanding of themselves and their priorities. They attend first to what’s important to them rather than what might be important to other people. They are clear about how they feel and what they need and prefer.

    The central component of authentic leadership is genuineness, which means every authentic leader is different. However, there are several markers that these leaders tend to share. Authentic leaders:

    • demonstrate behaviours which enable you to trust in them all the time
    • take ownership when they have made a mistake and share responsibility for any mistake
    • show the necessary courage to push further up the leadership chain, to question current status quo or defend their people or processes

    It’s difficult to develop your capabilities when you’re suppressing your true values and style or are distracted by inner conflictelationship

    But living a life strongly connected to your belief system promotes growth, learning, and psychological well-being. That makes authenticity an important factor in leadership development.

    Individual authenticity is important for organisations as well. People who are authentic bring their whole selves to their jobs and participate fully and honestly in the workplace. Organisations that place a premium on conformity at the expense of authenticity may be incurring hidden costs. Managers who put on a false front or who struggle with feelings of inauthenticity exhaust so much of their energy that they often find themselves depleted and losing interest in their work. Organisations that foster authentic behaviour are more likely to have engaged, enthusiastic employees and workplaces that are open and promote trust.

    Authenticity – which can be described as a healthy alignment between your values and behaviours – is a powerful factor in the lives of women

    Recent research conducted by McKinsey explored the choices and trade-offs facing high-achieving women in managerial and executive roles. Authenticity emerged as one of the key themes influencing women’s careers and life choices.

    In the study, women who demonstrated the greatest authenticity were in touch with what was most important to them and in tune with their instincts.

    Highly authentic women could articulate the choices and trade-offs they’d made about leaving jobs and taking on new ones, balancing motherhood and leadership work and personal life, getting out of bad situations, switching careers, managing dual careers, setting financial goals, and a range of other issues.

    Highly authentic women were skilled at living with intention both at home and work, consciously designing their lives in accordance with their top priorities and being authentic.

    Ways for Women to Lead Authentically

    What can you do to develop authenticity?

    How can you align your inner and outer selves, so your work behaviour becomes comfortable and natural?

    1. Increase Your Self-Awareness

    A key component of behaving authentically is to understand what you care about most. What are your values, likes, and dislikes? This might sound simple, but in today’s complex world, determining what’s most important can be difficult. Here are some ideas:

    1. Engaging in self-reflection from past experiences to identify prior actions and behaviours, to examine underlying beliefs, emotions, and assumptions.
    2. Knowing your leadership identity is a mix of factors about you – behaviours, interpersonal skills, attitudes, values, and beliefs & assumptions.  Knowing your leadership identity may help you find common ground with others and enhance your internal and external self-awareness, leading to stronger relationships or reducing the likelihood of misunderstandings during critical communications and interactions.
    3. Your leadership reputation is what others think of you as a leader. Understanding your leadership reputation helps you comprehend how you may be perceived and judged by others. 
    4. Your leadership brand should identify your unique strengths, communicate them to others, provide a consistent experience that meets others’ expectations of you, and make explicit that which is implicit.

    2. Assess and Evaluate

    Once you’re clear about your values, likes, and dislikes, you can better see how aligned your behaviours are with your beliefs. What have you already given up and need to reclaim, and what are you willing to give up getting what’s most important to you? Set goals that are aligned with your values. Here are some ideas:

    1. Reflect and confirm what your values are there’s little motivation for success if your goals don’t connect to your values. Of course, to make this work you need to know exactly what your values are. Look at your life, career, self, family, community, and consider how you’re living out your values in each of those areas. Gaining this perspective will give you some ideas about what you might like to change or improve. Take time to process your thoughts and feelings and consider feedback you’ve been given. List 3 things you’d like to change or do differently.  Write down possible goals. This is the critical first step to turning your intentions into reality.
    2. Focus on just one goal out of the 3 you have chosen and add enough detail to turn it into a SMART goal.
    3. Plan your SMART goals into small, specific steps that will move you in the right direction. Begin by listing at least one action to take in the next week. Schedule a time to do it. This is part of living with greater intention, both at work and at home.
    4. Enlist support think about family, friends, or colleagues whom you can inform of your new goal and ask for the different types of support you might need.  They can you be accountable for making progress.
    5. Revisit each week, assess how you’re doing against your goal. Keep a focus on your values. Decide what actions you’ll take that week toward achieving your goal. Set new milestones as needed.

    3. Act

    You may or may not make sweeping changes. You can begin a change now and make your intentions reality by starting with small steps and gradually aligning your behaviours with your most important values. For example, you might cut back on the number of weekend hours you spend working to improve your personal relationships. Although it might seem as if this change would hurt your job performance, your increased sense of well-being might make you more resilient and therefore a better and more productive leader.

    4. Get Support

    In any area of personal development, getting support from other people can help you achieve your goals. Colleagues, friends, and family are valuable different types of support.

    1. Emotional Support who can encourage you? Who can listen and help you push through a tough spot or a setback? Who will share your enthusiasm when you’ve made progress or tried something new?
    2. Thinking Support who can help you learn about and rethink ways to manage boundaries between work and family? A coach or mentor could provide you with guidance or resources and help you figure out new ways to approach your challenges and needs. The key here is that another type of support you need is new perspectives and information to break out of your routine or mindset.
    3. Network Support who knows your work and career realities and can help you see options for managing your job? A mentor, your boss, or peers could help you gain access to resources or opportunities that would meet your goals for a better work-life fit.
    4. Self-Support how can you give yourself better care and support? Exercise, diet, and sleep can all help you minimise stress and boost resiliency. Meditation and yoga are also helpful types of support and self-care. It’s essential you make time for wellness and reach your full potential and manage your stress.

    Final thoughts

    Just remember to trust your instincts. Sometimes acting authentically requires going against what others advise you to do. Developing authenticity often requires taking risks. Have faith in your own judgment about what’s right for you.

    Becoming and remaining authentic is hard work. But if you commit to living and leading with authenticity, the rewards can be great.

    Are You Ready to Take the Next Step?

    Help the talented women at your organisation to lead authentically by providing them with customised leadership development or coaching. Or partner with us to create an organisational culture where all your talent can thrive and bring their authentic selves to work.

  • Connections

    Connections

    The saying “it’s a small world” has become more significant with our increasing reliance on the internet and platforms, such as LinkedIn, Facebook, Twitter, TikTok, and others. While the tradition of building relationships is still a cornerstone of business and professional development, the means for making those connections are evolving.

    A network is a two-way relationship

    At its worst, networking can be made into a superficial task of racking up contacts on LinkedIn or collecting the most business cards at an event. The real value of networking is in building relationships and developing a community (or communities) of people willing to help each other.

    A healthy network is a living entity that thrives on meaningful engagement and the exchange of ideas, opportunities, and information.

    Whether you’re new to networking or adept at building relationships, dread the thought of meeting new people or thrive on making connections – here are a few ideas for you.

    Be clear on your personal brand

    This is about how you present yourself to the external world.

    Your story is built on where you’ve been, where you are, and where you are going. The way you articulate your story is more than just a timeline. It can provide important tacit information and cues about how you make decisions, your level of ambition and, most importantly, what makes you unique.

    Tell your story

    The way you articulate your story is more than just a timeline. It can provide important unspoken information and cues about how you make decisions, your level of ambition and, most importantly, what makes you unique. Consider your journey, your goals, and the direction you’re moving in. What are the key themes that arise, and what are the key messages you want to share with your network? Get clear on your strengths, values, and the contribution you make to the world. This will help to tell a clear and succinct story about who you are and what you are asking from your network.

    Don’t feel you have to have everything figured out but do aim to have a starting point for how you introduce yourself.

    Be aware of your digital footprint

    Choose to take an active role in your online brand. Take the time to update your LinkedIn profile, and other social media sites, and make sure the content you are putting out into the virtual world tells a consistent story with the brand you’re trying to demonstrate to potential employers and clients.

    Engage and expand your network

    There are several ways to do this. Whether you approach networking in a strategic, deliberate way, or through curiosity and exploration, exciting opportunities can arise when you put yourself out there.

    Share and connect

    Networking can be helpful to gain new information, take advantage of job opportunities, create new clients, and generating new ideas.

    Whatever your intention, practice sharing your story with others and making new connections. Online or in person, there are several ways to build your network.

    • Share content write a LinkedIn article. Tweet about the work you are doing or questions you’re thinking about. Sound scary? Start by sharing interesting articles by authors you admire or on topics that excite you. Get in the habit of sharing.
    • Reach out to interesting people don’t connect with people for the sake of it. Use your online resources to identify potential people who you find inspiring or have mutual interests. Reach out and ask to connect.
    • Keep it casual catch up with friends or reconnect with former colleagues. Talk about what you are doing, your ideas and what types of opportunities you’re looking for. Informal conversations can be as, if not more, effective than formal meetings for generating strong network contacts.
    • Don’t limit yourself to online sign up for conferences, meetups, internal networks within your organisation and events. Make the most of alumni associations, interest groups and personal networks. Focus on the things you enjoy rather than what you think you “should” be doing.

    Step out of your comfort zone

    The key is to exercise your whole network alongside actively pursuing new connections. Remain open-minded as you never know what a connection may lead to.e someone in your extended network with a useful connection, so it’s important to go beyond the people you know well. The key is to exercise your whole network alongside actively pursuing new connections. Remain open-minded as you never know what a connection may lead to.

    Asking to connect with someone you’ve never met or offering your services to a new contact can be intimidating. Not only is it ok to make a (reasonable) request, it’s also part of the exchange process – although sometimes it can be a bit scary.

    Start by making a small but specific request – advice on a particular question, time for a brief chat, willingness to share ideas or contacts. This may include asking someone you know to make an introduction to someone in their network. This approach increases your chances of a new opportunity, and it also improves your credibility to have someone who is willing to vouch for you.

    Build lasting relationships

    This part is about being authentic and taking the time to get to know people who have mutual interests and those with whom you can learn and grow from. 

    Be human

    It’s easy to fall into the trap of viewing networking in the transactional sense. This can come over as being mechanical and inauthentic and can make others feel like they are being used. Be yourself, and remember to treat others with courtesy, kindness, and humanity.

    Play the long game

    Focus on the quality of the relationships you develop and try to keep in touch with people over time. Your network will continue to mature as you move through your career. Those who were once classmates may be business owners and world leaders one day. Don’t underestimate the value and richness of building meaningful relationships with people of all levels and disciplines.

    Pay it forward

    You don’t need to wait for someone to do something for you. Be generous. Networking is an ongoing process of sharing. Offer to help others to make connections in your network. Share your time and information with others. Giving is a powerful tool. It helps improve the strength of your network and generate reciprocity.

    Final thoughts

    Just as relationships can be learned, so can the skills needed to strengthen your network. All are developed based on the concept that executives at any level must change the way they lead others by growing their relationships. Building the right network is key to leading effectively, getting results, and developing your career. You can learn how to do it and be genuine at the same time. Hopefully these networking tips will help you do it.

    Are You Ready to Take the Next Step?

    Partner with us to improve networking skills by providing customised leadership development programmes for your talented people and they will discover how to become a more effective and influential leader at your organisation.

  • Self-clarity & purpose

    Self-clarity & purpose

    Are you struggling to create your dream life, business or find your next role? If so, you are probably distracted by the “how.” What you should be focused on instead is identifying your inner calling.

    I know first-hand that nothing else matters if you aren’t following your soul’s purpose. Once you’ve found it, you can align all areas of your life to point in that direction. It is possible to do what you love and live in flow – you just need the right motivation and mindset, and to take the right action.

    Understand what life should feel like

    “Living life with purpose” means doing what truly matters to you in alignment with your values and beliefs. I can’t tell you what that means for you, but you know it when you feel it – and when you don’t.

    When you aren’t being you, everything can be foggy and colourless. You’re bored and busy at the same time, always tired. Even small things feel hard work. You take tests to understand why you feel down or can’t achieve your ambition or revert to Dr Google to fix it. The list can go on.

    If you continuously ignore your higher self, it will send you nudges – even a slap in the face – to get your attention.

    But first identify your values – “what do you stand for? and what will you not stand for? What do you want to be known for? What have been your key successes or failures in your life?” Don’t forget to write them down this is only the beginning!

    When you’re in alignment, life is right. Things are easy, and everything just works. You feel alive, passionate, and lit up from within. You aren’t concerned with how to get where you’re going; you’re sure of yourself, even if you’re scared at the same time. That might sound a little simplistic to create a few lists but identifying the good the bad and the ugly is what you are doing!!

    Tap into your calling within

    Not sure where your life is going? Or not sure where you want your career to go or what job next?

    You’ll be able to put it into words when you stop worrying whether you’re saying it right or others will “get it.”

    However, sometimes access to your soul is blocked by confusion, especially if you’ve ignored it for a long time. In that case, practice connecting with yourself and tuning in to what’s buried there by asking, “What do I need to know or listen to here?” Then trust the answer. Sometimes you just need a few pointers to help you along the way.

    You

    Who are you? Get clear on your strengths and focus areas – things you work hard at to achieve, your personal values and what you want to achieve in the long term ie 3-5 years.

    Goals

    If you are pondering over, your job or business – what value will you deliver? Considering your key stakeholder groups or customers and their expectations, what are the significant results you want to accomplish in the next year?

    Recognition

    How do you want to be recognised or known for? What do you want people to say after they have met or worked with you? 

    Now write a short statement that connects the dots across You, Goals, Recognition about yourself – it will help explain your calling.

    Try journaling or mind mapping they are powerful ways to explore your inner thoughts and generate ideas too.

    Trust yourself and forget what others think

    We’re naturally intuitive before we learn “the rules”. But there’s no right or wrong way to live. If you aren’t following your intuition, you’re operating on others’ terms – and no one can tell you how to be you.

    There’s always another approach to everything – and you have to find your way.

    Visionary leaders do things differently; that’s why they stand out. They question the norm to find what’s right for them.

    Imagine that you’re successful. No one would question you because you’re on top of the world. Who would you be? How would you act? Confidence and self-belief are key. Consciously you know what’s best for you. Put your hand on your heart and tell yourself, “I trust my ability to make the best decisions for me.” Do this for every area of life that’s important to you.

    Stop searching outside yourself for answers. There’s only one: be who you were born to be.

    You can find plenty of exercises online to identify your purpose, but, deep within, you already know what makes you feel alive. You just have to pay attention.

    Feel the fear and take the first step away

    If you don’t wake up excited to start your day, rip off the plaster. Make a change or take action. While maintaining alignment will take practice, you don’t have to work forever to get there.

    The unknown is scary. We feel safe and comfortable with how things have always been. Fear is part of us and will always be there, but it can’t rule you unless you let it; so, take action toward your goals.  You don’t have to know how or feel ready or worthy.

    You do have to take the first step…

    Rethink your to-do list

    Time is precious and you should value how you spend it. If you don’t decide what matters in advance, you’ll spend it all doing things that aren’t moving you forward.

    Outline your goals and dreams in a document called “Creating the life I want.” Make sure you set the goals for you (not others), identify the actions that will get you there, and schedule them each week.

    Fast forward to a year from now when you’re living on purpose. Does the stuff on your to-do list today matter? Is that how you got there?

    Review the items on your list and either delete them, do them, or delegate them. Sometimes it’s worth paying someone else to do things so that you can focus on what really matters: the tasks that will get you where you want to go if you do them every day.

    If you don’t care enough about a goal to take regular action toward it, it might not matter as much as you think it does. But if you want it badly enough, you’ll suck it up and do the work.

    Check-in with yourself daily

    Before you get out of bed in the morning, ask yourself “What is important today? What would make you sleep well tonight?” Most of the things we do all day disconnect us from ourselves, so practice tuning in. Just sit or journal whatever needs to come out for 15 minutes. Let go and ignore the outside world – even if you have to start by just noticing the world you created for yourself.

    Before you make decisions or take action, ask yourself: “Do I want to do this? Does this feel right? Am I excited about this?” Make this a daily practice by setting reminders to check in; otherwise, you’ll slip into old patterns.

    Recognise that you have everything you need

    This may be uncomfortable at first, and it will still feel like work sometimes. But when you’re working toward the right thing, it’s worth it. You can either choose to deny yourself or say yes to your heart and soul, but you choose what you get in life. Do the work today to create the tomorrow of your dreams.

    If you trust that it will work out, it will. Don’t worry if you don’t get the outcome, you want today. Success takes time, which is why most people give up. You’ll never look back and think “I spent too much time being me”; so, keep going. It’s impossible to fail at being you.

    You have everything you need. You will become who you are meant to be when you realise who you already are. Above all recognise your achievements and smile!


    Final Thoughts

    Living with purpose is about remembering why you started, or assessing your “why;” it’s about aligning your thoughts and actions to your purpose and reviewing and reassessing them. When you do, your calling suddenly becomes clear. And you live in a way that can be remembered, that can be revered. You know your worth, and you determine your destiny. Most of all, you take the necessary steps towards making it happen. You create good along the way, no matter the detour. And even if you change directions, you do so with intention. Change the world and let yourself be changed. 

    Only then can you say you’ve lived with purpose.


    Ready to Take the Next Step?

    Our coaching programmes can help boost self-awareness and confidence in individuals who are struggling finding clarity and purpose.

  • Dynamic HR’s Linda Hughes, discover the personality behind the person.

    Dynamic HR’s Linda Hughes, discover the personality behind the person.

    Linda good morning and welcome to your quick-fire 10 for 10. You are the founder of Dynamic HR Coach, looking to drag HR into the 21st century.

    Q1: So Dynamic HR – in a sentence can you tell me what it’s all about – if you like your USP?
    LH: Ooh that’s a good question to kick off with – I work with businesses to help them transform their organisation through focusing on leadership, the culture of the organisation, and how the HR team operates – they are my three sweet spots and if you pushed me I think I’d know which one I’d end up saying I enjoy working on the most and that’s the HR team – seeing the change, especially the change in thinking is so rewarding because you’ve coached that person or team – I love it.

    Q2: We’ve heard the word pivot a lot over the past 18 months, how is HR adapting to this in the new way of working?
    LH: For me I feel HR’s mindset must change from the very top through all levels and dimensions of the profession if we are to succeed and adapt how we work to match the modern workplace needs.  Its HR’s role regardless of their designation to create business value through people – not process gurus.

    Q3: Working from home or hybrid working is now the buzzword, but in reality, can it really work – it can’t be as simple as one shoe fits all surely?
    LH: If you take the view employees can work from anywhere then you can adapt your thinking more easily and see through the fog of complexity, by simply stating – this is the norm. Three things need to converge – redesign the employee experience, change the culture of the oganisation and recognise output rather than traditional working hours.

    Q4: Talking of working from home, your husband is Nigh Hughes of Dynamic Coach Group, do you ever switch off or are you always talking shop?
    LH: We are quite disciplined in this respect but as you can imagine a few healthy debates can spill over at times!

    Q5: So what took you into the (some would say) stressful world of HR, was it an experience, a sector your felt needed change, or just a passion for people and finding the best in them?
    LH: It was an amazing lady I worked with early in my career, she was great at her job, a true people person and coach – simply put I wanted to emulate her.

    Q6: It can’t all be work, work, work, and as with all good HR strategies and hires, what are 2 key findings you can share on what makes HR, HR?
    LH: Being a creative problem solver, looking at an issue from many perspectives as well as getting to the root cause of the problem and the second one is truly getting to know people.

    Q7: Moving away from the day job, you have a lad who is off to university shortly, what would you tell him to do for definite if talking to your younger self heading off and knowing what you know now?
    LH: Without a doubt spend time with your friends the memories you share with them will stay with you forever – be active, don’t go with the flow, be yourself

    Q8: Outside of work, how do you relax – do you have a passion that you could share – I’m thinking needlework and material mementos that I’ve seen that look amazing – can you tell me a little more…..
    LH: One of my passions is House of Milly – I make 3D pictures, I wanted to create a simple product that people could connect with; something that might reflect their lives, or an experience they’ve had.  That’s why most of the pictures are animals as they have their own characters or expressions that mean something!

    Q9: So what’s next, where can you see HR going, there seems to be so much red tape, and process, do you think it will ever self-simplify?
    LH: Now is the time to move away from process, compliance and be the people leader in an organisation – the person that creates the environment where employees feel connected to the organisation’s culture because their values are aligned.  The complexity is built out of lack of trust and comes from our past and we have to simplify – but believe me the priority is getting the culture right first.

    Q10: And finally – it’s Friday night, it’s been a long week.  Do you have a refreshing gin and tonic or do you go for a pint of cider over ice – or something completely different?
    It’s a G&T all the way – strong in flavor – large glass plenty of ice – a mix of botanicals – and fever tree – finished off with Alexa – “play Take That “

    Linda Hughes, thank you very much for your time, answers, and insight into the world of HR. It’s been great to find out more about Dynamic HR and the person behind this forward-thinking dynamic company.

  • Dynamic’s Nick Hughes, discover the personality behind the person

    Dynamic’s Nick Hughes, discover the personality behind the person

    Nick good morning and welcome to your quick-fire 10 for 10. You are the founder and Managing Director of Dynamic Coach Group, so let’s jump straight in.

    Q1: In a short sentence can you tell me what Dynamic Coach group is all about?
    NH: Dynamic Coach Group is all about helping other businesses create a strategic difference between themselves and their competition, it’s there in every business we just need to unearth it.

    Q2: Many of us will recognise those Merseyside dulcet tones, which leads us on to the key question of, are you a red or a blue?
    NH: To answer your question, there’s only one side of Merseyside, that is the blue side

    Q3: I understand that you have become involved with a small local charity and your commercial skills have been brought in to help develop the charity’s financial improvements?
    NH: Yes, so this is a charity in a village in which we live, being managed, and supported by the old generations in the village, who may be not as commercially aware as the charity needs. So, I was asked to join and become chairman to improve the commercial ability of the charity to help support the building used by the community and make it a more sustainable charity moving forward. Not just financially but also from an environmental perspective going forward.

    Q4: Running a business is all-consuming at times Nick – how do you switch off, if you do – is there a passion you have outside of work?
    NH: My wife will tell you there are two ways that switch off, I can put on TV, and I can watch TV for three hours and not actually tell you what I’ve watched, I call it my mind-numbing TV show – which she hates, but aside from that, it’s spending time in the fresh air walking to dog int the countryside. The other is a bit of a passion of mine is working with a U18’s youth football team, working as a coach with a local team, both during the week and then weekends as well.

    Q5: What’s the one bit of advice you wish you’d have listened to or taken when looking back at the start of your business?
    NH: I want to say I’m a bit of a planner, and I like to plan things out, not in their entirety but at least have a direction of travel and have many of the tasks either bottomed out or achieved to a point. I thought, when we came into business, we were well planned, and we had our first six months well truly planned out. My piece of advice, I give to colleagues, peers, and people setting up in businesses. When you think you’ve got that first six months, planned out, you haven’t. Everybody I speak to, say there are things that they missed, the things they didn’t understand, the things they hadn’t accounted for. So, plan, plan, and plan again. Things do move but the direction of travel should roughly stay the same. Once you have those goals, objectives, mapped out tested, tried, and tested again, ask someone else to look at you plans as well. But yes, a plan will and should change depending on what’s going on, particularly in some of the challenging times, we’ve had recently. The direction of travel for most businesses should be the same, but some of those short-term goals may alter, may be pushed back, or brought forward, or just ever so slightly between. In short, a plan should be your guide to your overall goal.

    Q6: The pandemic certainly seems to have changed how businesses work – what have you seen with this – has it changed how sales teams are working or is there a bigger issue and the sector needs a complete rethink?
    NH: If I can divide salespeople into two separate groups of people that we encounter on a regular basis. Group one is traditional salespeople, and they would be in a car for long periods each day, they would go and see customers up and down the country, obviously, this has changed over the last year or so and the skill set that they now need, is to engage digitally, online – the skillset changes from being faced to face and this is challenging for some of them. Those that can adopt and adapt to this hybrid are now seeing significant success. The other group of people I would suggest are probably millennials who have grown up with IT, Facebook, FaceTime, and Google Hangout, and similar. people that you used to video calling their friends for some period. They’re the people we’re seeing real success being driven from now because they used to this technological jump that we’ve made in the last 18 months which is probably accelerated six to 10 years’ worth of IT skills, and those guys are particularly good at using online skills, where they can then struggle is the challenge of interpersonal relationships, when it comes to meeting people. It can often come across as being a little bit awkward and rushed. So, to answer your question I don’t think specific sectors need a rethink, but the entire sales process does in most businesses if they haven’t pivoted or flexed in the last 18 months.

    Q7: You’ve been an advocate of sales and marketing working more in line and as one unit, there is obviously a benefit, but what is the resistance or are businesses starting to understand the importance of both working in sync?
    NH: The importance for a business that has both departments working together is paramount, closer collaboration will be the success of the business going forward. There are two things to address that are vitally important, some people might say there’s more. One is aligned goals for sales and marketing. Both teams are very often working on separate KPI’s and timescales businesses that have aligned sales and marketing strategies, they drive growth significantly harder and faster, and those businesses that aren’t aligned and I know that sounds obvious, but in most of the businesses I encounter, or have worked for in years gone by, that isn’t the case. The other one is around egos. So very often, marketing and sales are driven by quite egotistical and driven people. Dropping those barriers and trying to stop one department, dominating the other is the other challenge and if we can get sales and marketing, heads, or directors to work as one team I know that sounds obvious because they are both supposed to be on the same team, you will see significant growth in your business, where these two departments, effectively become one with shared goals and shared direction.

    Q8: Is the perception of sales still seen as a dirty word to some, the Mondeo man driving up and down the M1 or are perceptions changing with the new tech digital generation?
    NH: I think that there are two questions here firstly I think perceptions are changing around the new tech generation, and particularly in some recent research by Gartner global management consulting company. They established pre-pandemic that 45% of B2B buyers don’t want to see a salesperson, this number has grown in the pandemic to approximately 60% of b2b buyers or decision-makers, don’t really see the need to see commercial people face to face, they’re self-educating themselves by the internet. So that’s one part of the question for me. The days of Mondeo man are numbered unless they change. The other part of the question is sales a dirty word. Yes, I think it is. I think people don’t like to talk about it as a nation, we are a little bit shy around using the word sales or revenue. What is the first line on every P&L? Revenue it is the first one for a reason, the most important line is because if we don’t sell something we generally can’t derive a profit from it. So yes, I think there’s been a change in the word from sales to revenue recently to then continue intents and purposes, it’s the same thing.

    Q9: OK only two more to go. If you could what would be the no1 sales tip you would give any business at any stage of growth?
    NH: My one tip would be complacency. Don’t allow complacency to creep into your business and into your sales, particularly in your sales pipeline. We’re currently seeing lots and lots of businesses that have benefited over the last couple of years of significant growth. Nothing is guaranteed in life. And we’re starting to see some businesses lose significant clients because they become complacent about a revenue stream, how they have managed them, or even worse, the lack of management of those accounts, relationships or services. So, my one tip now would be complacency isn’t allow to creep into your business or into your pipeline.

    Q10: And finally Nick – what is your guilty pleasure?
    NH: Chocolate, I have a very sweet tooth so chocolates or sweets are my thing I’m afraid. Although I have to say that in the last 12 months my preference has changed to a lot darker chocolate in the last year or two. But you can’t beat a bar of Cadbury’s or Galaxy.

    Thank you, Nick, for answering your quickfire 10 in 10. It’s been more insightful, and as for red or blue, we know truly which is the better team. Thanks again and look forward to seeing Dynamic Coach Group carrying on going from strength to strength.

  • Sales Deep Dive podcast – Part 2

    Sales Deep Dive podcast – Part 2

    Part 2 of the ‘Sales Deep Dive’ Step Change Podcast from Mike Foster interviewing Nick Hughes founder of Dynamic Coach Group.

    In this episode, Mike is joined by Nick Hughes from Dynamic Coach Group, for the second part of the conversation into sales.
    They discuss how to maximise conversions, advice on hiring your first salesperson, whether or not sales is a skill that can be learned, and the relationship between sales and marketing.

    Click on the link to listen to Part 2 of the podcast.

  • Sales Deep Dive podcast – Part 1

    Sales Deep Dive podcast – Part 1

    Listen to part 1 of the ‘Sales Deep Dive’ Step Change Podcast from Mike Foster interviewing Nick Hughes founder of Dynamic Coach Group.

    Mike is joined by Nick Hughes from Dynamic Coach Group, for a 2 part conversation into sales.

    In this first episode, Mike is joined by Nick Hughes from Dynamic Coach Group to discuss how sales has changed over the past 2 years, sales pipelines, and advice to businesses struggling with sales.

  • Sales Strategy’s & Plans

    Sales Strategy’s & Plans

    Ooh that sounds like a large, expensive project. It is probably just for larger businesses, not my business.

    STOP right there!

    Let’s us just backup a little, before you dismiss a sales strategy / plan and the need for them.

    Every business has a financial plan, usually, in the form of its P&L. It provides the measure of ‘are we doing well financially’, but what drives that financial plan is the business’s income and expenditure. Income driven by sales revenue to be specific. So, if you have a plan to measure the financial health of your business, surely it makes sense to have a plan to feed that beast as best as you can, anything else is just left to chance?

    To feed this beast as best as you can, you need a vision, a direction of travel and commitment, that the whole business can understand, get behind and drive forward as one entity, whatever your size of business. Businesses that employ a sales strategy & plan, can plot their growth and success much faster and with significantly more cost effective when these are in place and deployed effectively than those that do not have them or worse if they are poorly executed.

    In short, if your desire is to be #1 in your chosen market / sector and your driver / vehicle is your UX (user experience) of your product or service for example, then this Is the most basic form of a strategy. It underpins your ‘why’ of why you exist as a business – The UX experience your clients receive, is your passion. Your entire business gets behind the UX experience as the number 1 driver, this should remain central to everything you do.

    How you get to this utopia Is driven by, customers, routes to market, pricing, lead generation activities etc. These all form the tactical level of an active sales plan which underpins the strategy, although if they are key enough to the strategy, they could become a key pillar in the strategy. Think of Apple Inc’s product development programme, it is and remains a central pillar of their strategy to increase the UX experience and therefore their revenue streams.

    Essentially a sales plan and strategy are two different activities but are very closely linked as one serves to support the other and intern supports the feeding of the revenue line on the P&L.

    In our experience, many businesses confuse a strategy, with more short-term tactical activities, which become less targeted, ultimately more expensive, with a let us throw everything at the wall approach.

    Defining your strategy and an active sales plan, linked to your financial aspirations as a business, might sound like a huge piece of work, only for those with deep pockets, with large revenues and a large workforce, but consider this, many of the house names that have sprung up in the last decade or so, did not just start with a P&L, they have to this day a core strategy, central to the core of what they want to achieve, yes they alter course a little from time to time, but that’s the thing about an active strategy plan, it should remain flexible.

  • Virtual Sales – Change Or Get Left Behind

    Virtual Sales – Change Or Get Left Behind

    The way we engage and sell previously to our customers and clients is becoming increasing outdated quicker than you may think. 

    We no longer have the benefit of regular face to face meetings, as the nature of selling changes, driven by socio economics, environmental, technological reasons, but one the biggest challenges is the changing demands of the B2B & B2C buyer, they are forever getting more tech savvy, with greater demands and expectations on their suppliers, in fact the seller is being excluded from the buying process until the very last minute in many cases, as this tech savvy new generation are self-informed, what their needs, wants and desires are, and that spells trouble for businesses and their sales teams who need to adapt quickly.  

    The sales team need to change their approach to selling in the way we prepare for, engage in, and follow up on these customer interactions and selling opportunities. In short, the professional salesperson must develop specific skills set in which to engage the new buyers on their terms, in this ever-changing tech savvy and engaging world. 

    Learning to sell virtually requires a significant shift in the use of traditional selling skills to create a more engaging and connected buyer experience, in short, the buyer’s behaviour has changed also and so must that of the not just the company but their salespeople as well. 

    The artificial and often informal nature of selling over online platforms creates a divide between traditional selling methods that rely on formality and the natural connection people feel when sitting face-to-face. 

    So, what do the new salespeople need to learn? 

    • Preparation, we see all too often previously (face to face) skilled salespeople struggling with the technology, poorly prepared to manage not only the environment, but the clients’ expectations, little or no preparation into personalisation of the materials being used, to enhance the client experience and engagement during the conversation. 
    • The sellers need to upskill is significant if they are to lead and manage the conversation to successful outcome, they need to adjust for this new hybrid environment, whilst having a clear game plan to effectively manage all the stakeholders. 
    • They need to be adaptable to building and maintaining a trusted relationship with clients remotely by applying virtual selling skill best practices. 
    • Finally setting the expectation of asking for the business, the fundamental reason they are there. 

    Dynamic Sales Coach can help equip salespeople with skills and virtual selling techniques to increase effectiveness, credibility and build trust in a virtual setting to drive the outcomes you desire and win more sales. 

    Nick Hughes is a strategist, trainer, and mentor with a track record for delivering business growth, he has offered his one-to-one expertise to businesses and business owners who want to achieve more and through energising their sales performance. Contact him today 01865 362800. 

  • Eagle Lab Oxford

    Eagle Lab Oxford

    Revenue Growth – You never stop learning!

    Dynamic Coach Group is please to support the Eagle Lab Oxford community, with these short commercially focused sessions over April & May.

    Nick Hughes will deliver over the course of 4 weeks, 4 x 45 min sessions at lunch time a series of seminars with topics covering;

    Why do I need a sales plan?

    How to stand out from the crowd and add value.

    Negotiation – The 5 do’s and dont’s.

    Stop Selling – Help your clients make SENSE.

    See the PDF for the joining instructions.

  • The reality of Talent Management Implementation

    The reality of Talent Management Implementation

    We were approached by an organisation who had attempted unsuccessfully to implement a Talent Management Strategy – endeavouring to improve business performance through several ad-hoc talent programmes. They also wanted to address some organisational issues at the same time.

    On meeting the Leadership Team and their managers, we quickly understood that the definition of talent management in the company was ambiguous and meant different things to the managers, plus the incentive to initiate the strategy was also different in the two groups of managers, as follows:

    • The aims and goals of talent management to the Leadership Team focused on improving company performance, creating a more competitive organisation and enhancing the delivery of the business strategies and lastly to improve employee retention. They got the relationship link between the business strategy and a talent management strategy, lastly, they understood why the organisation needed to invest and provide focus to Talent Management.
    • The next level down of Managers were concerned with employee benefits providing rewards for willing skilled employees, of more involvement in the decision-making process and a stronger career path for employees. They also felt talent management was not integrated within the activities of the of the human resources department.

    The contrast in belief and understanding why the organisation wanted to create a Talent Strategy was our start point and further discussions and collection of data revealed some interesting insights. Not least a problematic organisation culture, with managers with different values on the nature of talent management being operated in the company.

    The business had spent time developing its strategy at the Leadership Team level but had failed to communicate this throughout the business in a very effective way. So, this was our start point – we supported the Leadership Team in running various communication cascade workshops, working with managers to design these sessions for the different categories of staff so the messages were clear, robust and consistent. We also heightened the awareness and understanding of the strategy through planned ongoing communications.

    Feedback from managers and employees was great as they now understood the direction of the business and the CEO’s passion to create a great place to work. We could now start working with the business on the development of the Talent Management Strategy.

    The HR Manager was not a part of the original Leadership Team and we worked with the CEO to address the organisation structure and the role of HR within the business.

    Teamwork was an essential element to make this a success and the cross section teams of managers created the talent strategy framework which was approved by the board.

    Throughout this process we had immense engagement with the business because we addressed the fundamental issues early on in the project – creating a common understanding and belief in what the business wanted to achieve and focusing on teamwork and communication.