The Work/Life Support System


One of the facets of my new role within TAB is taking a wider view of the UK economy. That’s not to say I ignored it when I was owner of TAB York – but as MD of TAB UK I’m much more aware of the concerns and initiatives of organisations like the Institute of Directors and the Federation of Small Businesses.

…And last week brought a worrying report from the FSB. Their latest Small Business Index – carried out in the summer and based on a survey of more than 1,200 members – found that optimism among entrepreneurs had fallen sharply. Most worryingly, 13% of those who responded to the survey were looking for a way out of their business, the highest figure since the FSB began measuring in 2012.

OK: let’s introduce an immediate word of caution. I suspect if I were a disgruntled entrepreneur, desperately looking to sell my business I’d be far more likely to complete a survey like this than if everything were going well and orders were flying out of the door.

But that said, these are the worst figures the FSB have seen for five years. Rents, regulations, taxation and what Mike Cherry, FSB National Chairman, described as “the ridiculous staircase tax” all contributed to the entrepreneurs’ dissatisfaction.

Inevitably rising costs and uncertainty surrounding Brexit also received honourable mentions and they all – with the notable exception of the UK’s very cheerful export sector – contributed to a sharp fall in the FSB’s ‘optimism index.’

I wonder though, if it doesn’t go deeper than that for many entrepreneurs.

I’ve written previously about the ever-increasing impact of flexible working. If you’re looking to build your team and attract – and retain – the very best talent then offering flexible working is a must. Flexible hours, the option of working from home and genuine regard for someone’s work/life balance are all key.

But flexible working cuts both ways. One company’s flexible day can very easily equate to someone else’s 16 hour day.

I am not saying that we should all go back to 9 to 5 – that’s never going to happen. You can’t turn the clock back and remove flexible working, any more than you can – let’s take a ridiculous example – turn the clock back and ban a safe, convenient, modern, technology-driven ride sharing app…

In the old days it was very simple: if you wanted to succeed in business, you had to meet people. Face-to-face contact was essential.

Not so today: there are plenty of entrepreneurs out there – especially in the creative sector – who have never met their clients. “They’ve become my biggest client, Ed,” someone said to me the other day. “I think I’ve spoken to the MD twice on the phone. Everything else has been e-mail and Facebook messenger. I’ve got an address for invoicing but I’m not even sure where the MD’s based.”

That’s not unusual: for an increasing number of people running a business – whether they employ staff or not – equals sitting in front of a screen all day. And that must lead to more and more ‘lonely entrepreneurs.’

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Costs, taxation and ever increasing legislation all play their part in making the life of an entrepreneur difficult: but I just wonder how often loneliness is the final straw…

That’s why I believe the ‘work/life support system’ offered by The Alternative Board is so important: it’s why I believe the potential for us to grow in the future is so exciting. Some of you may have seen my recent profile in the Yorkshire Post – and yes, I absolutely believe that we can move from working with 350 business owners to over 1,000. And if we can do that we will very definitely benefit the UK economy.

But as I said in the article, sometimes as a business owner it’s difficult to know where to turn. I also said that I now realise how much I didn’t know when I started TAB York. One of the things I unquestionably didn’t know was how lonely life can be as an entrepreneur and how much having a support network can help.

Five years from now let’s hope the FSB are reporting that virtually no entrepreneurs are desperate to sell their businesses – and if TAB UK can play a part in that I’ll be absolutely delighted. Everyone needs friends: as the old saying has it, ‘Even the sharpest knife can’t cut it alone…’

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Time to go into Reverse


Mentor: noun – an experienced and trusted adviser. Someone who gives an inexperienced or younger person help and advice over a period of time.

And, of course, we’re all familiar with the most famous mentor of them all…

But now the phrase on everyone’s lips is ‘reverse mentoring’ – because it’s not just young people that need training in the office.

What is reverse mentoring? To turn the dictionary definition around it is when an inexperienced or younger person gives an older, more experienced colleague help and advice. Why? One word: Snapchat. Another word: Instagram.

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As social media – and other developments such as gamification and virtual reality – come to play an increasingly important part in both the workplace and the customer journey, so Mr Older-Experienced can be left feeling, well… helpless.

But why do you need training in the office? Why not just ask your teenage children? If you’re asking that question I can only assume you don’t have teenage children. You cannot ask your teenage children. Sadly, I’m becoming all too familiar with their response. The long, drawn-out sigh. The raised eyes, the pained expression. ‘Oh God, I’ve got to explain it to the old person again…’

Back in the office there are some very successful advocates for reverse mentoring. Former Burberry CEO Angela Ahrendts credits it with helping her turn the company around and grow the brand value from $3bn to $11bn. John Lydon, MD of McKinsey Australia said that his tech-capability had increased tenfold – and he was able to understand the minds of a younger generation, and the emerging trends that came with them.

Why does reverse mentoring work? Because human nature all too often dictates that we spend too much time talking to people like us. People who are roughly the same age, from the same background and have the same views. Speaking to someone who’s younger than you, from a different background and significantly lower down the organisation chart can help you see the business from a new angle. In large companies it’s also a good way to identify future leaders: not just how much does someone know, but how good are they at communicating, and making the complex easy to understand.

The other great plus of reverse mentoring is that it creates a culture where everyone in the company is constantly learning – something you emphatically need to do today.

Depending on which projection you read, by the middle of the next decade millennials (people who entered the workforce around the turn of the century) will comprise up to 75% of employees. And yet most MDs and CEOs will still be significantly older.

So we’ll be hearing a lot more about reverse mentoring. I think it’s a great idea: looking back over my days in the corporate world, I can remember plenty of times when it would have helped me, my boss and – in the long term – the company. But I worry that too many organisations will introduce a reverse mentoring programme and simply pay it lip service – ‘this is the latest big thing apparently. I suppose we’d better give it a go’ – while carrying on doing what they’ve always done. And as I have said many times, if you always do what you have always done, these days you will no longer get what you have always got.

In many ways reverse mentoring has been part and parcel of TAB since I joined – even if we didn’t use the exact term. When I was running TAB York I always wanted my Boards to have a mix of ages and backgrounds – and it’s something I now encourage the franchisees in the UK to do. When someone brings a problem, challenge or opportunity to a monthly meeting it is absolutely invaluable for them to see it from different angles and different perspectives. ‘A problem shared is a problem halved’ as the old saying goes: a problem seen from seven different viewpoints is very often a problem solved.

With that, I’m going to leave you for a fortnight. Next week I’m on holiday and the week after I’m joining TAB colleagues from around the world in Denver. But first, a holiday with Dav and the boys: hopefully without the sighs and the pained expressions…

David and Goliath? It could be TAB vs. Amazon…


If you saw the news last week you may have seen that there was – very briefly – a change at the top of the league table. Specifically, at the top of the Bloomberg’s Billionaires Index.

Amazon shares rose ahead of their results and for one day – July 27th – Jeff Bezos was the richest person in the world. And then, wouldn’t you know it, the company’s results were disappointing. Despite revenue for the three months to June rising to $38bn (25% up on the same period last year) earnings-per-share were down as the company chased growth. The shares slipped back by 2% and that was enough. Bill Gates was back at number one and poor old Jeff was struggling to get by on $89bn.

But wherever Jeff Bezos is in the rich list, Amazon has become an integral part of all our lives. I’ve touched several times on the decline of the traditional high street: whatever your feelings about that, Amazon has played a central role in it. And the company is chasing yet more growth – $14bn to buy Whole Foods, for example, as it goes head-to-head with Walmart.

Right now Amazon seems to be looking to dominate just about every sector you can think of: quoted in City AM an American fund manager said, “What you’re buying [Amazon shares] for is revenue growth and market share – and Amazon is making great progress.”

And now to another story that caught my attention. ‘Edinburgh’s entrepreneurial eco-system encouraging start-ups.’ Basically it’s a simple story: Edinburgh has brought all the key ingredients together to allow people to start businesses and to encourage those businesses to grow – a talented workforce, public sector and academic support, access to finance, affordable space and quality of life.

For me, the two stories are closely connected. Amazon and the other tech giants are going on a spending spree. That is going to bring benefits: both Amazon and Google are committed to massive new developments in London that will create thousands of jobs. But it will also come at a price, and that price may well be paid by our local shops and communities.

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And yes, I use Amazon. Of course I do. Someone recommends a book, you find it in 10 seconds, click, it’s bought. But I am acutely conscious that if I shop with Amazon the money does not stay in my local community. South Milford does not have a book shop: I’d hate to think that in a few years The Village Store (no, the marketing committee didn’t spend long on the name…) had disappeared because we’d all decided Amazon was the best place to buy Weetabix, dog food and loo rolls.

This is where I think entrepreneurs have a significant role to play. We are firmly rooted in our local communities and I’m really keen to encourage the 400 business owners in the TAB community to play their part in creating ‘entrepreneurial eco-systems’ like the one in Edinburgh. One of the things that TAB members do well is bring people together: not just other TAB members, but people from banking, regional development, education and other sectors. If we can develop that, then we can play our part in building and nurturing successful local economies.

Technology isn’t going away. Any day now you’re going to look up into the sky and watch a delivery from an Amazon drone. And if you think that’s impressive the Chinese version of Amazon claims to deliver in 15 minutes: not even worth nipping out to the shops at lunchtime…

Local businesses and local communities are going to need all the help they can get. I’m proud to know that TAB members will play a central role in providing that help – and no-one is better qualified.

PS Should you need either of these vital items the Chinese Amazon will apparently also deliver a Vietnamese bride and/or a live scorpion. A whole new meaning to ‘something for the weekend…’

Eddie and Jacob: the Unlikely Lads


Every day 300,000 people use Southern Rail: every day, a good proportion of those people are subject to overcrowded trains, delays or cancellations – or all three. Management blames the unions: the unions blame the management and now the owners of Southern Rail have been fined £13.4m – which has only increased the bitterness between the two sides.

But it’s not all doom and gloom at head office: Southern Rail have unwittingly discovered a social media star.

Meet Eddie…

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Eddie – sadly we do not know his second name – is 15 and was at Southern Rail on work experience. The decision was taken to put Eddie in charge of Southern Rail’s Twitter feed, which (as you might guess) is usually a seething hotbed of complaints, abuse and sarcasm. Showing that all the world’s ‘social media consultants’ are grossly overpaid, Eddie wasted no time in introducing himself:

Hi! Eddie here! Here on work experience and ready to answer your questions

Sensing that Eddie may not have the answer to why the 08:32 was delayed, overcrowded or cancelled, Southern Rail’s followers tried a different tack:

Hi Eddie! Would you rather fight one horse-sized duck or 100 duck-sized horses?

A tough one: you suspect the traditional occupants of the customer service desk would have struggled. But Eddie was unfazed:

100 duck sized horses. A horse-sized duck would be pretty scary. You? Eddie

That’s a perfect response. In less than 140 characters Eddie answered the question, empathised with the customer and clearly identified himself. And after that he went from strength to strength…

Eddie – would you rather have rollerblades for feet or chopsticks for hands for the rest of your life?

Rollerblades for feet. I feel like I could get used to them pretty quickly and get places quicker.

Unlike Southern Rail someone darkly responded. But Eddie was on a roll, and by the end of his stint was even dishing out dietary advice.

Chicken fajitas or Thai green curry tonight? @Adam_W48 needed to know.

It has to be chicken fajitas Eddie replied with a wink.

For one day at least Southern Rail had given their customers something to smile about. But Eddie is not alone in being an unlikely star of the new media…

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Let me introduce you to an ever more surprising social media star – Jacob Rees-Mogg, or the MP for the 17th Century as he is frequently known. More correctly, the Eton and Oxford educated Mogg – the Moggster to his fans – is the Conservative MP for North Somerset. Unlike many of today’s politicians, Mogg doesn’t pretend to be something he is not. To many, he is what the New Statesman described as ‘a cartoonish toff.’ To others, he is a future Prime Minister – William Hill will offer you 16/1.

But Mogg also has 35,000 followers on Instagram (twice the number Theresa May has). He is not afraid to speak Latin and holds the record for the longest word ever used in the House of Commons (floccloccinaucinihilipilification – it means the habit of estimating something as worthless.) His sixth child was named Sixtus – the Guardian labelled him a ‘Tory sex machine’ – and he campaigns with his eldest son, both of them dressed in identical double-breasted suits.

You suspect that Eddie and Rees-Mogg could not be more different. But what they share is authenticity, and a willingness to answer a question. As Southern Rail casts around for excuses, as United Airlines tries to justify assaulting one of its own passengers and sundry corporate and government ‘spokesmen’ tell us what we all know is patently untrue, maybe business can learn a lesson from Eddie and the Right Honourable Member for the 17th Century. Customers are fed up with spin: more than ever they value the truth, openness, honesty and a willingness to engage.

If you have a problem, admit it. If you’re going to miss the delivery date, tell them. As the old saying goes, ‘The truth hurts, but it doesn’t kill. The lie pleases, but it doesn’t heal.’ I’d go further than that: all our businesses are about building long-term relationships. It is a central part of TAB’s message and beliefs.

The truth may hurt in the short-term, but in the long term it can strengthen a relationship. If you tell the truth when it clearly shows you in a bad light then you’re someone who can be trusted. Lies – or spin – may please in the short-term: you cannot build a long-term business on them.

…And I clearly cannot build a long term business as a sports psychologist. Time to eat humble pie: or humilem massae manducare as JRM would put it. You may have noticed a slightly triumphalist tone in the blog last week. A few words of advice for Joe Root, he scores 190 and England win the first test by 211 runs. Sadly, a week is a long time in the sports psychology business. The last time I checked (from behind the sofa) Joe Root’s off stump was lying flat on the ground and England were sliding to a massive 340 run defeat. No wonder the MCC didn’t pay my invoice…

Dear Prime Minister…


Last week I looked at the lessons we can learn from the General Election campaign.

This week I wanted to start with, ‘The dust has settled and we can get back to normal…’ But, apparently not: still no deal with the DUP and a Queen’s Speech which roughly translated as, ‘Sort it yourselves, I’m off to Ascot.’

Apparently many Conservative MPs are privately admitting to disappointment at the way the Prime Minister has handled the talks with the DUP. Ah well, it’s not as though she has any major negotiations coming up…

But sooner or later the dust will settle: sooner or later we will have a government that won’t be in permanent crisis. Perhaps then the politicians could turn their attention to business: to the tens of thousands of small business owners up and down the land that are building a future for themselves and their families.

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So here’s my open letter to whoever is PM when the music stops. I’m sure TAB members and franchisees will have their own ‘wish lists.’ Here’s mine…

First and foremost, Prime Minister, perhaps you and our other elected representatives could put your big boy pants on? Raise your eyes from the Westminster village and your plots and counter-plots and realise that there is a country to govern. More importantly a country which faces serious challenges – whether it is the ageing population, the ridiculous amount of money wasted on treating the all-too-preventable obesity crisis or the impact AI and robotics are going to have on our jobs. It is time to stop kicking every potential crisis into the long grass and hoping it doesn’t need addressing again until you are writing your memoirs.

And then there’s Brexit – in particular, defining the shape you want it to take. Call me old fashioned but – like most business owners – I prefer to go into negotiations knowing what I want to achieve. That doesn’t seem to be the case at the moment.

As a business owner and a father, I want to see continued investment in our world class universities. We cannot turn the clock back: we live in a global society and we’re not just competing locally for the best talent, we’re competing internationally. So let’s do everything we can to attract that talent to the UK. And while I’m on education, could we just have a radical overhaul of the school curriculum? As Dan and Rory get older I look at some of the work they bring home and I think, ‘that’s the same essay I did thirty years ago.’ If they ever need to know about an ox-bow lake they’ll ask Wiki: teach them to be creative, to solve problems.

Increasingly work is about successful collaboration: and yet we continue to examine ever more irrelevant subjects on an individual basis. Would it be so hard to examine a project that four students had worked on together?

What’s next? A comprehensive review of the tax system. Seriously, what is National Insurance? Would anyone invent it now? In much the same way as we have 20th century town centres trying to cope with 21st Century shopping habits, so we have a 20th Century tax system trying to cope with 21st Century working patterns. People have more than one job, they’re employed, they’re self-employed, they’re contracting, they’re working overseas. Goods are designed in one country, refined in another, manufactured in a third, shipped across continents and sold across the world. And all the time, the poor old tax system is puffing and panting as it runs after the money.

Simplify the system and embrace the Laffer Curve. Give business an incentive to invest and to make profits and it will generate the revenues the country needs. Treat it as a cash cow to provide for everything and everybody and it will rapidly move to a more hospitable tax regime.

It may also move to somewhere you can get a phone signal. I know this is looking dangerously to the future, but could we please have a full and speedy roll out of 5G? Yes, yes, I know your Chancellor has said that he is committed to it but so far that commitment doesn’t extend to a starting date. Right now the UK is ranked 54th in the world for 4G LTE connections and bluntly, it is not good enough. We are behind Morocco and Greece. Even 4G only works intermittently – unless you’re driving through parts of North Yorkshire, when ‘intermittent’ would be a remarkable improvement.

5G is expected to start rolling out worldwide in 2020: according to this article in Wired, South Korea has been preparing for it since 2008. That’s very nearly ten years. In the Spring Budget we committed the mighty sum of £16m for ‘further research.’ If we are going to leave the EU and become a ‘global hub’ then we are going to have to do a lot better than £16m.

Lastly, could we please make long term investments in a coherent, joined-up, 21st Century transport system? Other countries in Europe have taken the long term view, invested in their rail networks and now have modern, connected, effective services. Meanwhile there is a credible argument that the Conservatives lost their majority thanks to congestion on Southern Rail. £90bn on HS2? I can think of other priorities. HS2 will save minutes: business owners waste hours sitting in contraflows on our ‘smart motorways.’ No matter, I’ll just save up and buy one of these little beauties

That’s it. Except that if you’re still struggling to cobble a government together give me a ring. I know plenty of owners of SME’s who are first-rate negotiators. 10 members of the DUP to sort out? They’d do it before breakfast…

Best regards

Ed

Lessons from the Maybot


Consider these two newspaper headlines:

South Milford FC win Champions League

Labour win Kensington & Chelsea

Well, you think. A Chinese conglomerate. Don’t see the value in spending £3bn on Manchester United. Decided to do it the romantic way. Small local team – but a million people within 30 minutes. 20 year plan, work their way up the football pyramid. Suppose it could happen…

What was the other one? Labour win Kensington & Chelsea? Have a word with yourself. And don’t forget your medication…

Except last Friday afternoon it did happen. With a majority of just 20, Emma Dent Coad captured Kensington and Chelsea for Labour. And if you want a measure of how completely inept the Conservative election campaign was, there you have it.

‘I didn’t fail. I learned,’ is one the great aphorisms of the positive-thinking industry. Well, Theresa May certainly learned how to take a working majority and turn it into – dare I use the phrase – a coalition of chaos. As everyone knows, she is now dependent on the DUP, whose ten MPs shuffled into the limelight last Friday afternoon like a factory syndicate who had won the lottery.

But this is a business blog, not a politics one. Are there any lessons we as business owners can learn from the election, the Conservative ‘strategy’ and the Maybot? Oh yes…

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First and foremost, don’t ever take success for granted. I hope Ian Hislop doesn’t mind: I photographed the Private Eye cover from May 18th as my illustration this week. At the time it exactly summed up the mood in Conservative Central Office: it wasn’t a General Election, it was a coronation.

…Did the Conservatives underestimate Corbyn? Only by a factor of 300 – in much the same way that the Clinton camp underestimated Trump. In both cases the overwhelming favourite said, ‘You can’t possibly vote for my opponent:’ to which the electorate replied, ‘Watch us.’

Whatever you’re doing – whether you’re pitching for a contract, tendering for some work, making a presentation to potential clients – you must show up, give your best every single time and never, ever underestimate your opponents. No-one – clients, customers or the electorate – likes to be taken for granted.

Yes, show up. Sounds obvious doesn’t it? You need to show up, even if it’s going to be tough. Say what you like about Corbyn – he turned up, he was prepared to speak, his events were free and he connected with people. Theresa May hunkered in her bunker muttering “strong and stable.” I am sorry, Prime Minister, when the going gets tough, the tough do not send Amber Rudd.

What’s next? Ah yes, the personality cult. They weren’t Conservative candidates were they? They were ‘Theresa May’s local candidate.’ The cabinet? Never heard of them: are you talking about ‘Theresa May’s team?’ If you want to make it all about your personality – whether it’s your business or the General Election – just make sure you have one.

Have a vision. How many times have we said that the leader’s job is to lead? To have a vision and communicate that vision. End tuition fees, raise in the minimum wage, a hand-up for the many… Whether you agree with it or not, that was a vision.

Trust your team. When she became PM Theresa May shuffled her team. Whatever your view of Messrs Hammond, Johnson and Davis – and Ms Rudd – they are experienced politicians. They’re used to campaigning. If you’ve handpicked your team, you have to trust them. No business grows or succeeds by the boss micro-managing every single decision himself.

Lastly, don’t always rely on the same people for advice. The apocryphal story is that the only person Mrs May would take a phone call from during the campaign was the Queen (yep, probably asking for her coach back…) Clearly the PM’s advice came from her two, now-departed, special advisers and her husband, all of whom were telling her what she wanted to hear. Maybe she should have joined a TAB Board for the duration of the campaign: she’d certainly have received advice at odds with her thinking but – as it so often does for so many business owners – it would have saved her from some disastrous mistakes.

So did Theresa May get anything right? Well, certainly not the Mexican wave on Tuesday night but – as one of my team in Harrogate pointed out – she always wore nice shoes…

I could go on and on – but enough’s enough. The Conservative campaign was easily the most inept in my lifetime. And yes, I know she is still Prime Minster but go back to the end of April. Record approval ratings and a 20 point lead in the polls. It’s the equivalent of a team leading 6-0 at half-time, scoring six own goals and scraping home 7-6. A win is a win, but at what price in the long term? What will it cost the country, the economy and our businesses?

The Entrepreneur’s Manifesto


First things first. This post was written on Thursday: by the time you read it you’ll have sat up all night watching the results come in or – early on Friday morning – you’ll have smiled with satisfaction. Or wondered if you could relocate to Mexico…

Either way, we’ll have a new government: new policies, new priorities and – as usual – those of us running a business will need to adapt. There are some very definite things that I’d like to see over the next five years and I’ll be writing about them next week. For now, let me reflect on the campaign that has just ended.

…And go back to some words I wrote in July 2014, when Theresa May was Home Secretary, Jeremy Corbyn was a maverick backbencher and the Conservative/Lib Dem coalition could look forward to another 10 months in power.

Seven o’clock the next morning. He’s in his office. A bank of computer screens. Stock market prices, foreign currency exchange – and the production figures from his factories; the sales figures from his shops. He finishes his black coffee, takes his tablets and settles into another high-risk, high-pressure day. Another typical day for an entrepreneur…

That’s the popular perception of the entrepreneur – someone who loves risk, who needs the adrenalin rush from risk, who even goes out of his way to create risk when none exists.

We could well take the stereotype even further. Focused, ruthless, determined to get what he (yes, the “typical” entrepreneur is always a he) wants. Doesn’t care who gets trampled in the process…

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One of the things that has most disappointed me about this election campaign has been that both sides have failed to understand the role of the entrepreneur in our society – that the picture of ‘the typical entrepreneur’ has been allowed to hold sway.

To Labour supporters “the rich” (let’s not use some of the other epithets) have been nothing more than a vehicle to be taxed: an inexhaustible supply of cash for the state. But neither have the Conservatives supported our cause: the entrepreneur has taken a back seat as they increasingly see ‘big government’ as the engine of growth.

I know virtually no-one in TAB who fits that outdated picture of the stereotypical entrepreneur. Yes, of course many TAB members and franchisees want to build successful businesses for themselves and their families – but almost none of them have the creation of personal wealth as their sole motivation.

You won’t be surprised to hear that I think entrepreneurs are some of the most important members of our society. They create jobs: in the UK, more than 15m people are employed by SMEs.

They innovate – the iPhone, the Dyson, your computer’s operating system. So much of what we take for granted now was born out of an entrepreneur’s spirit, determination and willingness to make sacrifices.

Entrepreneurs drive economic growth – and they accept risk. Ultimately, nothing is created without someone, somewhere taking a risk. And that person is almost always an entrepreneur.

And entrepreneurs give back. Yes, initiatives such as The Giving Pledge will always attract the major headlines, but I constantly see entrepreneurs working in their local areas without any expectation of reward or recognition, giving back to communities that have given so much to them.

Let me leave you with the story of one entrepreneur. He was born in Hackney: his father was a tailor in the garment industry and they lived in a council flat. He earned extra money for the family by working in a greengrocer’s and then – after a brief spell at the Ministry of Education – he began selling car aerials out of a van he’d bought for £50 and insured for £8.

And in January of this year he paid £58,646,028.44 in tax.

You will have your own views on Lord Sugar. Whatever they are, you cannot deny that he is an entrepreneur who has innovated, created jobs and – ultimately – given back to society.

In the election campaign he was roundly vilified by left wing Labour supporters for suggesting (tactfully, as he always does) that their leader may not be up to the job.

In response to the criticism, he revealed the amount of tax he paid in January of this year. Yes, 58 million quid.

Alan Sugar could undoubtedly have spent his working life at the Ministry of Education: he’d now be quietly retired on an index-linked pension. Instead, he started selling car aerials in Hackney market – and he has just paid the salary of 2,320 nurses…

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…

What can we learn from Emmanuel Macron?


Meet the new boss. Definitely not the same as the old boss…

After a year of campaigning we have a new man in the Elysee Palace: Emmanuel Macron, the new President of France with 66% of the votes cast and the youngest leader of the country since Napoleon.

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Judging by some of the paeans of praise for the new President, all of France’s problems – indeed, all of Europe’s – have been solved. In reality, Macron faces huge problems with French unemployment, domestic security, the creaking French pension system and – not least – Brexit.

There’s also the small matter of his En Marche movement not having any MPs. Macron is due to appoint a Prime Minister next week but it may be a short-lived appointment. If he doesn’t win a majority in next month’s parliamentary elections then he could well be forced to appoint a new PM from the largest – possibly opposition – party.

And then there’s the votes: or lack of them. Yes, he won 66% of the votes cast, but on the lowest turnout since 1969. What’s more, between 10% and 11% of those that did go to the polls spoiled their ballot paper. That’s not someone sitting up in bed, reaching for their smartphone and clicking ‘none of the above.’ That’s someone getting up, getting dressed and making a conscious effort to reject both the candidates.

Many of those people will have been supporters of the far-left candidate Jean-Luc Melenchon, whose high-spending, anti-EU platform had many similarities with Marine Le Pen’s message. Many voters do not see Macron as a ‘brave new dawn.’ To them, he was simply the least-bad of the two candidates on offer, with one poll suggesting 43% of voters supported him purely to thwart Le Pen.

But despite all that, what Macron achieved was remarkable. He launched En Marche (On the move) in his home town of Amiens on 6th April 2016, little more than a year ago. He didn’t announce his bid for the Presidency until November. The rest, as they say, is history…

So are there any lessons we can take from the success of the former Minister for the Economy and Finance and one-time Rothschilds banker? The English speaking, German loving politician that “Europe has been waiting for…”

First and foremost, Macron represents change. Conspiracy theorists may criticise him as a creation of pro-banking, pro-globalisation elites, but the French election was notable for its rejection of the established parties. I think that’s reflective of an attitude to change that’s all around us: look at the way traditional industries and professions – banking, the law, accountancy – are now being shaken up by new technology. If your pitch to your customers is ‘we do it this way because we’ve always done it this way’ you’re going to find people responding with, ‘I’m sorry, I’m bored.’ The old way may still work, but there is an entirely different class of consumer out there, who wants to interact with you in an entirely new way.

Macron, apparently, has always been different. At school, according to one of his former classmates, while other boys watched TV and played football, Macron read classic French literature and wrote a novel about Spanish conquistadors. He had, said the classmate, “Olympic intelligence.”

I’m not sure I know what ‘Olympic intelligence’ means, but I do know that some of the very best operators I have ever worked with were multi-dimensional. They had deep and genuine interests outside work: what Denis Healey famously referred to as ‘hinterland.’ This not only made them fascinating people to work with, it also gave them a sense of perspective, and a different way of looking at business problems.

…And, of course, Macron represents a fresh start: someone without baggage. As a general rule I’m an advocate of promotion from within. Occasionally though, you need to go outside and bring someone in who represents a break with the past, an entirely different way of looking at the problems and the opportunities. Whether Emmanuel Macron can do that remains to be seen: I, for one, will be hoping that his En Marche movement gains enough seats on 11th and 18th June to at least give him a real chance.

In many ways I can see similarities between En Marche and TAB. You can’t call TAB a movement, but can most definitely term it a community. Yes, of course there’s a bottom line to take care of and a cheque to send to HMRC. But we’re driven by ideals, not by profit. It’s about changing lives, not about dividends to shareholders.

Let me finish by returning to those murky conspiracy theories. All conspiracy theorists will have heard of Bilderberg – along with the Illuminati and the Freemasons one of three secret, shadowy organisations that rule the world. Emmanuel Macron was a Bilderberg attendee in 2014, along with one Edward M. Balls.

Unlike the Masons, members of Bilderberg do not have a secret handshake: instead, they reveal themselves to each other with a series of very slight, very subtle ‘moves.’ How unfortunate that these ‘moves’ were leaked so publicly