My First 100 Days


It’s not often I compare myself to Donald Trump – well, not this side of the psychiatrist’s couch – but he’s famously completed 100 days in the White House and I’ve now completed 100 days in my new role as the MD of The Alternative Board in the UK.

I haven’t pulled out of any climate change agreements, sacked anyone or threatened wholesale renegotiation of every trade deal that’s ever been made. Instead I’ve worked with some brilliant people and generally had the privilege of running an organisation that changes people’s lives. So thank you once again to everyone who helped to make it happen, and to everyone who keeps making it happen on a daily basis.

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Quite obviously, I’ve had to get used to a few changes. I’m not driving round North Yorkshire anywhere near as much: I see a lot less of Costa Coffee at Clifton Moor…

I’m now in the office at Harrogate for 2½ days a week, working as part of a team of six. I didn’t realise I’d missed the office ‘buzz’ so much. That’s a bonus that I hadn’t anticipated.

…And I’ve discovered another, equally unexpected but far more important bonus. Every month Mags and I are in London, Birmingham, Newcastle and Manchester.

We always go on the train – and it’s a brilliant place to work. (But why, he asked innocently, could I get a mobile signal under Hong Kong harbour ten years ago but still can’t get one on the train between Huddersfield and Stalybridge? I’ll vote for whoever has that in their manifesto…)

As I was saying, a brilliant place to work – and to pick up on a point from last week, it’s a great place to work on the business. By definition you can’t work in the business, so Mags and I have time to discuss strategy, make plans and generally do all the things phones, meetings and the need to pop out for a sandwich stop you doing.

I’ve always liked working on the train. I’ve written before that if you want to think differently you need to be in a different physical location and I get some of my best work done on trains and in cafés, ploughing through as much paperwork between York and King’s Cross as I would in a full day at my desk.

Why is that?

Why do so many of us enjoy working in locations like that, and why are we so productive? And yes, I have been known to play a ‘café soundtrack’ on YouTube when I’m working in the office.

Early studies suggested that it was what’s known as ‘the audience effect:’ that we work better when we have someone to work with and/or compete with – witness the peloton in the Tour de France.

But according to an article in New Scientist, what applies to Team Sky doesn’t – for once – apply to us. The answer, apparently, is that hard work is contagious.

A study was done which involved sitting people doing different tasks next to each other: neither could see what the other was working on. When A’s task was made more difficult B started to work harder as well, as he or she responded to subtle cues like body posture and breathing.

I’ve often talked to TAB members who say their number one criteria for hiring another member of their team is work ethic: now it looks like there’s real evidence to back up that good old gut feeling.

…Except, of course, the evidence also suggests that I shouldn’t be on the train or in the coffee shop. I should be where people are working really hard. So I may hold future meetings in the library at Leeds University – and if it’s still the same as in my undergraduate days, on the same floor as the law students…

If it Ain’t Broke…


You’re the one who had the idea.

You’re the one who persuaded the bank. Convinced your wife to put your house on the line.

You’re the one who went in early. Stayed late. Made sacrifices.

You’re the one who took the difficult decisions. Sat down with Bill and explained – as gently as you could – that his future wasn’t with the business.

You’re the one whose energy, drive, commitment – and sometimes your sheer force of will – has taken the company to where it is now.

And now, Sir or Madam, I am telling you to do nothing. Play golf. Have another day at York races. Walk the Pilgrim Way.

“What?” you splutter. “That’s ridiculous advice. I need to be there. Hands-on, constantly fine-tuning the business, ever-present.”

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No, you don’t. Let me explain…

Several times over the last few years I’ve had conversations with entrepreneurs along these lines: “I’ve got nothing to do, Ed. Everything’s under control. I could walk out for a day. For a week, a month even. Things would still run smoothly.”

Are the entrepreneurs happy about that? No, they see it as a sign of failure.

But it’s not failure. It’s exactly the opposite: a sign of success.

I’ve written about this before, but if you haven’t built a business you can walk away from then you haven’t built a business. Because one day you’re going to sell the business and if it is entirely dependent on you – if you are the business – then you have nothing to sell.

Entrepreneurs are driven, passionate, committed people. They love working and they love working hard. Secretly, they’re never happier than when they have to set the alarm for 4:30.

But businesses are constantly evolving. No business goes upwards in a straight line. There are always steps and plateaus. And one of those plateaus might suddenly see you with nothing to do. Trust me, it won’t last. Every time an entrepreneur has said, “Ed, I’ve nothing to do,” it’s been followed one, three or six months later by, “Ed, I’ve never been busier.”

In the short term, though, the hiatus can be a real problem for the entrepreneur. They’re conditioned to see doing nothing – not constantly running at 100mph, not being there all the time – as a sign of failure.

They start to feel guilty, start to think they’ve missed something. And sooner or later they start to make changes for the sake of making changes.

Tap ‘entrepreneur doing nothing’ into Google and the search engine doesn’t believe you. By the third listing it has defaulted to the norm: ‘Why nothing less than 100% can ever be enough.’

Once you’ve built your business to a certain size, your job changes. It’s another topic I’ve covered previously – and I’ll be writing about it again next week – but your job is no longer to work in your business, it is to work on your business. Clients and customers still need to see you, but they do not need to see you behind the counter – or whatever you equivalent of a counter is.

Working on your business means a lot more thinking time and a lot less ‘doing’ time. Initially, it can be a difficult transition – but let me repeat: resist the urge to meddle, to look for problems where none exist.

And if you do find yourself with nothing to do, remember it’s not a sign that your business is broken. It is not a reason for you to feel guilty. It’s a sign of success. So enjoy it. Take time off and re-charge your batteries. Spend time with your family. Give something back to your local community. You deserve the break – and don’t worry: you’ll soon be smiling quietly to yourself and re-setting the alarm clock…

The Workplace Taboo


It’s been a busy week for me: Tuesday brought our annual event for TAB members – always a highlight for me – and on Wednesday I was at York races. Just remind me again: when it rains at York it’s low numbers in the draw isn’t it? Or is it high?

By the time I’d worked it out the damage had been done…

But I was in great company and – despite the rain – it was a thoroughly enjoyable day. So having been outside in the rain yesterday this morning I’m obviously at my desk as the May sun shines steadily in through the window.

…Which seems entirely inappropriate as this week I’m going to write about mental health and depression, something which a significant number of people are understandably – but regrettably – unwilling to talk about at work.

First, some stats:

  • In 2015/16 30.4m working days were lost due to self-reported work related injury or illness: only 4.5m of these were due to a workplace injury
  • On average injuries saw people take 7.2 days of work: ill health meant 20 days off work
  • Stress, depression and anxiety – plus musculoskeletal disorders – accounted for the majority of the days lost: 11.7m and 8.8m days respectively
  • The average number of days off for stress, depression or anxiety was 24: for musculoskeletal problems it was 16 days

I think those numbers are significant: 24 days for stress, depression and anxiety – that’s effectively five weeks off. To a small business a key employee having five weeks off can have a catastrophic effect. You can’t recruit someone: if you get someone on a short term contract it’s five weeks before they’re fully up to speed. It is simply a hole punched below the waterline for five weeks.

Two weeks ago it was mental health awareness week: worryingly, a recent survey for BBC 5 Live found that half of us would still be reluctant to speak up at work if we had – or thought we were heading for – a mental health problem. 49% of those surveyed said they would feel unable to tell their boss about problems such as anxiety or depression. Even fewer – just one person in three – said they’d be happy to tell colleagues.

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As someone running a business you want to hire and retain the best people – but you need those people to be working efficiently and effectively. You also want them to be happy and healthy: as I’ve written before, health, fitness and performing well at work go hand in hand. More and more businesses will introduce ‘wellness’ programmes for their employees, covering everything from flexible working to help with emotional and psychological problems: if you’re not looking at it already, now would be a good time to start.

So much for the team: what about you?

Being an entrepreneur is a lonely business: it is also stressful and the feeling that the buck – and everyone’s livelihood – stops at your desk can be all too real.

It can also be a macho business: many people – men and women – constantly feel the need to act the part. In some ways I can understand that: confidence can be a currency, especially if you have outside investors to deal with. No round of financing is going to be helped by, ‘I’m depressed’ or ‘I’m having doubts.’

But we’re not always ‘crushing it’ – as my Fitbit constantly demands. Statistically the odds are stacked against any new business and virtually every entrepreneur will have occasional moments of doubt. There’s a theory that entrepreneurs are more prone to depression: a personality that will accept extreme risk and reward at one end of the scale also has its darker moment at the other end of the scale.

That, I am absolutely certain, is one of the very best parts of TAB. To paraphrase the old saying, when the going gets tough, the tough need someone to talk to. As I have written many times, no-one understands like your colleagues round the TAB table: not your wife, not your partner, not your parents, not your friends. The only people who truly understand the pressures are other entrepreneurs.

…And in The Alternative Board they don’t judge, they don’t compare, they don’t score points. In every instance they simply say, “Yep, I’ve been there. What can I do to help?”

In Praise of Praise


I’ve written previously about Millennials, Baby Boomers and all the other generational labels that we pretend we know. So far, though, I’ve neglected the ‘Snowflake Generation.’

‘Snowflake,’ for those of you that don’t know, is a less-than-complimentary term applied to the young adults of the 2010s: it probably comes from the 1999 film Fight Club and its famous line: ‘We are not special. We are not beautiful and unique snowflakes.’

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It’s now come to be applied to a generation that supposedly were told they were special; children that were given an over-inflated sense of their own worth and – as a consequence – are now far too easily offended.

But now these easily-offended snowflakes are entering the workplace. So what are we as employers and business owners going to do when these ‘snowflakes’ increasingly make up the workforce? Are we going to have to constantly shower them with praise, irrespective of how well they’re performing?

Maybe the question is academic though – because far too many bosses and managers seem to have a problem with giving their teams any praise.

Why is that? Any number of research studies show that praise and positive recognition in the workplace can be hugely motivating – and not just for the person on the receiving end of it. Employee of the Month is too easily dismissed as a cliché: that’s wrong, it works.

We don’t really need a research study, do we? Our own commons sense tells us that praise works. Your wife only has to say, “Oh, darling, that was wonderful…” And you’ll be far more likely to make her another slice of toast.

One of the worst things a manager can do is reward hard work and achievement with silence. Yet only one in four American workers are confident that if they do good work they’ll be praised for it. Far too often the culture seems to be, “No news is good news” or – as they say in Germany – “Nicht gescholten ist lob genug.” (No scolding is praise enough.)

But we all know that’s nonsense. So why do people struggle to give praise? Maybe it starts with a false belief that really good managers are the tough ones who don’t hold back when it comes to telling people what’s wrong. Maybe some managers believe that giving praise will encourage staff to take it easy and rest on their laurels. Some might be consciously or unconsciously copying their own previous bosses: some managers might even see giving praise as a sign of weakness.

Whatever the reason the number of managers who don’t give any positive feedback is frighteningly high – 37% according to a recent survey in the Harvard Business Review. And you can probably add a few percentage points more: there is plenty of anecdotal evidence that what a manager sees as ‘straightforward, honest feedback’ is all too often perceived as criticism.

I think that’s a tragedy. There’s no better way to motivate people than by giving praise and it always works. There cannot be a more effective phrase in a manager’s vocabulary than, “You did a great job. Thank you.”

Not for the first time, I’m struck by the parallel between managing a team and being a parent. I’ve always tried to be honest with my boys: if they’ve done brilliantly, I’ll shower them with praise. If they could have done better, I’ll try to tactfully point it out – and suggest a way they could improve. I’ve never been a believer in praising everything they do – otherwise praise becomes meaningless – and the same is true in the workplace. But if someone has done a great job, tell them.

It will be the best investment of time and no money you ever make.

And now I must turn my attention to my own beautiful, unique snowflakes. If you can call someone who thinks his bedroom floor should be covered in underpants and needs a three course meal two hours before a three course meal a ‘snowflake…’

United we Fall


Even if you’ve been living in the proverbial cave at the bottom of the proverbial salt mine the news of United Airlines PR disaster-to-end-all-PR-disasters must have reached you by now.

I’ve covered disaster, catastrophe and the required corporate apology before. But that was something minor – just an oil spill and devastation of a coastline. In PR terms, hauling Dr David Dao up the aisle of the United flight to Kentucky was in an altogether different league.

Why? It’s simple. Devastating a coastline is tragic: of course it’s a disaster. But it’s a news item.

What United did to Dr Dao was personal. There isn’t one of us who – next time he flies – won’t sit in his seat, fasten his safety belt and then glance at the aisle of the aeroplane and think, ‘It could have been me…’

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Was United’s action legal? Sadly, yes. It’s right there in the terms and conditions, in 8pt print at the bottom of page 23. Airlines routinely sell tickets to more people than a plane can seat, counting on several people not to arrive. When there are not enough ‘no-shows’ – that is, when passengers are so inconsiderate that they turn up for the flight they booked – then the airlines first try to persuade, reward or bribe passengers to change their flight. Then…

And the figures are small – almost insignificant. In 2016, United Airlines denied boarding to 3,765 of its 86 million passengers: an additional 62,895 passengers voluntarily gave up their seats. In very round figures, that gives you a 1 in 1,000 chance of being ‘bumped,’ voluntarily or involuntarily.

But none of this matters: because we’ll all look at the aisle of the plane and wonder…

Not surprisingly, United took a savage beating on social media: ‘New United Airlines Mottos’ rapidly became one of Twitter’s most popular hashtags…

We put the hospital in hospitality!

Fight or flight

If you can’t seat ’em, beat ’em

…And several others which have no place in a family blog on a Friday morning.

The stock market was equally quick to react with more than $1 billion wiped off United’s stock market valuation.

United’s response to all this was ‘apology by committee.’ You could see the eventual statement had gone round the company several times, with every department head making sure his own base was covered. CEO Oscar Munoz even tried to deflect the blame on to David Dao, saying that he had been “disruptive and belligerent.”

What would I have done? Four things:

  • Have one person immediately issue a genuine and sincere apology to Dr Dao and the other passengers on the flight, without worrying about any hurt feelings at United HQ
  • Settle Dr Dao’s lawsuit immediately, whatever the cost. United cannot have people constantly reminded of this incident
  • Sack the security team, sack the CEO and sack anyone else who didn’t have the courage and the common sense to say, “Stop. This is wrong.”
  • Announce an immediate end to the overbooking of flights. United – and all other airlines come to that – need to give an absolute guarantee that you cannot pay for a flight and then be ‘bounced.’

But all those moves are simply locking the stable door long, long after the horse has bolted. What they needed – what every company needs – is a culture where incidents like that simply cannot occur in the first place. No-one can legislate for one individual’s erratic behaviour, but in United’s debacle everyone screwed up – and it was indicative of a deeper malaise at the company.

Thankfully as I meet more and more Alternative Board members up and down the UK I see the same commitment to clients and customers, and the same determination to build and empower great teams, that was so evident in York. Dr Dao would be safe with any member of the Alternative Board. (United’s HQ is in Chicago: maybe it’s not too late for Oscar Munoz to sign up…)

That’s it for this week – and yes, before you ask, I have noticed that there’s going to be a General Election. I’ll tackle it next week…

The Best Bargaining Chips


It’s now nine days since Theresa May formally triggered Brexit, beginning two years of long and complex negotiations with the remaining 27 members of the EU. Whichever way you voted last June there’ll be days when you’re elated and days when you despair. Right now, only one thing is certain – the word ‘negotiation’ is never going to be far from the headlines…

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It’s certainly played a central part in my life of late, with the lengthy negotiations to buy TAB UK – and what I suspect may be even lengthier negotiations as my sons go through their teenage years. So you’ll be in for ten? I was thinking more like midnight, Dad…

While I await the grey hair and the whispered ‘was that the front door?’ conversation with my wife, let’s take a look at some of the basic principles of negotiation – and then next week I’ll build on those principles by discussing the rather more thorny question of negotiating with a friend – exactly what I was doing when I bought TAB UK.

First things first: unless you’re in a Moroccan bazaar, negotiation is very rarely about the short term. It’s an area where you really need to think ‘win/win’ because nine times out ten you’re going to have an ongoing relationship with the person across the table. So don’t set out to ‘screw’ someone: in the long run that attitude is unlikely to be profitable.

I’ve always tried to go into any negotiations with three positions: my optimum (sell the car for £20,000); desirable (happy with £19,000) and my essential, bottom line price (I can’t accept less than £17,500).

Your ‘opposition’ – I don’t like to use the word but you know what I mean – will have those three in the reverse order. They’d be very happy to buy your car for £16,500, prepared to pay £18,000 and the maximum they’d pay before walking away would be £19,000.

In the scenario above it’s likely that the car would be sold for around £18,000 – assuming both negotiators are equally skilled.

So what do I mean by a ‘skilled negotiator?’ Looking back over my time in business there are probably four principles I’ve seen that work effectively and consistently: in my view, anyone applying these principles is a skilled negotiator.

  • The first thing is to keep the big picture in mind – and leave your ego at the door. I’ve seen too many negotiations fail because people got bogged down in petty details or tried to score points. It’s not just about demanding, “What’s your bottom line?” It’s also about discovering the other person’s ODE – optimum, desirable, essential. If you can operate within those parameters then you have scope to build – or strengthen – a long term relationship.
  • Sooner or later we all have to negotiate with someone we don’t like: someone who changes his mind, can’t make a decision, can’t remember what decision he did make – or all three. The answer is simple: concentrate on the issues, not the personalities. Stick to what you want, and be patient. It may well happen – as happened to me two or three times – that you sigh, mentally prepare yourself for another frustrating day, sit down at the table – and find a new face opposite you. All the problems vanish and the negotiations are wrapped up in a couple of hours. ‘Keep the main thing the main thing’ applies just as much in negotiation as it does in building your business: and the ‘main thing’ is what you want, not the failings of the person opposite you.
  • And don’t get emotional. At least, not for real. Any emotion is fine as long as you are in control of it. But don’t let yourself get angry, frustrated or sarcastic. And don’t get bored: we’re not talking about smoke-filled committee rooms where the old style politicos turned up with flask and sandwiches and simply bored their opponents into submission – but sometimes you do need to settle in for the long haul.
  • Finally, if you’re talking money, think in real money. We all know the traditional approach of breaking it down into ‘silly money:’ Look, you’re going to have this car for three years. £1,000 is 91p a day: two trips to Starbucks a week. Are you going to let that stand between you and a four year old Fiat Punto in Canary Yellow? A £1,000 is £1,000 however you break it down – which brings me back to my original point about optimum/desirable/essential price points. There has to be a point at which you walk away. If you cannot accept less than £17,500 for your car then you cannot sell it for £17,499 – if nothing else determines that, your self-respect should.

With that have a lovely weekend in the (forecast) sunshine and I’ll be back next week with the more personal side of negotiation. And my apologies to anyone who does own a four year old Fiat Punto in Canary Yellow…

What can we Learn from Loyalty Cards?


Open your wallet.

Go ahead. Open your wallet. Or your purse. I’m conducting an experiment.

I am prepared to wager that in there – along with the photograph of your children and the credit cards – are two or three loyalty cards. I don’t mean your Tesco Clubcard – I mean the ones that are stamped. The loyalty cards from coffee shops, bakeries and your enterprising local burger restaurant.

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…And I’m prepared to make a second wager: that all those loyalty cards – that need eight or ten stamps before you get your free bagel or burger – have just one or two stamps on them. That you thought, ‘hey, that’s a good idea, I’ll do that’ and then quickly lost interest.

You’re not alone: that’s archetypal human behaviour – but according to an article in the Harvard Business Review it’s behaviour that may offer business owners and managers an insight into how to improve results from their teams.

Interestingly, it flies in the face of most current business thinking, especially when it comes to setting and achieving goals.

The modern trend is towards flexible working. As I wrote recently, the evidence suggests that teams allowed to work flexibly are both happier and more productive. And unsurprisingly, the vast majority of people have a preference for flexibility when it comes to goals. As the HBR puts it, ‘Adopting a somewhat elastic approach to setting goals allows us some future wiggle room.’

But it you want to achieve a major goal, then the article suggests you’re much more likely to do so with a rigid and restrictive structure for the necessary steps.

And this is where loyalty cards – and yoghurt – come in.

Professor Szu-chi Huang and her colleagues in the marketing department at Stanford University conducted research on the effectiveness of loyalty cards at a local yoghurt shop. It was the standard offer: a free yoghurt after six purchases.

There were two separate offers – the ‘flexible’ one, where customers were free to buy any yoghurts they liked, and a far more restrictive one, where customers had to purchase specific yoghurts in a specific order.

Unsurprisingly, there was far more take-up of the ‘flexible’ offer. Rather more surprisingly, those customers opting for the restrictive offer were nearly twice as likely to complete six purchases and get the free yoghurt. (And before you think it’s just one yoghurt shop near Stanford University, YesMyWine, the largest imported wine platform in the world, has reported similar results with special offers.)

The academics at Stanford suggested that the result was because customers responded to not having to make a decision: that in our ‘information-overload, decision-fatigued’ society people will appreciate something that gives them the chance to make fewer decisions. They go on from that to draw a conclusion for business: that once a goal has been decided on, managers should be rigid in the steps needed to accomplish it – in effect, take any decisions away from the team.

I’m not so sure. First of all I’d argue that people who sign up for a ‘restrictive’ offer are more committed in the first place and therefore more likely to ‘see it through.’ Secondly, my experience of managing large teams suggests that the real answer is “it depends.”

Specifically, it depends on the experience and capabilities of your senior team. If you’re looking to achieve significant change and/or achieve a major goal then, yes, there needs to be a detailed, step-by-step approach with a list of actions and a series of deadlines.

But if you have a ‘details guy’ in the team, my advice is delegate it to the details guy: it’s almost always better to ‘trust and delegate.’ But if you don’t have a details guy, then the actions and deadlines become your job: what’s absolutely certain is that they cannot be left to chance.

So there I am, disagreeing with learned academics at the world’s third-ranked university. I’d be fascinated to hear your views on this: and yes, let’s discuss it over a coffee. I can’t miss a chance to double my number of stamps…

Survival of the Happiest


Orandum est ut sit mens sana in corpore sano

Those of you with a classical education will recognise the words of Juvenal. ‘You should pray for a healthy mind in a healthy body.’

But was the Roman poet satirising those things unwisely sought from the gods – wealth, power, beauty – or was he dispensing business advice a good 2,000 years before Messrs Carnegie, Covey and Robbins?

So why ‘healthy mind’ and – specifically this week – ‘healthy body?’ It’s because I spent a large part of last week reading about the great and good gathered at the World Economic Forum in Davos – the annual gathering of business leaders, politicians and gurus, sprinkled with the odd dash of celebrity. Last year the delegates listened to Leonardo di Caprio attack corporate greed – and then went off to drink Cheval Blanc at £290 a bottle.

Tuesday January 3rd – the first working day of the year – was the day when the vast majority of the British population must have said, “Right, this it” and, along with quite a few people I know, I’m doing my best to have a ‘dry January.’ Yes, it’s a wrench to give up my Friday night bottle of Cheval Blanc, but sacrifices have to be made…

…And dry January – plus increased visits to the squash court – mean I’m feeling fantastic, as the resting heart rate on my Fitbit testifies. I can’t think I’ve ever reached the end of what’s supposedly a depressing month and felt so fit or so focused.

There’s no doubt about it: exercising and eating well – having a healthy body – is a fundamental building block of happiness. It’s also a key part of your business success, as evidenced by this report from Davos: as it says, the kind of drive, discipline and determination needed to push yourself to work out and compete are exactly the same skills needed to get to the top.

I might quibble with the BBC’s wording: I might replace ‘skills’ with ‘mindset,’ but the sentiment is spot-on. The determination you need to maintain an exercise regime is the same determination you need in business: it’s consistent effort that counts, not the results on a single day.

After all, any of us who play golf/play squash/go running know there are days when it just doesn’t ‘click.’ But – like business – there are other days when it magically comes together. The skill is to trust yourself: to know that if you consistently do the right thing the results will come.

So exercise is good – and it follows that the more exercise you do the better it must be. After all, look at the story of Chip Bergh, CEO of Levis who – along with rescuing the 163 year old jeans brand – does a mixture of swimming, running and weights every morning from 5:30 to 7:00. “No-one is as intense as me,” the BBC quote Chip as saying.

As an updated version of Animal Farm might have it, thirty minutes good, ninety minutes better: so should we all increase the time we spend working out?

I’m not so sure.

I look round the tables at TAB York and I see a group of people who are almost certainly fitter than the average entrepreneur. There aren’t many members who don’t do some form of physical exercise.

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But I also see a group of people who are happier than the average entrepreneur. They may have spent January re-thinking their fitness regime, but the people round the TAB York table also know that it’s about balance: not just work/life balance, but keeping every aspect of your life balanced. And if you’re committed to an exercise regime that consumes you from 5:30 to 7:00 and ‘no-one is as intense’ as you, then somewhere down the road something has to give.

There’s a fine line between dedication and addiction – as I suspect one of my new followers on Twitter knows: she’s called LycraWidow…

Nice Guys Finish First


On Monday I had the idea for this week’s post. As you’ll see from the title, it was ‘Nice Guys Finish First.’ And then came Tuesday, and President Elect Donald J. Trump. Very clearly, not a case of a nice guy finishing first…

But while this isn’t a politics blog and I’m not going to stray into the respective merits of the two candidates, let me draw just one business lesson from the campaign. For all the speeches and all the appearances with celebrities, I simply cannot pinpoint Hillary Clinton’s central message.

Contrast that with ‘Make America Great Again’ or – if you want a Democratic equivalent – ‘Yes we can’ in 2008. Define your market, ladies and gentlemen, and give them a simple message.

I thought both candidates were unimpressive: as one commentator put it, Trump was simply “the imperfect candidate” who had “the perfect message.” But it wasn’t their qualities that depressed me, as much as the tone of the debate. Like our referendum – and the rancour that continues after it – the presidential contest was bitter, divisive and, at times, downright nasty.

Does it have to be that way? In politics, maybe it does. Maybe social media means that a murky business will inevitably get ever murkier.

Will business go the same way? There’ll be plenty of wannabee Donald Trumps waking up this morning – although I do like the story that he’d have been even richer if he’d simply invested in index funds

Nevertheless, the popular stereotype remains the ruthless entrepreneur: the man best portrayed by Gordon Gekko in Wall Street, where nice guys finish last and lunch is for wimps.

But as I look round the TAB boardroom table I don’t see Gordon Gekko – or Donald Trump. You might argue that it’s self-selecting: that I wouldn’t want to work with people like that and they wouldn’t want to work with me. But I think it goes deeper than that.

When I first started this blog I jotted down a few notes on how I wanted to come across. I’ve written about the list before but it bears repeating:

Nice guy – loves his family – knowledgeable about business – could help you – good experience working with him

I wonder now if I was subconsciously defining the clients I wanted. As I look round a TAB table what do I see?

Interesting people who are interested in others – who have ethics and values – who want to grow and who want to help others grow – who respect others – who want to know themselves better – and who are, without exception, ‘nice guys’

…And despite having what our archetypal entrepreneur would see as dreadful handicaps – respect and time for other people, ethics and values – the people I see are all successful. They’ve all finished – or are on their way to finishing – first.

Clearly, ‘first’ means different things to different people. But there is one common thread running through the definitions of ‘first’ around a TAB table.

‘First’ is long term.

It’s about developing and nurturing relationships and helping other people along the way. It’s also about people trusting you: and the only way to guarantee that will happen is to treat people well and to deliver on your promises.

In short, the best way to finish first in the long term is to be a ‘nice guy.’

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So as I look at the nastiness in politics, I’m desperately hoping it doesn’t spill over into business. I absolutely hope we’re not inspiring a generation of children with the message that the best way to win is to unleash a barrage of hostility via social media and then refuse to accept the result if it has the temerity to go against you.

There are two reasons for this: firstly business is going to be a much less welcoming place. Secondly – and rather more importantly – there are going to be far more failed businesses.

Success – as the old saying goes – is a journey, not a destination. And on that journey we all need to work with other people and develop long term relationships. In short, we all need to be nice guys…

I’m Lazy, I’m Fat and I’m off to Play Golf


The UK trade deficit shrank in July, down to £4.5bn from £5.6bn the previous month. The services sector rebounded sharply as the Purchasing Managers’ Index jumped to 52.9 from a seven year low of 47.4 in July. The construction sector is showing signs of recovery – but the British Chambers of Commerce has cut its forecast for UK growth this year, reducing it from 2.2% in March to 1.8%, citing uncertainty over the Brexit negotiations.

In short there’s been the usual mixture of good and bad economic news over the past couple of weeks. There hasn’t been the immediate post-Brexit apocalypse some commentators had predicted, but the negotiations to leave the EU have barely begun. None of us – including the negotiators – have much idea what the talks over the next two years will bring.

But none of this has stopped Liam Fox, the MP for North Somerset, current Secretary of State for International Trade and quite recently, possible successor to David Cameron.

Last week Liam Fox made his feelings known on British businessmen. The country, he declared, was “too lazy and too fat” with businessmen preferring golf on a Friday afternoon to trying to boost the country’s prosperity.

This country is not the free-trading nation it once was. We have become too lazy and too fat on our successes in previous generations. Companies who could contribute to our national prosperity – but choose not to because it might be too difficult or too time-consuming or because they can’t play golf on a Friday afternoon – we’ve got to say to them that if you want to share in the prosperity of our country you have a duty to contribute to the prosperity of our country.

Richard Reed, co-founder of Innocent Drinks, said that Mr Fox had “never done a day’s business in his life.” I suspect that several members of TAB York would respond in significantly stronger terms…

Of course the comments are nonsense. Of course they’re insulting to the overwhelming majority of people running SMEs – and worryingly they show an International Trade Minister alarmingly out of touch with… well, trade. But there are possibly even more important considerations than that.

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I’m not fat (said he, squeezing into the suit he got married in 18 years ago) and I hope no-one considers me lazy. I did, however, play golf on Thursday and I make no apology for that.

Since this blog started – more than six years ago now – I’ve repeatedly stressed the need for time away from work. ‘Work hard, play hard’ might be a cliché, but it stops burnout, keeps you fresh and, importantly, gives you a broader perspective on life.

I remember reading about Denis Healey criticising Margaret Thatcher for having no ‘hinterland:’ no breadth of knowledge of art, culture, literature or science.

You might argue that ‘hinterland’ isn’t important for business success: that a laser-like focus on your goal will get you there.

I wonder… As the worlds of technology and business continue to change ever more rapidly, then knowing about – and learning from – seemingly unconnected disciplines will, I think, become increasingly important.

Just as importantly, hinterland – and the associated work/life balance – is a lot of fun. Which brings me back to Master Fox and our politicians: when was the last time you saw one on a golf course? Too many of our politicians – other than the obligatory August photo op in Cornwall – don’t seem to have any concept of work/life balance: and our political life is poorer for it.

Rather than criticising people running businesses, perhaps our politicians could learn from them – not least in being able to take planned, productive time off. If I see someone who never takes time off then I see someone who’s heading for trouble. You only have to look across to the US to see the latest example of a seemingly ‘indestructible’ politician showing herself to be all too vulnerable.

So I’ll continue to encourage the members of TAB York to work hard and play harder. The idea that any of them opt to do less than their best is simply wrong: the moral obligation they feel to their businesses, their staff, their customers – and the work ethic that flows from that – is something I’m honoured to see on a daily basis.