We Need To Align Three Acumens

There’s three elements we need to align. Functional acumen. Business acumen. People acumen. How aligned are we?

'Great message Rob. A lot of us focus on just the numbers, which is important, but is a short sighted approach to running a business. I think all people have the potential to be great, but it takes a leader with excellent people skills to help them realise brilliance. The same principles apply to parenting, teaching etc.'

- Iqbal Singh Bedi, Founder

Do Our Demands On Others' Time Help Them Better Execute?

We ask ourselves ‘what’s the point of this?’ 

Engagement operates at both a macro and a micro level.  What we’re presented with has to make sense to us. We have to buy in to the concept and the substance. 

When it comes to learning and development, we’re more likely to be engaged when we can see it helps us achieve what we’re pushed by our leadership to achieve. This applies beyond learning and development too. 

Do our internal initiatives make sense to those affected by them? Put another way, will our demands on others’ time help them better execute?

'Great one Rob.  We had a lunch yesterday discussing how leaders motivate their people to engage in change - and think we all agreed - we don't communicate the value and outcomes to individuals enough.  Is it selling? Yes.  But is it coaching teams before you start change?  Your piece this morning has confirmed in my mind it is both - but the coaching piece wasn't discussed and should have been.'

- Chris Gabriel, Chief Strategy Officer

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How Easy Do We Make It For Serendipity To Find us?

Possibility is the first part.

How can we expect an opportunity to arrive at our door where nothing needs to be addressed? And where there is a need, why would opportunity come to us if we aren’t able to contribute? And on our side, why invest in vague scenarios or where there’s little credible prospect of fruition? So we need real possibility for opportunity. 

And to help us with possibility we can focus on equipping ourselves. Equipping ourselves to be able to contribute, to be able to put ourselves in positions where we become a candidate to contribute and to be able to sift and vet situations to decide whether they are worthy of our energy and attention.

When someone out there needs help with something credible and we can make a real difference, what next? Well maybe nothing. Because this is where a second thing comes in. And it’s not really a thing. It’s people. 

All our great knowledge and experience means nothing if we have no one to share it with. And for that opportunity, that great fit, to find its way to us, we have to be able to connect on a credible and trusted level with the key people who need our help. And how on earth do we specifically know who will have that perfect opportunity for us? Of course we don’t. We might have some idea but we don’t know with any real time precision.  So our only hope is to keep building relationships. And if we build genuine relationships with folks we like who don’t ultimately have an opportunity for us, maybe they’ll know someone that does. And maybe, just maybe, our focus on possibility and relationships will serve us well one day, or with a little luck, many days.

How easy do we make it for luck to do its best work and send opportunities our way?


'That is a fantastic Friday post Rob. Building relationships - building your reputation with people - contributing when something needs doing even if nothing happens immediately is what it’s all about. Really loved todays contribution from you to all of us.'

- Chris Gabriel, Chief Strategy Officer

'You Always Make Me Think!'

Which of our colleagues do we most have confidence in? It’s likely to be those that are more knowledgeable, more generously inclined and those that have the strongest relationships in our organisation. 

We always provide services in some form, internally and externally. And in whatever service we provide, curiosity is a valuable underpinning. 

The more questions we ask, the more knowledge we acquire and the better we respond. We deliver better outcomes and others’ confidence in us grows. And as we engage in a genuine interest in others, exploring their objectives and their experiences of us and our services, we naturally develop better relationships. 

Through curiosity we find our knowledge, our experience, our ability to deliver and our network grows. Our confidence grows too. 

Are we curious enough?

'You always make me think!'

- Gahn Lane, Vice President Global Channel Partners And Alliances

'Just what the world needs on a friday morning'

Turn the volume up on this one.

All the sounds are natural and as recorded around the same time and location as this timelapse was filmed.


'Love it!'

- Barry Waller, Head Of Practice - Executive Interim Management


'Nice one Rob. I really enjoyed that.'

- Yvonne Chin Irving, Communication Consultant


'Just what the world needs on a friday morning Rob Evans'

- Chris Gabriel, Chief Strategy Officer


'Nice to finish the week with this sound Rob !!!!!!'

- Rodrigo Romero, Chief Financial Officer

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Interacting With Other Teams

Some are characterised by warmth and collaboration.  Some are characterised by friction. Some are characterised by indifference.

The nature of interactions between departments reveals and influences a part of the culture that prevails in an organisation. 

Our culture is our organisation’s fuel. It shapes the energy and enthusiasm with which we approach our work.  

There’s many ways we each can individually positively influence our organisation’s culture. 

What would happen to our culture if we each approached every interaction with a member of another department with the mindset that they are an important customer of our department’s business?


'Thank you for sharing your perspective. Thinking of inter team interactions as one being of the customer or supplier of the other is ideal.'

- Samad Ali, Head Of Global Partner Development

'A really interesting and alternative way of framing overheads'

Both involve spending money yet they are often considered in different ways. An asset is defined as a useful or valuable thing.  An overhead is defined as a cost or an expense. Both involve financial outlay.

We often consider asset purchases in the light of what return they are expected to deliver for us. Specific overhead items are often discussed in a context of operational necessity. The emphasis here is typically focused on the level of expenditure rather than the return that expenditure will deliver. 

What if we were to apply an asset purchase lens to each item of overhead expenditure? Is it possible we would then make some alternative choices in our allocation of funds? Put another way, do we appropriately consider our return on investment on each item of our overhead expenditure?

 

'That's a really interesting and alternative way of framing overheads - I essentially had considered them a necessary evil'

- Iqbal Singh Bedi, Founder


'Rightful dilemma Rob Evans. Companies by inertia take the usual patterns for the assets as prescribed and legally mandatory and do not question if others, that are on the side of overheads, deserve a different approach in practice and even in legislation. For example training and staff development... '

- Darko Petrovski, Executive Business And HR Consultant

What Do We Do When We Don't Have All The Answers?

Shortfalls in this typically undermine our prospects of success. A reluctance to do this often undermines the confidence of those around us in us.  But what do we do when we don’t have all the answers?

The ‘this’ referred above is communication. 

Allowing uncertainty to prevail is damaging to our success and the success of our wider team. Delay while we discover is rarely a good solution where we don’t have all the answers. It’s usually more productive to openly and promptly share whatever it is that we can share. Even the simple act of sharing that we don’t have clarity on something is helpful, particularly if we also share our roadmap to a clearer view.  

The more openly we communicate what we can communicate, as soon as we are able to communicate it, the more likely we are to inspire the confidence of others in us. 


'As always, very well said Rob !!!'

- Rodrigo Romero, Chief Financial Officer

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Investing In Our Organisation's Ability To Grow

We spend big on recruitment. And even bigger on remuneration. And our world keeps on turning. Faster than before it seems. And because our world keeps turning, the skills, knowledge and mindsets that are sitting off our balance sheet but on our payroll need to keep evolving. 

When we invest in growing the abilities of our people, we’re investing in our organisation’s ability to grow. 

How well do we invest?


'Never a truer word said Rob Evans  - another great Friday thought bomb'

- Chris Gabriel, Chief Strategy Officer

Its Hard To Move With Too Little Of The Two And Too Much Of The One

We have too little of the two. Then introduce too much of the one. The result is it’s hard to move forward, we’re running in bad shoes through a waterlogged field. 

The two is time and money. If we don’t have the resources then let’s acknowledge that and cut our cloth accordingly. 

The one is complexity. Overengineering is the road to more work for everyone. 

Whatever we decide to implement we need the resources to put it in place and to then operate with it. 

Shooting for simple and cost effective can be a great strategy.


'Simple is always best'

- Barry Waller, Head Of Practice - Executive Interim Management

A Good Strategy For Hitting Our Numbers

They hold our commercial fate in their collective hands. Distance from them can be costly over time. A business has much colour beyond a spreadsheet. 

Distance may be the consequence of a lack of commercial confidence. This is easy to fix by not holding back and instead being curious, studying, engaging, observing and building relationships. An out there mindset enhances lives as well as results. 

A good strategy for hitting our numbers is to focus on our people delivering the numbers. Our people may be internal or external. They can be found among our team, our customers, our suppliers and our partners. Management involvement in resolving a problem sends a very powerful positive message. 

We ignore our customers and our people at our future numerical peril.


'Awesome as always Rob - love your Friday insights'

- Chris Gabriel, Chief Strategy Officer

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It's hard to buy what we don't understand

All of us have to do this in some form, whatever it is that we are employed to do.

And clarity helps us greatly.

Selling is a key part of every role. 

If we’re not selling experiences, solutions, products and services, we’re selling ideas and information. 

If what we’re selling is hard for others to understand, it’s hard for them to buy. 

'Good message - it takes a clever person to make something complicated sound simple.'

- Iqbal Singh Bedi, Founder


'Well said Rob !!!!'

- Rodrigo Romero, Chief Financial Officer

Framing Incentives

So we tend to take last year’s number and add X% for this year’s target. 

What do we tend to do if last year was an exceptional year?


'Sound advice as always Rob'

- Gary Lomas, Sales Director

Mental Models And Frameworks For Our Uncertain World

Surely they should have seen that coming? Why?  We can only ever be certain the future is uncertain.  We can never know the exact shape of all that will pop up.  Our world is in constant flux. Guarantees are fundamentally flawed. What if something happens to the guarantor? And anyway, how boring would life be if everything was certain? Yet we do have some control.

We have levers at our disposal that may work in our unique situation when we need them. And our situation is always unique. Better to have something that may work than nothing at all eh?

We can choose to prepare ourselves to be prepared to embrace, navigate and respond as best we can to whatever may arrive, announced or otherwise, at our door.  The knowledge we seek, the skills we develop and the mindsets we consciously adopt are important elements in our personal portfolio. They shape our ability to deal with it, whatever it may be.

Mental models and frameworks can support us in all this. They accelerate our ability to make sense of changing situations and help us make decisions in an agile way. I’ve had as unconventional a conventional business career as one is likely to have. A variety of roles across the world. High growth, turnarounds, low growth, new ventures, challenging issues, change, acquisitions, disposals, joint ventures, executive, non executive, line management, consulting, audits, customer facing, back office, large corporates, tiny businesses, start ups, mature markets, developing markets. I use and continue to evolve mental models and frameworks that encapsulate the lessons I learn and approaches I find help me.


Please Note: All Outperformance Highway leadership programmes are based on PPMCLeadership™️.



'Rob I love that - question - can organisations build mental frameworks? So a whole team thinks using frameworks? Individual to each person but creating a symmetry of how a team thinks and acts? A whole leadership team or a department?'

- Chris Gabriel, Chief Strategy Officer


'Thanks Chris Gabriel yes very much so. An example is PPMCLeadership™️, a helpful leadership mental framework for organisations and teams, regardless of scale. It can be applied to a whole organisation, the workings of a leadership team, a department or a small team within a department. It’s a holistic big picture framework with many constituent elements and reflects the recurrent ingredients in successful teams.'

- Rob Evans, Outperformance Highway

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Playing In Position

What is our enjoyment return on work time invested?  Time is our most valuable asset. How well do we allocate this important form of capital? How much does playing out of position contribute to lower than ideal engagement? What if all of us were operating in roles and environments that suited us well?  Better still what if they inspired us?

Many invest much time in roles they don’t enjoy.  Ideally we’re looking to align both logic and emotion.  It’s hard to thrive where there’s less of a logical fit for our skills and experience or where there’s an emotional shortfall from not really enjoying the nature of the role or environment. It’s particularly telling just how difficult top quality sports people find it to play out of position.   And that struggle often affects confidence. Yet in business many appear to be operating in roles for which they are not ideally suited. 

What will it take to better align the logical capability and emotional energy of ourselves and our colleagues?


Please Note: Our 'Growing Our Contribution To Grow Our Career' programme is centred on ten investments we as individuals can make, that are fully in our control, to help position us for a successful, sustainable and enjoyable career in these times of profound change. The programme’s content blends self paced guided reflection, thought provocation, pragmatic methods and the sharing of lessons of experience.

 



'Love that Rob Evans - engagement - on the field in the right position'

- Chris Gabriel, Chief Strategy Officer

Confidence From What We Know

Confidence is a feeling that we can rely on someone. It’s hard to have that feeling when someone projects low confidence in their own abilities. Put another way, for us to project confidence it helps if we feel confident.

There’s not much in life we can control and confidence does have a tendency to ebb and flow. So we’re lucky that one thing we can control is the effort we put in to know stuff. And the more we know about the organisations, people and work we’re involved with, the more confident we tend to feel. 


'Absolutely there are days when you question your abilities, that can make you feel overwhelmed and can’t think straight. But the one thing that gets me through is to persevere, learn and grow. I have grown so much in the last 5 years since starting Intelligens consulting. I also realised very early success will not come to me - I have to go out there and get it!'

- Iqbal Singh Bedi, Founder

People See Our Priorities Through The Ways We Operate

Why did they accept a position as a leader when they don’t seem to like people?

Whatever we say, people can see where our priorities lie through the ways that we operate. Having a genuine interest in and desire to help others is a tremendous asset in leadership.  Can we ever really lead without it? What do you think? 



'Absolutely loving this question from Rob Evans 'Why did they accept a position a a leader when they don't seem to like people?' I nearly fell off my chair.  How many leaders have we all worked for or with who genuinely seemed to dislike people.  I once went to Battersea cats home many years ago and one of the cats had a little sign that said 'Likes: don't know - Dislikes: people' - not a great advert for a cat, a terrible one for a leader!! Favourite of the year Rob!!!'

- Chris Gabriel, Chief Strategy Officer

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Few Had Expected They Would Progress As They Did


It couldn’t have been done without a massive level of commitment, emotional commitment. An energised team of capable individuals delivered a great outcome.

Few had expected they would progress as they did. It was Wales’ first major international football tournament in nearly 60 years. Wales would go on to become the smallest nation to reach a semi final in the history of the European Championships, Europe’s international Football competition. 

Management had fostered an environment that inspired a strong level of positive emotional energy. The team delivered an outcome that significantly exceeded most expectations.

Our work helps us find ways to foster environments that inspire a strong level of positive energy. 



'Great post Rob!! #inspiration #energy'

- Gema Martinez Gomez, Head Of Corporate Finance


'Brilliant Rob!'

- Gary Swale, Chief Strategy Officer

A Natural Vehicle For Relationship Building

Without this in place the quality of our engagement falls short. Having this in place enables us to move towards opportunity. The process of putting this in place establishes & cements relationships. 

Proactively constructing a solid foundation of relevant knowledge sets us up for success in any engagement. The process of understanding an organisation is a natural vehicle for us to establish and deepen important relationships that help each party move forward.   

The hungrier we are to learn from others the more we signal that we respect & value them & their contribution & knowledge. The more curious we are to learn about our own & other organisations, & the circumstances in which they operate, the more we are equipping ourselves to identify possibilities to add value both internally & externally. 

How hungry are we to learn & to build relationships? 


'I like this a lot Rob'

- Barry Waller, Head Of Practice - Executive Interim Management

Proactive Evolution Can Be A Great Strategy

It takes curiosity, diligence, boldness, creativity, great communication and willing heavy lifting. We can appoint anyone we want to lead the project but if an appetite isn’t there for it then it’s never going to happen. And if it doesn’t happen there’s a reasonable chance that in a few years we find ourselves playing a daunting catch up game. 

We’re talking change. 

Never mind heading to a new normal or reverting back to an old normal. There’s never been any such thing as a normal. Our planet is in motion. We have to continually adapt. 

Change has always been an imperative. We rarely have to ‘transform’ though, focusing on proactive evolution can be a great strategy. A change mindset is a key underpinning of all our programmes 


'Interesting! So true'

- Chris Griffiths, Marketing Director


'Love this'

- Mohan Kandasamy, VP Sales

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Assessing 'the right fit or not'

By its nature this setting is contrived so how do we land on the right answer for all?  And when it goes wrong then someone, maybe everyone involved, faces difficulties down the road. So the more robust our interviewing process the better.

The tip in the video has helped me assess ‘the right fit or not’ over the years. What approaches have you found helpful in your interviewing process? 


'Love this'

- Barry Waller, Head Of Practice - Executive Interim Management


'This is a great piece'

- Murray MacMillan, CFO

The Key Test Of Business Processes

PPMCLeadership™️ is a tool that you can use to think about how you lead your business, team or community around you. The M of PPMC in PPMCLeadership™️ refers to Mechanics, the structures and protocols by which the team operates. Business processes are a part of this. 

Successful teams have efficient, proportionate and relevant processes. Unsuccessful teams have cumbersome and frustrating process environments.

When it comes to business processes the key test is ‘are we easy to work with and easy to work for?’ If we can answer ‘yes and yes’ without hesitation then in this area of our organisation we are in a good place. 


'good reflection Rob, thanks for sharing'

- Chris Ranger, Director Customer Experience & Success


'Rob ...the two questions you boil things down to are extremely pertinent... 'are we easy to work with, and are we easy to work for' really like it!'

- Fanni Vig, Managing Director

Investment Allocation

The financial world consciously allocates capital. 

How consciously do you allocate your investments in people?   



'Lots in common there with the issue of ‘knowledge management’, and organisational resistance to it.' 

- Peter Edge, Professional Keynote Speaker

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How Do We Improve Employee Engagement?

How Do We Improve Employee Engagement? The following requires more than a discrete project within the remit of HR. Much like culture, we can never fully control employee engagement but we can choose to take conscious proactive steps to move it in the direction we want to move it. 

Firstly our leadership team can choose to consciously design & construct an environment that creates the conditions for engagement (our programmes go deep on how we can do this:

Secondly, when a leadership team proactively fosters the conditions for engagement, every member of the team shares an individual & collective responsibility to make it work.

Finally we each have our own individual personal responsibility to review the context in which we are operating & to take positive steps accordingly. 


'Very useful. Thanks Rob. Very enjoyable and great content.'

- Chris Griffiths, Marketing Director

How Do We Stand Out As a Finance Leader?


This question is more relevant than ever as we enter a period of significant economic uncertainty.  The more value we can add to our organisation, the more of value we become to our organisation. Many of our peers possess similar technical strengths, we have to find other avenues for differentiating ourselves. 

A good start is to go deeper on our ability to energise and inspire our colleagues through the quality of our contributions to the various teams of which we are part.
 

'our differentiation as a finance leader is much more likely to come from our people and business skills than from our technical skills'

- Rob Evans, Outperformance Highway


'I like this'

- Barry Waller,  Head Of Practice - Executive Interim Management

Framing Principles

Finding ways to change this can move us forward. Some set out with clear intent but over time find themselves operating as something different. Others aren’t sufficiently clear on what they are setting out to be.  Whilst this is applicable at the highest levels of decision making in a company, it’s equally relevant to a leader of even a very small team.

I’m talking about principles, the key underpinnings of all that we seek to be as an organisation, however large or small. Our day to day is made much easier when we are operating with absolute clarity and consistency on the principles that we are working to. Having this in play paves the way for more empowered decision making and makes us easier to work with and for.

What specifically are we seeking to achieve? Why are we doing what we are doing? Put another way, what are we here to positively contribute? How do we want to operate along the way? And are we committed to operating in ways that are consistent with those principles? There’s much to consider when it comes to framing principles, our programmes give this area the attention it deserves.



'Rob, interesting message in your video. Recently, McKinsey found that Purpose, Value Agenda, and Culture are key for growth. This nicely fits your message.'

- Dirk Maiwald, Manager Corporate Technologies


'Keep them coming Rob, good stuff!'

- Gahn Lane, Vice President Global Channel Partners And Alliances

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Looking Beyond The Numbers

This video is for Finance Professionals and looks beyond the numbers. To progress in a career as a Senior Finance Professional your differentiation from the competition derives from an ability to deliver operational, commercial and strategic value to those around you and to your organisation. 

Here’s seven areas that, once firmly in place, provide a strong platform for you to feel very confident evolving your experience day to day in the situation in which you are operating.


'I couldn't agree more Rob, specially at a moment when the world is going through and we are challenged daily, having strong and solid skills help not only the company go through this moment but also the professionals to have more confidence in decision making.'

- Rodrigo Romero, Chief Financial Officer

If we don't believe in ourselves how are we going to succeed?


Yes moving forward is about action but it’s also about ambition and belief. The video referenced here is a contemporary tale of ambition. Who know what the ending will be but I’m sure it’s going to be an interesting ride. I’m curious to see how it all works out. 

If we don’t believe in ourselves and those around us how are we going to succeed as a team? If we collectively park our ambition what future achievements will we miss out on? To back ourselves we need to equip ourselves.




'I love listening to Rob's insights and I've learnt a lot from them'

- Mark Graham, CIO


'I look forward to your Question on a Friday Rob Evans - this is my favourite'

- Gary Swale, Chief Strategy Officer

Positive step by positive step


Every positive step moves us closer to where we want to be. Our programmes help senior leaders enhance commercial mindset, leadership contribution, career prospects and marketability.


'Thanks Rob. You are imparting a lifetime of knowledge and expertise and for me, that is proving to be far more valuable than any training course I have previously attended. For example, I have set off at a million miles an hour in my new role. Ideas left, right and centre and challenges. I've hit the directors with the lot! Tonight, I watched your video about the taxi driver in Azerbaijan and realised that I am that manic taxi driver!! So, a valuable lesson learnt. Cheers Rob.'

- Mark Graham, CIO

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Numerical Acumen

They’re anxious. But how empathetic are we to their feelings? 

Our investors’ anxiety stems from wanting to see their money secure, deployed well and delivering a great return. Much of their attention is centred on numbers our directors are required to deliver and explain. 

The simpler we explain ‘it’ in numerical terms, whatever ‘it’ may be, the more we help those we report to. 

For ‘it’, what is the big picture? How does ‘it’ compare to last year or last month or last week or yesterday and why the difference? How does ‘it’ deviate from our earlier discussions, or budget, or forecast, and why the difference? What are we doing about ‘it’ and what do we expect the numerical impact to be? 

Of course ‘it’ may be a chunk of our revenue, sales orders, expenditure, quotes issued, number of tickets processed, volume of product shifted, team utilisation, outages, annuity customers, attrition, social media followers or any other metric we might care to track. Whatever ‘it’ is, it pays for us to be able to explain ‘it’ numerically in big picture terms. 

How comfortable are we at explaining our numbers?



'Really like this Rob.  I was thinking about this two days ago.  How many CFOs / Finance folks on an induction explain how we all get paid.  How we make money, where we spend it, how that flows into cash and then when everything is added up that turns into a profit or a loss, and what are the big things in our businesses that swing those things either way? I think many people in a business don't know how their actions flow into the financial health of their company because its not explained to them.'

- Chris Gabriel, Chief Strategy Officer

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