More advice for Joe Root


On July 22nd last year I posed a simple question: did Joe Root want to be just a very, very good cricketer – or did he want to become one of the game’s greats?

I received my answer the same day. Root scored 254 against Pakistan and England won the game by 330 runs.

A year on and – by the time you read this – Joe Root will have completed his first day as England captain. I’m tempted to question whether he’s the right the man for the job, just to make sure we win the game…

But at 26 Joe Root steps into a new role. No longer the cheeky young upstart in the dressing room, no longer ‘one of the lads:’ he’s the captain, the public face of English cricket.

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As so often, there are parallels between sport and business. In taking over the captaincy, Joe Root is simply mirroring what so many of us have done in our careers: been promoted, moved to a new company, even acquired a business. And we’ve had to a walk into a new office and simply say, “Good morning, I’m the boss.”

So in my unheralded – and sadly unpaid – role as The Secret Coach to the new skipper, let me pass on some advice, which applies in business just as much as it applies in sport.

You still have to justify your place in the side. As the owner of TAB York I had the pleasure of working with Suzanne Burnett, then MD of Castle Employment in Scarborough. Suzanne’s now handed over the reins to Kerry Hope, and last week in her ever-excellent blog Suzanne introduced Kerry as the new MD. This Q&A is relevant to all of us:

Q: Let’s just talk about those people [the team at Castle who didn’t know her] for a minute. How did you establish your credibility with them?

A: That’s a good point – and it’s something any manager going into a new company has to do: ‘show us your medals’ as they say in football. Maybe in recruitment that should be ‘show us your fees.’ I made absolutely certain that first and foremost I performed as a fee earner, so everyone could see that what I was saying – and the changes I was recommending – absolutely worked.

It’s the same for any new manager, for anyone taking over a company and it will be the same for Joe Root. If your performance can be measured, then you need to perform.

But you will have bad days. It’ll happen. Rooty will get a jaffa first nut and be back in the hutch for a duck.

What do you mean ‘you don’t understand?’ Sigh… The England captain will receive an unplayable delivery first ball and be back in the pavilion without scoring.

Sport and sales are equally unforgiving. The numbers are there for everyone to see. We all go through bad spells but the answer is simple. Keep believing in yourself, keep doing what you know is right and trust that the results will come – which they will. But you’re the leader now – everyone will be watching to see how you respond to a bad day: and how you respond determines how everyone else will respond.

Find a way to manage your stress. Well, no worries for Joe there. His son was born about six months ago. There are those of us, however, to whom a new baby would come as something of a surprise. That’s why I’m such an advocate of keeping fit, of spending time with friends and family and making sure you have interests outside work. All work and no play not only make Joe a dull boy, it makes him an inefficient, unproductive one as well.

Prepare to be lonely. Sad but true. We’ve said it many times on this blog but being an entrepreneur – or the captain – can be a lonely business. You get the accolades and you get to lift the trophy. But you also have to deal with the lows: as Joe Root will find, you’re not only managing yourself, you’re manging other people – and part of that will be delivering bad news. Saying to someone who’s been with you a long time, ‘I’m sorry, we’re going to make a change.’

There are a hundred and one other pieces of advice I could pass on – be there first in the morning, demand high standards of yourself and your team will automatically raise their standards – but lastly, and most importantly, lead. The job of a leader is to lead: to have conviction. To have the sheer bloody-minded conviction that his team will win, that his business will succeed.  After all, Joe, if you don’t believe, no-one else will…

Are you Still the Best Person?


There’s no better story of the new, disruptive economy than Uber. What could be more set in stone than your local taxi company? But along comes Uber, along comes an iPhone app and everything is different.

Equally there could be no more archetypal disruptive entrepreneur than Uber co-founder Travis Kalanick.

Travis Cordell Kalanick is 40. He dropped out of UCLA (obviously: dropping out is mandatory for the disruptive entrepreneur).

His first business venture – with partners – was a multimedia search engine and file sharing company called Scour, which ultimately filed for bankruptcy.

Next came Red Swoosh, another peer-to-peer file sharing company. Red Swoosh struggled: Kalanick went three years without a salary, had to move back into his parents’ home and at one point owed the IRS $110,000. All the company’s engineers left and our hero was forced to move to Thailand as a cost saving measure. But in 2007 Akamai Technologies bought the company for $19m.

In 2009 Kalanick joined forces with Garrett Camp, co-founder of Stumble Upon, to develop a ride sharing app called Uber. And the rest as they say…

Uber now operates in 66 countries and more than 500 cities around the world. Wiki lists Kalanick’s net worth at $6.3bn. Presumably he’s not living at home any more.

But neither is Kalanick still at Uber. On June 20th he resigned as CEO after multiple shareholders demanded his resignation. We’ve all read the stories: let’s just file them under ‘abrasive personality.’

Looking at Kalanick’s early struggles he ticks every box for an entrepreneur. Dropped out of college, saw the future, first venture failed, money problems, do whatever it takes, absolute persistence, never lost faith in himself and – eventually – jackpot!

We can all imagine some of the scenes: we may not have ticked all the same boxes in our own entrepreneurial careers, but we’ve ticked enough to imagine Kalanick’s journey. And to empathise with it…

But now he’s gone. And his departure from Uber prompts an interesting question.

Are you still the best person to run your company?

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When I pushed my breakfast round my plate in Newport Pagnell services and decided to work for myself there were two main motivations. They were frustration: “There has to be something better than this,” and family: “Someone else is dictating how much time I spend with my wife and children.”

In some ways I was luckier than most embryonic entrepreneurs: my experience told me I could manage and motivate a team. But I wasn’t thinking about that in Newport Pagnell: what – after proposing to my wife – has turned out to be the best decision of my life was motivated purely by frustration at what I was then going through, and a determination to be there as my boys were growing up.

I suspect the vast, overwhelming majority of entrepreneurs are the same. We all started by saying, ‘I want to create something, I want to be in control of my own life, I want to build a future for my family.’ We didn’t say, ‘Oh yes, I have the skills necessary to lead a team of 30.’ Famously, even Mark Zuckerberg had to learn how to manage Facebook.

So the skills you had then – vision, a willingness to take risks (with both your career and your family), persistence and that sheer, bloody-minded determination to succeed – may not be the skills you need now. In fact, there’s no ‘may’ about it. Maverick entrepreneurs don’t always make great managers: you may have been the only person who could have started your business, but are you the best person to keep it going? Is it time for the visionary to make way for the general manager?

I’m not going to answer the question: I’m simply going to state that it is one of the most interesting and fundamental questions we’ll all face as our businesses grow, and one we’ll all need to ask ourselves. As I talk to the other TAB franchisees and to more and more business owners who are nearing the end of their entrepreneurial careers, it’s a question which increasingly fascinates me. We can never stand still: we’re always growing, developing and learning. Whether it is internal change or external change, the challenges we face this year are never the same as the challenges we faced last year.

That’s why you need friends. Whether it is your colleagues round a TAB boardroom table, your other franchisees or my team here at head office, they’ll always be there with advice, insight – and the occasional reminder that we shouldn’t take ourselves too seriously…

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…

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…’

Agile Leadership? Or Fundamental Truth?


Agileadjective: able to move quickly and easily. Or, increasingly, relating to software development: relating to or denoting a method of project management characterised by the division of tasks into short phases of work and frequent reassessment and adaptation of plans

And – even more increasingly – the new buzzword in management thinking. We’re now supposed to be agile leaders and agile managers. Our companies need to have an agile culture and, of course, the work is done by our agile teams.

But is ‘agile’ really a new way of thinking? Or is it simply the latest spin on what have always been the best business practices? The Emperor’s latest new clothes – and maybe I’ve seen them all before…

The more time I spend working with business owners and entrepreneurs, the more I’m convinced that – to borrow a line from a classic – the fundamental things will always apply. Hire good people: don’t hire for the sake of hiring. Give them responsibility and remember that your job is to lead. As Stephen Covey said, “keep the main thing the main thing” and – as this blog constantly repeats – never stop learning. If you don’t grow, your business cannot grow.

Unquestionably business is moving at an ever faster pace. It used to be only companies like Dropbox that boasted of employing staff all over the world: I forget the exact quote but it was something like ‘thirty staff in ten different countries in 12 different time zones.’ But now I notice an increasing number of local entrepreneurs working with suppliers and contractors in different countries, knowing exactly what time it is in the Philippines and as happy to price in dollars as in pounds.

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Is this ‘agile?’ No, it’s change. As an entrepreneur said during one of this week’s inevitable discussions on Brexit, “We’ll do what business has always done: we’ll adapt.”

What about the ‘agile culture’ we’re all supposed to use in our offices as we build our ‘agile teams?’ I saw it suggested recently that we should use an agile culture ‘to foster a healthy and positive working environment that takes advantage of the talent within.’

“No surprise there, Sherlock” as the PG version of Dr. Watson would have said. No entrepreneur succeeds alone – and if you don’t foster a positive working environment and take advantage of everyone’s talents, you’ve no chance. In the seven years since this blog started I have lost count of the number of times I’ve preached the benefits of trusting people and giving them responsibility. You should never be the only person in your company with the ability to say ‘yes’ to a new idea. That’s not ‘agile,’ it’s simply the best way to build a business.

…As is constantly being aware of the way your market – and new markets – are developing. “Agile leaders constantly see their business as a start-up” was another quote I read. If you started in a railway arch and you’re now employing 100 people and turning over £25m I suspect it’s quite hard to still see yourself as a start-up. But every entrepreneur I know who has built to that level is as open-minded and outward looking as any fresh-faced start-up.

My big fear with ‘agile’ is that we’ll all feel we should work at a faster and faster pace: that if we’re not Skyping Chicago at 9pm or instant messaging Manila at 5am we’re failing as entrepreneurs. I remember, nearly 20 years ago, reading an article about Gerry Robinson when he was building Granada – and famously, going home to his wife and children at 5pm. His philosophy was simple: if he couldn’t achieve it between 9am and 5pm, he was unlikely to achieve it between 6am and 8pm.

Trends, theories, buzzwords – and lucrative book deals – will continue to come and go in the realms of management and business but, whatever they’re called, the basics will never change.

…And a little over a month into my new role with The Alternative Board, I’m delighted to see those basic beliefs, practices and values running through every TAB franchisee and every TAB member that I’ve met. Yes, of course the next two years are going to throw up difficulties – some that none of us have yet contemplated – but there will be opportunities as well. And I know every TAB franchisee and member will do what businesses have always done – adapt, and meet the challenge.

The Skills we Can’t Measure


Before I plunge into this week’s post, let me just take a moment to say ‘thank you’ for all the e-mails, text messages and calls over the last fortnight. Taking over TAB UK is a huge honour, privilege and challenge – but I couldn’t be setting out on the journey with any greater goodwill. So thank you all.

Back to the blog: and who remembers Moneyball?

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The old ways of recruitment in baseball were jettisoned. In came Billy Beane, his stats guru and a transformation in the fortunes of the Oakland Athletics.

The central premise of ‘Moneyball’ was simple: that the collective wisdom of baseball insiders – managers, coaches and scouts – was almost always subjective and was frequently flawed. But the key statistics for baseball – stolen bases, runs, batting averages – could be measured, were accurate and – used properly – could go a very long way to building a winning team.

Well, it worked for the Oakland A’s. As Billy Beane memorably says at the beginning of the film, ‘There’s rich teams, there’s poor teams, there’s fifty feet of $%&! and then there’s us.’ The ‘Moneyball’ approach changed all that, with the film chronicling their hugely successful 2002 season.

Small wonder that business has followed the ‘Moneyball’ approach for generations. “What we can measure we can manage” as my first sales manager incessantly chanted, drumming into me that I needed to make “Specific, measurable” goals.

And he was right. Business has to measure results: goals must be specific and measurable and, as anyone who reads this blog on a regular basis will know, I believe there’s only one long term result if you don’t keep a close watch on your Key Performance Indicators.

But does that tell the full story?

Of course we have to keep track of the numbers: of course salesmen must be able to sell, coders must be able to code and engineers must be able to do the basic maths that means the bridge doesn’t fall down.

But none of those things happen in isolation: all of us in business are part of a team. We have to work with other people and – if our job is to lead the team – we have to get the best out of the people we work with.

And for that we need a set of skills that can’t be measured. I’ve written before about the World Economic Forum and their document on the key workplace skills that we’ll all need by the year 2020. Their top ten list includes creativity, people management, co-ordinating with others, emotional intelligence and cognitive flexibility.

Last time I checked, none of those could really be measured objectively.

So are we swinging back to the pre-Moneyball approach? To a time when ‘gut-feeling’ held sway.

No, we’re not. But I do believe we are in an era where what we’ve traditionally called ‘soft skills’ are at least as valuable as ‘hard,’ functional skills.

This has implications for those of us running businesses – and it especially has implications for the training programmes we introduce. In the years ahead, we’ll still need to train our salesmen and our coders, but we’ll need to give them skills that go well beyond selling and coding.

There are implications for hiring and firing as well: they can no longer be based purely on numbers. And yes, I appreciate that the second one is going to cause problems. As a TAB member said to me last month, “I can fire someone for under-performance, I can fire them for stealing from me. But try and fire them because they bring the whole team down with their negative attitude and I’m heading straight for an employment tribunal.”

We’ve all been there: been in a meeting where someone’s glass is determinedly half-empty and they’re equally determined that it will remain like that. There’s a collective sigh of relief when they go on holiday. You can’t let one person bring the team down: it’s up to us as leaders to use our soft skills to make sure that doesn’t happen.

It’s also up to us to make sure that everyone in the team has the chance to develop their own soft skills. Whether it’s negotiation, creativity, co-operation or flexibility – those are the skills our businesses are going to need over the coming years: those are the skills that will help us turn our visions into reality.

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…

Work/Life Balance: It’s Not Just You…


Let me introduce Helena Morrissey, non-executive chair of Newton Investment Managers and campaigner for greater gender diversity in the boardroom. Oh, and mother of nine children…

Someone sent me the link. ‘What does this say about work/life balance, Ed?’ she wittily added.

I won’t tell you what I thought. Nine children and a city career? Despite the fact that husband Richard is a full-time, stay-at-home Dad, Helena Morrissey still describes herself as “chief laundry lady, story-reader, times-table-tester, cake-maker, present-buyer, holiday and party organiser.”

That’s an impressive list by anyone’s standards – although I’m obviously disappointed to see she’s not coaching rugby as well…

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Work/life balance – the underlying and perennial theme of this blog – was much in the news over the festive period and, with due deference to Ms Morrissey, the stories largely focused on men. In particular the BBC featured this article – with nearly half of working fathers saying they’d like a less stressful job if it meant more time caring for their children. Even more significantly, a third of working fathers would be prepared to take a pay cut in return for more time with their children.

We’re entrepreneurs: we choose to do what we do. But that doesn’t mean it isn’t stressful and – as I wrote last week – the problems and uncertainties the entrepreneur faces every day would overwhelm the vast majority of managers.

Why do we do what we do? I’d say that for most of us there are two principal reasons:

  • Providing the very best we can for our families
  • And providing for our own drive and ego: we have to do what we know we’re capable of doing: we don’t ever want to look back and think ‘if only’

But balancing those two aims is one of the hardest jobs you’ll ever do. ‘Providing the very best’ doesn’t just mean material things, it also means time. Quality time doesn’t have to mean the zoo, the swimming pool or a football match: one of the most important lessons I ever learned was that to a small child quality time with Dad is just time with Dad.

“I missed my children growing up” is one of the saddest sentences in the English language and it’s one that too many men are still saying. It’s emphatically not something I ever want to hear around a TAB table.

But as employers, ‘work/life balance’ runs deeper for us. Because we have a duty not only to ourselves, but to members of our team as well. Running your own business brings tremendous pressures – but it also brings control over your own diary. When you’re employed and your boss says, “You need to be in Aberdeen next Thursday,” then you’ll be in Aberdeen, whether it’s sports day or the nativity play. If you run the company, you do at least have the option of thinking, ‘When do I want to be in Aberdeen?’

Not everyone wants to start their own business: but everyone wants to spend time with the children. Entrepreneurs need to be aware of that – and realise that their businesses will benefit as result.

There are now any number of studies showing the benefits of flexible working, for both the employer and the employee: put simply, people who work flexibly are happier and more productive. As technology advances – ‘Alexa, run through the cash flow figures will you?’ – flexible and remote working is going to be on a par with working in the office. Embrace it. Recent results from a Vodafone survey – with 8,000 global employers – saw 83% of respondents say that flexible working had boosted productivity, with SMEs the main beneficiaries.

As businesses fight to recruit and retain key staff, flexible working is going to become as important as someone’s pay packet – and it offers everyone running a business a tremendous opportunity. You can help your team with their work/life balance, improve the quality of their life – and boost your bottom line at the same time.

The Monday Morning Quarterback


It’s just about the perfect description. Instantly, we all know what it means…

So the wide receiver’s wide open. 20 yard throw straight into the end zone. Hell, even my six year old can do that. What’s he do? Tries to run it himself. Gets sacked. Turnover. And it’s game over. Season over. See you in September.

There isn’t an equivalent phrase in the UK, but no office is short of an expert round the watercooler on a Monday morning.

Seriously, he thinks X is a centre back? He needs to buy Y. And no wonder Z didn’t try an inch. My mate’s brother says he’s been tapped up by City.

Whichever side of the Atlantic you’re on, no sports fan gets a decision wrong on a Monday morning. Hindsight is a wonderful thing – and it guarantees you a 100% success rate.

Sadly, the entrepreneur doesn’t have the benefit of hindsight: he has to make decisions every day – and he’ll get plenty of them wrong. As a recent article in the Harvard Business Review put it, ‘The problems entrepreneurs confront every day would overwhelm most managers.’

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…And – just like the QB on a Sunday night – entrepreneurs get plenty of decisions wrong. Any entrepreneur who gets 50% of his decisions right first time is doing remarkably well. Fortunately, TAB members can improve on those numbers. They can bring their problems to the monthly board meetings – and rely on the collective wisdom, experience and insight of their colleagues: the Tuesday/ Wednesday/ Thursday quarterbacks. Once a problem – or an idea – has been run past seven people instead of one, the chances of a correct decision increase exponentially.

But I’m aware that not everyone who reads this blog is a member of TAB York: plenty of readers are just starting their journey as an entrepreneur. So here are three of the most common problems, proposed solutions and – ultimately – mistakes that I’ve seen in my business life. I hope they help – and don’t worry if you tick all three boxes: every successful entrepreneur has done exactly the same.

  • No-one else cares like I care. The only answer is to do it myself

That’s true. It’s your business: no-one will ever care like you care. But you cannot do everything yourself. That way lies fatigue, burn-out and your wife telling you that she needs to talk… Embrace the division of labour: we live in an age where everything can be outsourced online. Your job is to manage the business: let someone else do the tedious stuff that takes away your creativity and your productivity.

  • There’s no more money in the budget. The only solution is to throw more hours at it

Let me refer you to one of my favourite books, Rework, and page 83: ‘throw less at the problem.’ As the authors say, the solution is not more hours, people or money. The solution is almost always to cut back. You cannot do everything and, as I wrote last week, success comes from a focus on your core business – not on trying to please all the people all the time. Besides, more hours simply means a second, more serious, talk with your wife…

  • Fire people: hire people

When you’re starting out you’ll be a small team: that breeds closeness – and loyalty. But not everyone who starts the journey with you is capable of finishing it. Sadly, at some stage you’ll learn just how lonely it can be as an entrepreneur: one day, you’ll accept that Bill’s just not up to it any more. You have to act: if you don’t, you’ll cause resentment among the rest of Bill’s team – and risk losing people who are up to it. And when you hire Bill’s replacement, don’t be afraid to hire someone smarter than you. See above, your job is to manage and lead the company, not to be the expert on every single aspect of it.

 

When I write this weekly post I sometimes ‘let it go cold’ for an hour and then give it a final read through. That’s what I did this week and I need to correct myself. The three mistakes above are mistakes we can make at every stage of our business journey – not just when we’re starting out.

It’s all too easy to slip back into bad habits, to think ‘it’s easier to do it myself’ or ‘If I work through the night I’ll have cracked it.’ We’ve all done it. But at least you won’t make the mistakes for long: those quarterbacks round the TAB table will be watching you…

Time to Dump the Hairdryer?


Anyone who’s ever watched a game of football will have heard of ‘the hairdryer’ – the phrase coined by Mark Hughes to describe the dressing room rages of former Manchester United manger, Sir Alex Ferguson.

As Wayne Rooney said in his book, ‘My Decade,’ There’s nothing worse than getting the hairdryer. The manager stands in the middle of the room and loses it at me. He gets right up in my face and shouts. It feels like I’ve put my head in front of a BaByliss Turbo Power 2200 … It’s hard for me to take and sometime I shout back. I tell him he’s wrong and I’m right.

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Well, let me have a pound on who won that particular argument – but top marks to Wazza for getting the product endorsement in there…

So why am I writing about football in England when I’m still out here in Denver? Especially when the Broncos have started their pre-season games and anyone with any sense is at Sports Authority Field

Simply because a day old copy of the Times reached me, that’s why. And once I’d read about Newcastle’s latest victory and inevitable return to the top flight (being in the USA breeds confidence…) I turned my attention to an article by Matthew Syed.

I’ve written previously about Syed’s book Bounce – the Myth of Talent and the Power of Practice. I didn’t agree with the central thesis of that book, so as I started to read his article in the Times I was getting ready to take the opposite view again.

But I think he was spot-on: and I think there are valuable business lessons in what he had to say.

The title of Syed’s article was, ‘Why a manager’s touchline rantings could be doing more harm than good.’ He’s writing about conventional wisdom and yes, the accepted wisdom is that football managers have to rant – and get the hairdryer out. ‘What’s he doing? We’re two down and he’s just sitting in his seat!’ ‘Well, whatever he said at half-time has certainly worked. They’re a different team in this half…’

But all the evidence shows that ranting from the sidelines doesn’t work. Syed cites children’s sport – where the coach often barks a stream of instructions, ‘despite the empirical finding that this undermines the ability of [the] children to think for themselves and slows learning.’

According to Syed, the conventional wisdom in football is almost all wrong – and he contrasts it with Formula One, a sport which – in the words of Paddy Lowe, Mercedes technical director – there is no conventional wisdom and “standing still is tantamount to extinction.”

Like football, business is riddled with conventional thinking and accepted practices. Why are we doing it this way? Because we’ve always done it this way.

I’ve been so busy in Denver that I’ve had to push my ‘key things I’ve learned’ post back to next week. But there’s been one theme running through every conversation I’ve had and every presentation I’ve attended: with the business world constantly changing, ‘because we’ve always done it this way’ is just about the most dangerous belief there is.

Out here in Denver you can almost feel the ‘wind of change’ blowing from Silicon Valley. The Denver/Boulder region has even been talked of as the next Silicon Valley. There’s a palpable start-up buzz in the air and no business will be able to rely on ‘we’ve always done it this way.’

Matthew Syed ends his article with a compelling phrase; ‘It is innovation, not convention, that holds the key to success.’

He’s absolutely right. ‘If you always do what you’ve always done…’ is more true than it’s ever been. And now it appears that the result will be the same if you always do what everyone else has done as well.

Two words are on everyone’s lips in Denver: ‘Why not?’

Why can’t it be done a different way, a better way?

Whether it’s sport or business the old beliefs and the accepted wisdom are being challenged and rejected. So don’t be afraid to ask yourself ‘why not’ over the coming months – and expect the phrase to echo round the TAB York boardroom tables.