October 14, 2024 • 5 mins
Matt and Jonny review their 5 leadership principles from lessons learnt from a 20+ year consultancy of over 1,000 clients. These include operational rigor, commercial alignment, and the power of a coaching culture in business leadership. They discuss how leaders can maintain discipline and effectiveness amidst the monotony of routine tasks, while also fostering a strong coaching culture that nurtures growth, and explore how aligning key functions across sales, marketing, HR, and finance can drive success.
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Episode Transcript
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Matt Best (00:05):
Johnny, Hi, great to see you again. How are you
doing?
Jonny Adams (00:10):
Ah, very good. Thank you, Matt, doing very
well. Thank you. How are yougood?
Matt Best (00:13):
Yeah, very well. Thanks. The topic for today is,
what are the five principles ofsuccessful leadership? We
created these principles basedon the 1000 clients that we've
worked with, all that SBIRworked with over the years, and
many of those on leadershipprograms. Just to run through
those five principles, our firstone being leadership is
(00:33):
everything, and making sure thatyou're recruiting the right
people, and how are yourecruiting the right people into
leadership data is the secondlooking at people versus
metrics. So balancing havinggood analysis, good data that
you can analyze and understandand identify trends within, but
also balancing that with theindividuals, operational rigor,
(00:54):
how you create consistency andeffective habits in in
leadership, commercialalignment, that client centric
approach, making sure everyone'sgoing in the same direction. I
think it's really important. Andthen finally, just wrap them all
up, is that underlying coachingculture so providing the team
with a real track to run on,having a supportive view of
(01:14):
leadership and focusing more onthe carrot than the stick, the
first principle that leadershipis everything. What's that mean
to you?
Jonny Adams (01:21):
Really like this first principle, when we're
thinking about leadership, whoare you recruiting into that
role, and do they have thecapacity and the capability to
be successful, also thinkingabout that ability to role
model? So that is, leadership iseverything. It's principle one.
Matt Best (01:36):
The next principle is data and people versus metrics.
And I think it's this is areally interesting topic of how
to find the right balancebetween the people and focusing
on the individuals in the team,and then what the numbers are
telling you. And I thinkbalancing what data you're
capturing, why you're capturingit, but more importantly, how
you're using it and what you'relooking for.
Jonny Adams (01:57):
First of all, do you have data? Do you have
quantitative data that can giveyou some insight, and we live in
the world of overindulgence ininformation, that information
needs to be valid, so let'scheck the validity of that. That
is just one story that'simportant. Part of what we're
saying here is people versusmetrics. Once you look at the
metrics, then what you want tobe able to do is overlay the
(02:19):
people, the quant thequalitative stuff that you can
see right.
Matt Best (02:22):
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 inthe right way, coach the team on
how to understand them and howto adapt their ability to talk
to those numbers, but also whatthey do that impacts those
numbers, and leading on fromthat into our next one, which is
(02:42):
operational rigor.
Jonny Adams (02:44):
What operational rigor means to me, quite simple
is about discipline. You've gotto be aware, if you're a middle
manager or a leader, that someof the work that we do is
monotonous. So be consciousaround 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 operationalrigor is successful, your
(03:05):
employee Net Promoter Scoreshould be fantastic. Your
attrition, in terms of thepeople being regrettable, should
reduce, and ultimately,productivity, ie revenue, should
improve.
Matt Best (03:16):
So moving on to our fourth principle, commercial
alignment, you've got a lovelyquote that you shared with me
previously. I'd like you toshare again.
Jonny Adams (03:25):
What we're talking about here is, how do we align
all key functions together? Andthe quote that you talked about
there is actually one of myfavorite books, and if you've
never read it or ever been on atraining course, it's from
Patrick Lencioni, The FiveDysfunctions of a Team. If you
could get all the people in anorganization rowing in the same
direction, you could dominateany industry in any market
(03:46):
against any competition at anytime.
Matt Best (03:49):
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. Andthen our last principle of
coaching culture. How to developa rich coaching culture, a
culture of support, providing aclear track to run on for your
team. Aligning to those thatdata principle that we mentioned
(04:10):
earlier, is it really clear whatyour team needs? How are you
supporting your teams? What doesit scream out for you? Johnny,
coaching culture?
Jonny Adams (04:18):
I see this coaching culture principle is again a
universal principle, but itwraps around the other four
principles we've spoken abouttoday. If that is a really great
culture within yourorganization, 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 thecommercial piece, operational
(04:38):
rigor. Again, a half a culturetalks about, it's living and
breathing. It's in yourecosystem, therefore,
operationally, it will be livingand breathing in the processes
that you do. I would say that'sthe piece there, Matt.
Matt Best (04:48):
Absolutely Johnny. And thank you to to you, and
thank you to everyone who joinedus 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 sharefive really great foundational
principles to successfulleadership alongside some really
great examples of of how they'veof how they can impact your
(05:11):
business and how they can helpyou in being successful as a
leader.
Johnny, Hi, great to see you again. How are you
doing?
Jonny Adams (00:10):
Ah, very good. Thank you, Matt, doing very
well. Thank you. How are yougood?
Matt Best (00:13):
Yeah, very well. Thanks. The topic for today is,
what are the five principles ofsuccessful leadership? We
created these principles basedon the 1000 clients that we've
worked with, all that SBIRworked with over the years, and
many of those on leadershipprograms. Just to run through
those five principles, our firstone being leadership is
(00:33):
everything, and making sure thatyou're recruiting the right
people, and how are yourecruiting the right people into
leadership data is the secondlooking at people versus
metrics. So balancing havinggood analysis, good data that
you can analyze and understandand identify trends within, but
also balancing that with theindividuals, operational rigor,
(00:54):
how you create consistency andeffective habits in in
leadership, commercialalignment, that client centric
approach, making sure everyone'sgoing in the same direction. I
think it's really important. Andthen finally, just wrap them all
up, is that underlying coachingculture so providing the team
with a real track to run on,having a supportive view of
(01:14):
leadership and focusing more onthe carrot than the stick, the
first principle that leadershipis everything. What's that mean
to you?
Jonny Adams (01:21):
Really like this first principle, when we're
thinking about leadership, whoare you recruiting into that
role, and do they have thecapacity and the capability to
be successful, also thinkingabout that ability to role
model? So that is, leadership iseverything. It's principle one.
Matt Best (01:36):
The next principle is data and people versus metrics.
And I think it's this is areally interesting topic of how
to find the right balancebetween the people and focusing
on the individuals in the team,and then what the numbers are
telling you. And I thinkbalancing what data you're
capturing, why you're capturingit, but more importantly, how
you're using it and what you'relooking for.
Jonny Adams (01:57):
First of all, do you have data? Do you have
quantitative data that can giveyou some insight, and we live in
the world of overindulgence ininformation, that information
needs to be valid, so let'scheck the validity of that. That
is just one story that'simportant. Part of what we're
saying here is people versusmetrics. Once you look at the
metrics, then what you want tobe able to do is overlay the
(02:19):
people, the quant thequalitative stuff that you can
see right.
Matt Best (02:22):
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 inthe right way, coach the team on
how to understand them and howto adapt their ability to talk
to those numbers, but also whatthey do that impacts those
numbers, and leading on fromthat into our next one, which is
(02:42):
operational rigor.
Jonny Adams (02:44):
What operational rigor means to me, quite simple
is about discipline. You've gotto be aware, if you're a middle
manager or a leader, that someof the work that we do is
monotonous. So be consciousaround 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 operationalrigor is successful, your
(03:05):
employee Net Promoter Scoreshould be fantastic. Your
attrition, in terms of thepeople being regrettable, should
reduce, and ultimately,productivity, ie revenue, should
improve.
Matt Best (03:16):
So moving on to our fourth principle, commercial
alignment, you've got a lovelyquote that you shared with me
previously. I'd like you toshare again.
Jonny Adams (03:25):
What we're talking about here is, how do we align
all key functions together? Andthe quote that you talked about
there is actually one of myfavorite books, and if you've
never read it or ever been on atraining course, it's from
Patrick Lencioni, The FiveDysfunctions of a Team. If you
could get all the people in anorganization rowing in the same
direction, you could dominateany industry in any market
(03:46):
against any competition at anytime.
Matt Best (03:49):
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. Andthen our last principle of
coaching culture. How to developa rich coaching culture, a
culture of support, providing aclear track to run on for your
team. Aligning to those thatdata principle that we mentioned
(04:10):
earlier, is it really clear whatyour team needs? How are you
supporting your teams? What doesit scream out for you? Johnny,
coaching culture?
Jonny Adams (04:18):
I see this coaching culture principle is again a
universal principle, but itwraps around the other four
principles we've spoken abouttoday. If that is a really great
culture within yourorganization, 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 thecommercial piece, operational
(04:38):
rigor. Again, a half a culturetalks about, it's living and
breathing. It's in yourecosystem, therefore,
operationally, it will be livingand breathing in the processes
that you do. I would say that'sthe piece there, Matt.
Matt Best (04:48):
Absolutely Johnny. And thank you to to you, and
thank you to everyone who joinedus 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 sharefive really great foundational
principles to successfulleadership alongside some really
great examples of of how they'veof how they can impact your
(05:11):
business and how they can helpyou in being successful as a
leader.
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