Johnny, Hi, great to see you again. How are you doing?
Ah, very good. Thank you, Matt, doing very well. Thank you. How are you good?
Yeah, very well. Thanks. The topic for today is, what are the five principles of successful leadership? We created these principles based on the 1000 clients that we've worked with, all that SBIR worked with over the years, and
many of those on leadership programs. Just to run through those five principles, our first one being leadership is everything, and making sure that you're recruiting the right people, and how are you recruiting the right people into leadership data is the second looking at people versus
metrics. So balancing having good analysis, good data that you can analyze and understand and identify trends within, but also balancing that with the individuals, operational rigor, how you create consistency and effective habits in in leadership, commercial alignment, that client centric approach, making sure everyone's going in the same direction. I
think it's really important. And then finally, just wrap them all up, is that underlying coaching culture so providing the team with a real track to run on, having a supportive view of leadership and focusing more on the carrot than the stick, the first principle that leadership is everything. What's that mean to you?
Really like this first principle, when we're thinking about leadership, who are you recruiting into that role, and do they have the capacity and the capability to be successful, also thinking about that ability to role model? So that is, leadership is everything. It's principle one.
The next principle is data and people versus metrics. And I think it's this is a really interesting topic of how to find the right balance between the people and focusing on the individuals in the team, and then what the numbers are telling you. And I think balancing what data you're capturing, why you're capturing it, but more importantly, how you're using it and what you're looking for.
First of all, do you have data? Do you have quantitative data that can give you some insight, and we live in the world of overindulgence in information, that information needs to be valid, so let's check the validity of that. That is just one story that's important. Part of what we're saying here is people versus metrics. Once you look at the metrics, then what you want to be able to do is overlay the people, the quant the qualitative stuff that you can see right.
Balance. It's about balance, and it's about looking at the right things. How do we, again, to your point, take the right metrics, look at them in the right way, coach the team on how to understand them and how to adapt their ability to talk to those numbers, but also what they do that impacts those numbers, and leading on from that into our next one, which is operational rigor.
What operational rigor means to me, quite simple is about discipline. You've got to be aware, if you're a middle manager or a leader, that some of the work that we do is monotonous. So be conscious around how you deal with monotony. Because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process. If your operational rigor is successful, your
employee Net Promoter Score should be fantastic. Your attrition, in terms of the people being regrettable, should reduce, and ultimately, productivity, ie revenue, should improve.
So moving on to our fourth principle, commercial alignment, you've got a lovely quote that you shared with me previously. I'd like you to share again.
What we're talking about here is, how do we align all key functions together? And the quote that you talked about there is actually one of my favorite books, and if you've never read it or ever been on a training course, it's from Patrick Lencioni, The Five Dysfunctions of a Team. If you could get all the people in an organization rowing in the same direction, you could dominate any industry in any market against any competition at any time.
I 100% support that. And how do you maintain that? And how, but more importantly, how do you maintain that as your business grows? Thank you. And then our last principle of coaching culture. How to develop a rich coaching culture, a culture of support, providing a clear track to run on for your team. Aligning to those that data principle that we mentioned earlier, is it really clear what your team needs? How are you
supporting your teams? What does it scream out for you? Johnny, coaching culture?
I see this coaching culture principle is again a universal principle, but it wraps around the other four principles we've spoken about today. If that is a really great culture within your organization, that not only is the sales coaching the sales, but marketing is coaching sales. Sales is coaching marketing. Marketing is coaching finance. Now we're starting to align the commercial piece, operational rigor. Again, a half a culture talks about, it's living and
breathing. It's in your ecosystem, therefore, operationally, it will be living and breathing in the processes that you do. I would say that's the piece there, Matt.
Absolutely Johnny. And thank you to to you, and thank you to everyone who joined us today. I'm certain that you may have your own perspective, right? You may have your own principles that you follow with. In your business. But hopefully what we've done today is share five really great foundational principles to successful leadership alongside some really great examples of of how they've of how they can impact your business and how they can help you in being successful as a leader.