The 5 Leadership Levels That Changed Everything

by | Mar 17, 2025 | 8. Team

From 80-Hour Weeks to Business Freedom

The 5 Leadership Levels That Changed Everything

I want to share with you a journey that many of us embark on – the transition from being a solopreneur to an entrepreneur. It’s a pivotal moment, and I’m excited to dive into how embracing leadership roles can transform your business.

As discussed in my recent #ADDAZERO podcast episode, becoming an entrepreneur means your role changes dramatically when you hire your first team member. It’s no longer just about getting the work done; it’s about ensuring that work is done efficiently while fostering the growth and development of your team. This shift is both exhilarating and daunting, but trust me, it’s worth it.

The Recruit, Retail, Reward Superheroes course, by My TrueNORTH. Part of the #ADDAZERO Methodology

The Night Everything Changed for Giles

It was 2 AM on a Tuesday when Giles sent me the text that changed everything.

“I’m sat in my car outside the office. Can’t face going home and explaining to my wife why I missed another family dinner. This isn’t what I thought success would look like.”

Giles had built what everyone else called a thriving consulting business. £400K revenue, growing client list, team of four talented people. From the outside, he’d made it. From the inside, he was drowning.

Six months later, I got a very different text. A photo of Giles on a beach in Portugal, grinning at the camera, with a message: “Team just landed our biggest client ever. I’m 1,200 miles away and haven’t checked email in three days. How is this real life?”

What happened between those two moments is a story about leadership that goes way deeper than management tips and business strategies. It’s about what happens when you stop trying to be indispensable and start making others unstoppable.

The Call That Started It All

When Giles first called me, he sounded exhausted. Not tired-after-a-long-day exhausted, but soul-deep weary.

“I hired people to give me freedom,” he said. “Instead, I have more stress and bigger problems. My lead developer won’t make a single decision without running it past me first. My project manager asks me how to respond to every client email. My admin assistant… well, she’s great at following instructions, but that’s it. They just follow instructions.”

I asked him a simple question: “When you’re away for a day, what happens?”

Long pause.

“Everything stops. Last month I took one day off for my daughter’s sports day. When I got back, there were 47 unread messages in our team WhatsApp, all asking variations of ‘what should I do about this?’ Nothing had moved forward. Nothing.”

I’d heard this story a hundred times before. Successful solopreneurs who hire teams but can’t figure out why their problems multiply instead of divide.

“Giles,” I said, “you’re not leading. You’re just being a really expensive project coordinator.”

That hit home.

The Position Trap

See, Giles was stuck in what John Maxwell calls Level 1 leadership, leading through position alone. He thought his job title meant people should automatically follow his vision and execute with the same passion he had.

But here’s the thing about position-based leadership: people do what you say because they have to, not because they want to. They become order-takers, not problem-solvers. Every decision flows upward to you because you’ve never permitted them to think for themselves.

Giles was working 80-hour weeks, not because the business needed it, but because he’d accidentally trained his team to be helpless without him.

“I keep thinking if I just explain things better, if I write more detailed processes, if I’m clearer about expectations…” he trailed off.

“How’s that working for you?” I asked.

“It’s not.”

The Conversation That Changed Everything

Three weeks later, Giles called me back, and something in his voice had shifted.

“I did something different today,” he said. “Instead of giving Sarah her weekly task list, I asked her what she thought we should prioritise this week.”

Sarah was his lead developer, brilliant technically, but she’d never offered a strategic opinion in two years of working together.

“What happened?” I asked.

“She had ideas. Really good ones. She’d been watching our client calls and noticed patterns I’d missed. She suggested we package some of our one-off solutions into a recurring service. It was… actually genius.”

This is how you move from Level 1 to Level 2 – from position to permission. You start seeing your team as human beings with brains and insights, not just hands to execute your vision.

Giles started having real conversations with his team. Not about deadlines and deliverables, but about their goals, their frustrations, what they’d change if they could. He discovered his project manager wanted to move into business development. His admin assistant was studying digital marketing at night and had ideas about their lead generation.

“It was like meeting my team for the first time,” he told me. “I’d been so focused on what I needed them to do, I never asked what they wanted to become.”

Within a month, something magical started happening. People stopped waiting for detailed instructions. They started bringing him solutions along with problems. Sarah began taking initiative on client technical issues. The project manager started suggesting process improvements.

“They’re actually thinking now,” Giles said, wonder in his voice. “I forgot that’s what I hired them for.”

When the Numbers Started Moving

By month three, something had shifted beyond just team dynamics. The business metrics were improving, and Giles couldn’t quite figure out why.

Project completion times dropped by 30%. Client satisfaction scores hit 9.2/10. Most surprisingly, new client referrals increased by 40% – clients were specifically mentioning how proactive and thoughtful his team was.

This is Level 3 leadership – when your influence creates results that benefit everyone. Your team follows you not just because they like you, but because they can see that following your lead makes their work better, their clients happier, and their results stronger.

“I’m barely working any harder,” Giles told me during one of our calls, “but everything is working better. It’s like the whole machine just got oil.”

But the real transformation was still coming.

The Investment That Scared Him

Four months in, Giles called with a dilemma.

“Sarah wants to get certified in project management. It’s a three-month course, costs £2,500, and she’d need time off for workshops. Part of me thinks ‘great, she’s growing.’ But another part thinks, ‘what if she gets qualified and leaves? What if I’m training my replacement?’”

This is where most leaders plateau. They’re happy to have engaged team members, but they’re terrified to invest in their growth because it feels risky.

“Giles,” I said, “what’s riskier – having a highly skilled, highly engaged team member who might leave, or having a bored, underdeveloped team member who definitely will?”

He invested in Sarah’s certification. Then he gave his admin assistant a £1,000 budget to experiment with digital marketing campaigns. Then he hired a coach for his entire team.

This is Level 4 leadership – people development. You stop thinking about your team as they are and start investing in who they could become.

The results blew his mind.

Sarah didn’t just get certified – she revolutionised how they managed client projects. Her new systems reduced delivery times by another 20% and virtually eliminated scope creep. The admin assistant’s marketing experiments generated £80K in new revenue in her first quarter. The team coach helped everyone communicate more effectively, reducing internal conflicts by 90%.

“I spent £8,000 on their development,” Giles calculated six months later. “It generated over £200K in additional revenue and saved me about 30 hours a week of my time. Best ROI I’ve ever seen.”

But more than that, something fundamental had shifted in how his team operated.

The Text from Portugal

Which brings us back to that beach in Portugal.

By month eight, Giles’s team was running strategy sessions without him. They’d identified and developed two new service lines he’d never considered. They were proactively solving client challenges before they became problems.

This is Level 5 – pinnacle leadership. Your team doesn’t just execute your vision; they expand it. They don’t just solve problems; they prevent them. They don’t just deliver what’s expected; they exceed what seemed possible.

“I used to think being indispensable meant I was valuable,” Giles reflected during our last formal session. “Turns out, being dispensable is true freedom.”

His business grew 150% that year while he worked fewer hours than ever. Not because he found some magic productivity hack, but because he’d built a team that could think, decide, and act without him.

“The weird thing,” he told me, “is that now I actually want to be involved. Before, I was involved because I had to be. Now I choose when and how to engage. It’s completely different.”

The Question That Matters

I’m sharing Giles’s story because I see too many talented entrepreneurs trapped where he was, working harder and harder in businesses that should be giving them more freedom, not less.

The question isn’t whether you’re a good leader or a bad leader. The question is: what level are you operating at, and what would it take to climb to the next one?

Are you still trying to control everything through position and authority? Are you building the relationships that create genuine followership? Are you consistently delivering results that benefit your whole team? Are you investing in your people’s growth even when it feels risky? Or have you created an environment where your team can achieve things you never imagined?

Here’s what I know: every level feels impossible until you reach it. Giles couldn’t imagine his team taking initiative when he was at Level 1. He couldn’t imagine them driving results when he was at Level 2. He couldn’t imagine them growing beyond their current roles when he was at Level 3.

But leadership isn’t about imagining what’s possible. It’s about taking the next step and discovering what becomes possible.

Where This Goes Next

If Giles’s story resonates with you – if you’re working harder than you want to be, if your team feels more like a burden than a blessing, if you’re tired of being the bottleneck to everything that matters – then let’s talk.

At My TrueNORTH, we specialise in helping conscientious business leaders scale sustainably. Not just adding zeros to your revenue, but multiplying your impact while dividing your stress.

Because here’s the truth: you didn’t build a business to become its prisoner. You built it to create something bigger than yourself.

The view from Level 4 and 5 is worth every step of the climb.

What level are you operating at right now? Drop me a message and let me know what resonated with you today – I read every single one.

From Combat Medic to Business Leader – 5 Military Skills That Drive Entrepreneurial Success

by | Dec 11, 2024 | 8. Team

Jay Allen (RAMC)

As a former Rapid Deployment Advanced Combat Trauma Medic, I’ve discovered that the skills honed in the military have become powerful drivers of entrepreneurial success.

My journey from the battlefield to the boardroom has equipped me with five key military skills that have proven invaluable in my roles as a Business Leader, Entrepreneur, and #ADDAZERO Scaleup mentor. These skills have not only shaped my own success but have also become the foundation of how I help other business leaders significantly and sustainably scale their companies.

The 5 Military Skills That Transform Business Leadership

Decisive Action Under Pressure

In combat, split-second decisions can mean the difference between life and death. This ability to make critical choices quickly and effectively has proven invaluable in navigating the fast-paced business environment.

Strategic Team Leadership

The military’s emphasis on teamwork and leadership has directly translated to building and managing high-performing teams in the corporate world. As a combat medic, I learned to lead and inspire others, fostering collaboration across diverse groups while maintaining focus under extreme pressure.

Calculated Risk Management

My experience in assessing and mitigating risks on the battlefield has equipped me with a unique perspective on managing business risks. This skill has been crucial in making strategic decisions and guiding companies through uncertain times.

Adaptive Problem-Solving

The ability to adapt to rapidly changing situations and find creative solutions to unexpected challenges is a hallmark of military training. This adaptability has been essential in navigating the ever-evolving business landscape.

Unwavering Discipline and Resilience

The discipline and resilience instilled by military service have been key factors in my entrepreneurial journey. These qualities have helped me persevere through challenges and maintain focus on long-term goals.

By leveraging these transferable skills, I’ve been able to drive success in my own ventures and help other businesses scale up through my work as a #ADDAZERO mentor at My TrueNORTH. The transition from combat medic to business leader may seem unconventional. Still, these core competencies developed in the military have proven to be powerful assets to both myself and those I continue to serve.

For the past 10 years, through My TrueNORTH, I have had the privilege to help other conscientious business owners/leaders learn, harness and enhance the same powerful skills to accelerate both you and your business.

Why Choose My TrueNORTH?

ADDAZERO Methodology - The 8 Elements of every Scaleup business

Personalised Guidance

As your experienced, objective scaleup Mentor, I provide accredited, tailored strategies to scale your business to its highest level. My approach considers your unique challenges and goals, ensuring a personalised path to success.

Proven Results

On average, our clients grew by 26% NET last year, with some reporting more than 100% growth as a direct result of applying our proven #ADDAZERO Business Methodology. (Our record this year has seen one client declare a 1340% ROI on the investment made to achieve their success) This track record demonstrates the effectiveness of our approach in driving tangible and sustainable business outcomes.

Comprehensive Skill Development

We cover all eight elements required for every business to scale sustainably. We also focus on enhancing crucial skills such as leadership, decision-making, effective communication, emotional intelligence, conflict resolution, etc. These areas are critical for business growth and align closely with the transferable skills from my military experience.

Ethical Business Practices

At My TrueNORTH, we emphasise sustainable expansion and ethical business practices. This approach ensures that your growth is not only profitable but also aligns with your values and creates a lasting positive impact. It has led no less than three of our clients to be recognised by the palace for service to their industry, ten others to be finalists in the Entrepreneur of the Year awards, and countless others to win both industry-specific and regional recognition for their growth.

Accountability and Support

All our programmes are delivered via structured 1:1 coaching/mentoring sessions (to ensure every aspect is tailored to each client), access to extensive digital resources, ongoing support, and regular accountability check-ins. This comprehensive support system ensures you stay on track and motivated throughout your growth journey.

By working with My TrueNORTH, you’ll access a wealth of experience and a proven global award-winning methodology that helps you transform your business. Together, we can apply the discipline, adaptability, and strategic thinking I first learnt in some of the world’s highest-pressure environments and then adapted to accelerate your business’s growth and success.

Are you ready to super-charge your business growth using battle-tested leadership skills?

Book a free DISCOVERY CALL today and discover how our #ADDAZERO methodology can help you scale your business.

loyalty

by | Sep 9, 2024 | 8. Team

Commitment to Our Team, Brand, Vision, and Clients

At My TrueNORTH, loyalty is a deeply ingrained value that underpins everything we do. Loyalty means steadfast commitment and unwavering support for our team, our brand, our vision, and our clients. It’s about building and maintaining relationships based on trust, respect, and mutual dedication. Loyalty is not just an expectation but a promise that we make to ourselves and to those we work with. It ensures that we remain true to our mission, values, and the people who trust us to guide them on their journey.

What Does Loyalty Mean to Us?

Loyalty at My TrueNORTH is about commitment—commitment to our core values, to the people we work with, and to the vision that drives us. It’s about standing by our principles and our partners through thick and thin, ensuring that we consistently deliver on our promises. Here’s how loyalty is embodied in our approach:

  1. Commitment to Our Team: We believe that loyalty starts from within. Our team is the backbone of our organization, and we are committed to their growth, well-being, and success. We foster a culture of loyalty by creating a supportive environment where team members feel valued, trusted, and empowered. This commitment to our team is reflected in the way we invest in their development, recognize their contributions, and stand by them in all circumstances.
  2. Dedication to Our Brand: Loyalty to our brand means being true to the values and principles that define My TrueNORTH. We are committed to maintaining the integrity of our brand by consistently delivering high-quality services, upholding our ethical standards, and staying true to our mission of supporting ethical entrepreneurship. This dedication ensures that our brand remains a symbol of trust, excellence, and integrity.
  3. Adherence to Our Vision: Our vision is the driving force behind everything we do. Loyalty to our vision means staying focused on our long-term goals and remaining committed to the path we’ve set out on. It’s about making decisions that align with our mission of eradicating unemployment in the UK by helping small business owners to scale sustainably and ethically. This loyalty to our vision ensures that we remain purpose-driven and that every action we take moves us closer to achieving our goals.
  4. Commitment to Our Clients: Our clients are at the heart of our business, and we are fiercely loyal to their success. We see our clients as partners on a shared journey, and we are committed to supporting them every step of the way. This loyalty is demonstrated through our dedication to their growth, our willingness to go above and beyond to meet their needs, and our commitment to building long-term relationships based on trust and mutual respect.

Building a Strong, Supportive Environment

At My TrueNORTH, we believe that loyalty begins with our team. A loyal team is a strong team, and we are dedicated to creating an environment where our team members feel supported, valued, and motivated to contribute their best. Here’s how we cultivate loyalty within our team:

1. Investing in Growth and Development
We are committed to the growth and development of our team members. This means providing opportunities for continuous learning, professional development, and personal growth. By investing in our team, we not only enhance their skills and capabilities but also demonstrate our loyalty to their long-term success. This investment fosters a sense of loyalty in return, as team members feel valued and supported in their careers.

2. Fostering a Culture of Trust and Respect
Loyalty is built on trust and respect. At My TrueNORTH, we prioritize open communication, transparency, and mutual respect in all our interactions. We trust our team members to take ownership of their work, make informed decisions, and contribute to the success of the business. This trust is reciprocated with loyalty, as team members feel confident in their roles and committed to the organization’s success.

3. Recognizing and Rewarding Contributions
Loyalty is reinforced when team members feel that their contributions are recognized and appreciated. We make it a priority to acknowledge the hard work and achievements of our team members, whether through formal recognition programs, regular feedback, or simply taking the time to say thank you. By celebrating their successes, we show our loyalty to them, which in turn fosters their loyalty to the organization.

Upholding Our Values and Standards

Loyalty to our brand means staying true to the values and standards that define My TrueNORTH. It’s about ensuring that everything we do aligns with our brand’s promise of ethical, high-quality service. Here’s how we demonstrate loyalty to our brand:

1. Consistent Delivery of Quality
We are committed to consistently delivering the highest quality of service to our clients. This means adhering to our standards of excellence in everything we do, from coaching and mentoring to the way we communicate and engage with our clients. By maintaining this level of quality, we reinforce our brand’s reputation and ensure that it remains a trusted name in the industry.

2. Ethical Business Practices
Loyalty to our brand also means upholding our ethical standards in all aspects of our business. We are committed to conducting our business with integrity, transparency, and fairness, ensuring that our actions reflect the values we stand for. This commitment to ethics reinforces our brand’s identity as a leader in ethical entrepreneurship and strengthens the trust our clients place in us.

3. Protecting Our Brand’s Reputation
Our brand’s reputation is one of our most valuable assets, and we are dedicated to protecting it. This means being mindful of how we represent our brand in the marketplace, ensuring that our messaging, actions, and partnerships all align with our brand values. By safeguarding our brand’s reputation, we demonstrate our loyalty to the principles and mission that define My TrueNORTH.

Staying True to Our Mission and Goals

Our vision is the guiding light that drives everything we do at My TrueNORTH. Loyalty to our vision means staying focused on our mission and committed to achieving our long-term goals. Here’s how we remain loyal to our vision:

1. Staying Purpose-Driven
We are committed to our mission of eradicating unemployment in the UK by supporting small business owners in scaling sustainably and ethically. This mission is the foundation of our work, and we remain loyal to it by ensuring that every decision we make aligns with this purpose. Whether we’re developing new programs, engaging with clients, or expanding our reach, we always keep our mission at the forefront of our actions.

2. Making Strategic Decisions Aligned with Our Vision
Loyalty to our vision requires us to make strategic decisions that are aligned with our long-term goals. This means carefully considering the impact of our choices and prioritizing actions that move us closer to achieving our vision. By staying focused on our goals and remaining true to our mission, we ensure that our efforts are consistent and that we continue to make progress toward our ultimate objective.

3. Adapting Without Compromising
While we remain loyal to our vision, we also recognize the importance of adaptability in an ever-changing business landscape. However, this adaptability never comes at the expense of our core values or mission. We are committed to finding innovative solutions and adapting to new challenges while staying true to the principles that guide us. This balance allows us to remain loyal to our vision while navigating the complexities of the business world.

Building Long-Term, Trust-Based Relationships

Our clients are at the heart of everything we do, and we are deeply committed to their success. Loyalty to our clients means building long-term relationships based on trust, mutual respect, and a shared commitment to growth. Here’s how we demonstrate loyalty to our clients:

1. Personalized Support and Dedication
We see our clients as partners on a shared journey, and we are dedicated to providing personalized support tailored to their unique needs and goals. This means going above and beyond to understand their challenges, offering tailored solutions, and being there to support them at every step. Our loyalty to our clients is reflected in our unwavering commitment to their success.

2. Building Trust Through Consistency
Loyalty is built on trust, and trust is built through consistency. We are committed to consistently delivering on our promises, ensuring that our clients can rely on us to be there for them when they need us most. Whether it’s providing timely advice, following through on commitments, or maintaining open lines of communication, we ensure that our actions consistently reflect our loyalty to our clients.

3. Long-Term Partnerships
We believe in building long-term partnerships with our clients based on mutual respect and a shared commitment to success. This means investing in our relationships, being there for our clients through good times and bad, and always prioritizing their best interests. Our loyalty to our clients extends beyond individual transactions; it’s about fostering relationships that last and that are built on a foundation of trust and loyalty.

Loyalty as the Lifeblood of My TrueNORTH

Loyalty is more than just a value at My TrueNORTH—it’s the lifeblood of our organization. It’s the commitment that drives us to stand by our team, uphold our brand, stay true to our vision, and support our clients. Loyalty is what allows us to build strong, lasting relationships based on trust, respect, and mutual dedication.

As we continue to grow and evolve, we remain steadfast in our loyalty to the values and principles that define us. We believe that by staying true to our commitments and consistently demonstrating our loyalty in all aspects of our work, we can create a business that is not only successful but also respected, trusted, and admired. Whether you’re a member of our team, a client, or a partner, you can count on My TrueNORTH to stand by you with unwavering loyalty every step of the way.

Team Versus Mission

by | Aug 3, 2020 | 1. Vision, Value, Culture, Purpose, 8. Team

What a Sunday walk taught me about Communication, Leadership, Team Dynamics, Training, Equipment, Risk, Reward and #Missioncreep!

On Sunday, I joined up with around 15 other people for a walk across the moors.

It was advertised on Facebook, with ‘Kit’, the organiser (someone known to me through walking) as a 16K walk, taking in 7 different reservoirs, and offered both a start point, start time, route and intended completion time.  It was ‘open to all’ and encouraged people to come as a family, bring their dog, and to simply enjoy some fresh air, exercise, and the company of others! – What could go wrong?

I invited a few friends to join me, who I know to be keen walkers also, and we met with around 15 or so others who had chosen to respond to the call also.

After a quick ‘brief’ by Kit’ regarding the weather forecast, ‘social distancing’ and the likes, we all set off in single file ahead of the day together. The weather was good, the group keen and ready for the day, all was ‘as it should’.

However, it wasn’t long before we began to notice a significant difference in pace and ability of the group.  There were those (such as myself) as seasoned and accomplished walkers, who were keen to ‘get on’ and whilst enjoying the walk and the incredible scenery, were looking to ‘make progress’.

Whereas others appeared to be far less accomplished.  I noticed how some in the group were wearing trainers and shorts. (More afternoon stroll through the park attire, than out for a hike). They had no bag, with food or water with them, and were quickly flailing behind the main group.

For us to maintain the group. This then determined a number of unplanned ‘stops’ allowing the less experienced walkers to ‘catch up’. But determined you were frequently warming up and cooling back down which as you may well know encourages the onset of cramp!

As this continued the gaps between lead and tail grew longer, quicker and of more concern. It was quickly becoming a ‘them and us’ and more difficult to manage. With the lead group keen to march on, frustrated by the many stops and continually moving around, stretching to prevent the risk of cramp.  Where as the tail group were also becoming frustrated, feeling they were being pushed to work harder (perhaps beyond their capability) and found the moment they arrived back with the main group, were unable to take a break, as the front runners were now setting out again!

Kit’s leadership was being sufficiently tested continually now, as the first group were keen to push on and the second group ‘wanted the same breaks as the other group got!’. Communication went from nice, pleasant, jovial chat, to more direct, demanding statements of intent and expectation.

Within the first 3 miles of the walk, the team dynamics had shifted significantly from a group who had come together to achieve a single purpose. To one completing with each other to either achieve the goal OR remain as a group! And at this point I found myself severely torn!

[TD]EU Teams: Split Sea Wolves of Croatia - Touchdown Europe

As a former soldier within the British Army we were always told “Never leave anyone behind” and I’ve ALWAYS known as a team to function effectively, you are only as good as the weakest part.  Therefore, to maintain TEAM you must move at the slowest persons pace.  However, it was quickly becoming evident, there was now a significant problem with this.

We had all agreed to meet at a certain point, enjoy a 16k walk, and return back to the location – Mission complete) at a certain time.  And whilst the risk of NOT achieving the deadline, may not be that important to those ‘out for a stroll’.  For the others of us within the team, we had chosen to commit to this for a set period, as time IS something EXCEPTIONALLY important to us.

Team ONE had a challenge, either maintain TEAM or split and achieve GOAL?

The next 3 miles the dynamics changed, we saw members of ‘team one’, move to the back and look to motivate and encourage ‘team two’ to ‘push on’ for both to be achieved.  However, this was quickly met with contempt. RATHER than see this as helpful encouragement, it was a challenge, and the more encouraging ‘team one’ tried to be, ‘team two’ slowed even further, asking for more breaks and fuelling the angst and divide.

During the 10th mile and the realisation we were less than 2/3 the way round, and not likely to complete until 2.5Hrs AFTER the initial stated end time, it all came to a head.  We reached a very soft ‘boggy’ area of the moors, where skill. Judgement and confidence determined if you crossed safe and dry, or a wet and covered in peat! Despite every attempt for ‘team one’ to help, ‘team two’ saw this as patronising and unwelcome. What ensued was neither pleasant or enjoyable, and we watched as others become more angry and disappointed at the day, the outcome, the leader, their selves!

With the group is disarray, and a breakdown between the two groups, it was decided ‘Kit’ would lead ‘team two’ and guide them off the moor and attempt to short cut the route back to the rendezvous. Where as ‘team one’ were keen to push on and achieve what they had set out to achieve, in the time left to do it in!

By the half way point I had realised several key points:

  1. The Leadership was not strong enough to hold the team together
  2. Communication both prior to the event (on exactly what was involved and the expectations and requirements of those involved, had been lacking, and on the day more coercive than commanding
  3. The dynamics of the team were so diverse it had quickly fragmented becoming two sub teams now competing against each other and not mission focussed
  4. The likelihood of the team finishing together was at risk, as well as the mission to complete on time.
  5. Team members did not have the right equipment (clothing) and training (experience) to complete the mission as intended!

So what?…..

Yes, I know.  It’s a Sunday afternoon walk, and I’ve turned it into a fight for survival.  And perhaps I should simply chill out and enjoy the scenery!

But as a Business Owner, there are SO many lessons to learn from here, it wouldn’t do this justice NOT to share them that we may all take something from the day!

Lesson 1:

Who is on your team? Have you picked the right people for the task? How did you select them (Or did they select you?) Are they in the right positions within the business? Do they have the right training and equipment to work effectively and efficiently to not only contribute to the mission but help bring it in on TIME and BUDGET?

Lesson 2:

How well have you determined, documented, and communicated the business mission? How well informed are those on the mission with you? How clear are they about what it is? Their contribution to it? What that means to achieving the mission? What that subsequently means for THEM?

Lesson 3:

Do you have the relevant and necessary skills to manage the team effectively? Are you spending your time nurturing both them team and the people within it sufficiently to ensure they pull together to achieve more, rather than split into competing factions?

Lesson 4:

What considerations have you built into your mission to cater for unexpected obstacles and how you will approach these? What is more important, the mission or the team? And if pushed, which way would people choose?

I’ve seen SO MANY good businesses, hit a small problem, which creates a crack. A crack in the wall on which they are aiming to climb. Not big, not significant, not anything to cause alarm. But sufficient that is there, and gone unchecked, unaddressed, unchallenged will slowly grow.  The business continues to progress, more and more business is done, more employees are now on the team, and the crack continues to slowly ebb its way along the wall.

And then one day, and it might not be something that large, but something causes the crack to snap. There is divide, and before you know it, the whole damn wall comes crashing down all around them!

And yet to overcome this, to prevent it EVER being a problem is relatively straight forward:

Build a business with the right People, Systems and Processes who are dedicated to the mission and have the skills, capability, ability, and desire to achieve it!  Provide the right culture and environment for them to flourish and nurture them as individuals.

FAILURE to do this, and you simply risk building your castle on the sand!

Drop a comment below and let me know your thought on this?

And don’t forget to share this across your own network, for others to benefit also…

You might also enjoy reading:

How to feed a superhero!

How to be a SUPER Boss!

7 ways to improve your influence

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How to choose a coach?

by | Jun 3, 2020 | 8. Team

What do Tiger Woods, Lionel Messi and Roger Federer all have in common?

What about:

  • Butch Harmon
  • Ernesto Valverde
  • and Ivan Ljubičić

What do these have in common?

The answer to my first question is:

They are all recorded as the greatest athletes in the world at their chosen sporting discipline.

And yet when I ask the second question, The most common answer I get is:

Who?

(You will have to read to the very end to get the answer!)

I’m sure you are more than familiar with Larry Page, Eric Schmidt and Jonathan Rosenberg at Google, Steve Jobs at Apple, Jeff Bezos at Amazon, John Donahoe at eBay, Marissa Mayer at Yahoo, Dick Costolo at Twitter, and Sheryl Sandberg at Facebook.

what do ALL of these people have in common?…

Bill Vicent Campbell Jnr

Bill Vincent Campbell Jnr!

(You got it, the answer is towards the bottom of the post)

From Leonardo de Caprio to Bill Clinton and almost every walk of life and profession in between, there are a hundreds of thousands (if not millions) of people at the very height of their profession who have gone on public record acknowledging the impact Tony Robbin has had on their lives (as their Life Coach).

It was Bill Gates himself who declared:

“If you want to get ahead,

get a coach”

A sentiment echoed by Eric Schmidt when interviewed on Oprah (who recognises her life and career has been helped massively by her life coach of some 20+ years Martha Beck).

And yet, whilst there is a continuing growing amount of evidence to support the role of Coach/Mentor within Life and Business, it does not always work out for the best!

When coaching goes bad!

It was a huge shock in the football world to learn of Claudio Ranieri sacking from Leicester City, just months after taking all the way to winning the Premier League title. And there are countless other examples where ONCE the team has achieved notoriety and success, they immediately look to distance themselves from the very person who made it all possible.

One has to ask:

What did the COACH do wrong?

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I was always taught, whenever you choose to point at someone to apportion blame, there are always three pointing directly back at YOU.

In my own experience as a Business SCALE mentor, I have also witnessed this on both sides. We have worked exceptionally hard to identify and concentrate our efforts on marketing to and attracting our Ideal Target Clients. SME Business Owners of service-based businesses, with whom are looking to SCALE and EXIT. The more work we do on refining this, the more effective we become in offering the right level and style of coach/mentoring to aide their ongoing and future success.

However, on occasion; and despite helping our clients to SCALE.

The recognition of which has not always been as forthcoming!

In 2019, there were three occasions where despite having listened intently to their desires and ambitions for the business, and helped them ensure they have the people, systems and processes in place to deliver the scale of growth they were seeking. And then MASSIVELY over delivered on what the business subsequently achieves, the client has immediately cancelled any further coaching, refused to acknowledge any of the work we did in supporting them to achieve it, claiming THEY had done all the work!

Now don’t get me wrong. I acknowledge it is their business. It is they who have had to get up early, go to bed late, and put the work in to achieve these results. There is no denying moving from a growth model to a SCALE model takes confidence, guts and some hard work. And I’m not seeking a chair at the board room table, share options or a trophy! But rather than dismiss with disdain the person who has helped, formulate, develop, refine the original idea’s to take them from aspiration to reality. The person with whom you have shared your fears and concerns, your uncertainty and challenges. The person with whom has both held your hand, patted you on the back AND held your feet to the fire to be subsequently pushed through the fire door, and disregarded is both incongruent to the business you are building and the values to which we agreed to work when we first accepted them as a client!

Whilst we continue to see clients hit and smash their agreed targets and goals. Receiving more enquiries, converting more into sales, taking on more staff and premises to manage a growth in demand and share of the market. 2019 was tainted by 3 clients with whom left, failing to acknowledge the support, guidance, coaching, mentoring and accountability we had been providing, enabling them to achieve their ongoing successes.

It was so impactful, that I chose to go back to the classroom and learn more as to what WE could do to alleviate this.

We returned to Koogar Digital Marketing, and commissioned Amanda Daniels to work with us on further refining we had done on the initial work we did with her on the Ideal Target Client Avatar. We Knew WHO we work best with, but perhaps we hadn’t done sufficient work on WHO works best with US and WHY?

The work she had us do was far reaching, and rather than a 1-day consultation turned into a major piece of work, we have been doing ‘behind the scenes’ for the past 9 months or so. It has taken up a huge amount of time and energy and really got us thinking hard about not only WHO we work best with, and why that is, but who we DON’T work that well with, and why this is also. We’ve studied to the 8th degree more detail about every aspect about our Ideal Target Client, that we have a dossier brimming with information we can now use to better serve our clients well.

However, we also have a NEW dossier, and it’s even fuller!

Our NEGATIVE AVATAR (something prior to this day with Amanda I had never even heard of before) has been built up of every conversation, tweet, post, like share, comment of those with whom we will now NOT work with. It is a histogram of them and spreads widely as to their likes and dislikes, their preferences, influencers, behaviours, communication (both in terms of words and style) which has helped us to identify who (even if they may LOOK like an Ideal Target Client) is actually masquerading as such whilst actually NOT!

This has been some of the most insightful, thought provoking and revealing work we have done (post #ADDAZERO) and really tested our ability to remain observant, vigilant and have the confidence to say:

“Thank you, but No”

Whilst I’ve previously blogged about the 23 Ways to get busy people to say YES, and why saying NO is good for business. Nothing had prepared us for what we have learnt from this ongoing exercise and the impact it would have on us, our conversations and the relationship with both our existing clients and that of prospective new clients.

I am so grateful to Amanda, for the insight she has brought to our business, and from the clarity of decisions we are now able to make on WHO, WHAT, WHEN, HOW and WHY we do what we do, the way we do, for who we do.

If you would like to know more about our #ADDAZERO Business Challenge, and how by applying this to our clients we have been able to ensure a MINIMUM growth of 26% across our entire client base, CLICK HERE to complete the #ADDAZERO Foundation Audit. It will give you a clear understanding of your businesses current SCALE sustainability, and whether we are likely to be the best fit for you to partner with in achieving it!

For those wondering as to my personality questions at the introduction to this blog:

Butch Harmon is credited as having coached Tiger Woods from a teenager to winning his first Pro tournament.

Ernesto Valverde is widely regarded as the inspiration behind Messi’s success.

Ivan Ljubičić continues to be the one Roger Federer turns to as coach.

Oh and Bill Vincent Campbell Jnr is known the world over as having coached more of the silicon valley billionaires than anyone else in the world!

Behind every successful entrepreneur you will find (if you are looking) their coach!

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You can read more about our COACHING including:

DO YOU WORK WITH FAMILY RUN BUSINESSES?

DO YOU WORK WITH FRANCHISEES?

I ALREADY RUN AN ESTABLISHED BUSINESS, WHAT CAN YOU DO FOR ME?

I’M A START-UP, CAN YOU HELP ME?

DO YOU HAVE ANY EXPERIENCE IN MY INDUSTRY?

WHAT TYPE OF BUSINESSES DO YOU WORK WITH?

I’VE ALREADY GOT A COACH

HOW DO I KNOW WHO IS THE RIGHT COACH?

And many other coaching questions you might have, by simply visiting our FAQ’s page?

Drop me a comment, and let me know YOUR thoughts on reading this?

Reactions to Effective Enemy Fire

by | Apr 23, 2020 | 8. Team

On the command “Take cover”

Dash

Dash towards the nearest cover or the cover previously indicated by the section commander.

Down

Crawl Get down and crawl into the position. Keep the weapon behind cover.

Observe

Sights Observe, check that the sight is correctly set and fire at any visible enemy or target indicated by the section commander.

Fire!

Keep behind cover as much as possible and vary your position. During any lull in firing, refill magazines from behind cover.

On the command “Prepare to advance” or “Prepare to move”, make sure there is sufficient ammunition in the magazine on the rifle, pouches are fastened and that sights are at 300 metres. On the command “Advance”, or “Move”, break cover from a different place from that in which firing took place, and advance in the direction and in the formation indicated.

As a former soldier within the British Army, we spent much of our time when not deployed on operations, exercising these (and many other) manoeuvres in order they were a ‘drill’ and that we ALL knew exactly what to do if and when we encountered the enemy.

COVID-19 The hidden enemy

In many ways the world is currently being attacked by a hidden enemy, this time in the form of a contagious and deadly virus. And so it is perhaps apt, we all learn to adapt to the circumstances we now face, in order to fight through and overcome the immediate threat.

As the spread of the virus (and a greater understanding as to its threat) has spread, initially from Wuhan, China and across the world, the immediate reaction to this can be start as FEAR.

Fear is a chain reaction in the brain that starts with a stressful stimulus and ends with the release of chemicals that cause a racing heart, fast breathing and energised muscles, among other things, also known as the fight-or-flight response. People and Media can corrupt our minds cause fear affects despite not being founded. After watching a horror movie, a person may become scares of simple objects because that persons fear has been affected by what they watched, causing them to find simple object fearful. … Your fear affects you and is easily perpetuated within the people around you.

The good news is, getting through fear is a skill that anyone can learn.

The problem is that most people cling to their fears, because they believe it’s a part of who they are. If you aren’t ready to face your fears instead stuck in a ‘victim’ mentality, there is little to be done, until you are willing to accept this does not have to be the case.

How to Start Overcoming Fear, Right Now

  1. Before you can begin overcoming fear, you have to be aware that your fears are causing havoc in your life. It’s easy to get so attached to your thoughts and feelings that you think they are all that exist, which couldn’t be further from the truth. You are not your fears. You are the awareness that experiences it.
  2. Get specific about exactly what you are afraid of. Pay attention to the pictures you have in your head about the situation. What is happening in them? What are you really scared of? Become an observer of your inner space.
  3. While curiosity may have killed the cat, it certainly won’t do you any harm when investigating your fears. Get curious about what thoughts generate your fear. Where do you feel the fear? How do you react to it? What colour does it have? Be an observer of what is going on.
  4. Staying PRESENT. What are you lacking right now? When you centre yourself in the now, you realise that everything is how it is. You naturally accept what is. Tapping into the now can be as simple as feeling your body and breath. My favourite book on the subject is The Power of NOW by Eckhart Tolle
  5. Emotional Freedom Technique (EFT) also sometimes referred to as tapping. You use your fingertips to tap meridian points on your body while thinking of a fear you have and it can alleviate and sometimes get rid of the fear altogether.
  6. With hypnosis, you can program the right thoughts into your mind and eliminate negative thoughts and beliefs. This doesn’t work for everyone, but it might for you. My brother uses it to evoke positive change in his clients. Remember, this isn’t necessarily about getting rid of your fears, but learning to relate to them in a different way.
  7. Whenever you feel fear, switch it over to what you are grateful for instead. If you’re afraid of public speaking, be grateful for the opportunity to communicate with so many people, and that they are there to genuinely listen to what you have to say. If you are outgrowing your friends, be grateful for what’s to come.
  8. Getting your fears down on paper is important, because trying to think them through doesn’t work. You get caught up in endless loops of negativity that only lead you further down the rabbit hole, and make your life unhappy.
  9. It’s good to TALK. No-brainer advice, but how often do we hold the negative in because we are afraid of how others might react, or because of some other reason? Talking helps, but avoid drowning in self-pity, and choose the right person to talk to. If you have no one to talk to, try journaling or find a therapist.
  10. If you can find a good therapist, therapy can be highly beneficial, even life-changing. Finding the right therapist for you can be hard. Listen to your gut and choose someone who resonates with you.
  11. NLP is short for Neuro-Linguistic Programming. I’ve studied this, and currently a Master NLP Practitioner. NLP has helped thousands in eliminating phobias, fears, and other emotional problems, so it has its place, but only if you are open and willing to embrace it.
  12. Do you have a fear of success, or a fear of failure? A good coach can help you examine what you truly want from life, and where your fears come from. Whilst this work can be challenging and uncomfortable, it’s very helpful in getting clear about what you want and the things stopping you from achieving that. 
  13. Reading a good book on your specific fear can open new doors on how you can get rid of it. I like to read a lot of motivational and inspirational work on and around the topic I’m dealing with and notice what impact this has on me.
  14. I’m an ACTION TAKER, and I know that fears are just fears. They are created by my imagination to make reality seem scarier than it is. When you take action and face your fears, they become weaker, because you realise that reality isn’t nearly as bad as your imagination. This allows you to find and follow your purpose. 
  15. Did you know that the food you eat can have a dramatic impact on how you feel? All the processed sugars, additives, sweeteners, and other chemicals in our foods have a surprisingly powerful effect in getting our body out of balance. Stick to a clean diet that suits you. Meaning, more fruits, vegetables and whole (real) foods. Just eat a bit more each day. See what happens. You may find yourself having more energy and courage.
  16. Whenever fear strikes, flip it over. Instead of thinking of something bad that can happen, find the positive within. What’s a positive outcome to your fear? If you’re thinking about public speaking, imagine yourself being successful instead of failing horribly.
  17. Learning to deal with fear is all about putting your negative thoughts into perspective. We tend to focus too much on the negative, so by looking at all the options, you often realise that you’re making a big deal of nothing. There are so many things that could happen that it’s impossible for your mind to predict the future.
  18. Surrendering to what is is powerful, because as long as we try to change what is, we are in war with reality. Sure, our mind may tell us that we can’t surrender. We may be afraid, but what I’ve found is that when I surrender, I find peace. I’m not giving up on life. I’m simply stopping the incessant thinking and trying to control that which cannot be controlled. There’s a subtle difference. You can still change your life, but it comes from a different place.
  19. Energy can get trapped in your body. When you do Yoga and breathe, that energy can be released. Sometimes you release parts of your fears, or you might even find that you’ve dropped a few fears without even noticing after a few months of Yoga.
  20. Understand. When you realise that failure is not the end of the world, you become free. Failure is just a stepping stone to success. Our fears are based on presumption of things that are YET to happen. By accepting this, we can then use it as fuel to drive us on to prevent that from becoming a reality. “Face the fear, and do it anyway“

FSNP

There are 4 stages of human behaviour when it comes to change.

Form | Storm | Norm | Perform

  1. We rarely like change, especially change that has been brought about by a series of actions we did not ask for or want. And so during our immediate FIGHT / FLIGHT response, we observe the change. We allow it to FORM.
  2. From this, we immediately move to STORM. As we don’t like change, and didn’t either request or want this, we fight to ‘go back to the way it used to be’ we object, challenge, disobey in an attempt to almost turn back time to prior to the change.
  3. Eventually we acknowledge this is simply not possible, and we settle, beginning to ‘accept’ the change as the new NORM.
  4. Once we have accepted this, we return back to PERFORMING within the new environment.

Situational necessity

Just as during deployment into a theatre of operations, and knowing this FSNP model; it may be that we have to push people through this quickly in order NOT to drop performance. Situational necessity might deem there is no time to spare, regardless of the changes that have occurred to continue to perform. And at times such as there it IS possible to drive through rapid change effectively.

However, the moment the situational necessity alters and no longer requires this, human behaviour will naturally return, and go through the FSNP model prior to it being accepted that the new norm is now the norm!

PLEASE feel free to comment and share this within your own network. And if you have enjoyed this, your also likely to enjoy my book Battlefield2Boardroom and the other 9 Proven Military Strategies to overcome Mediocrity!

I’d LOVE to get your feedback, so before you go, please drop me a comment below:

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How to be a SUPER Boss!

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