{"id":7565,"date":"2021-03-31T00:00:00","date_gmt":"2021-03-30T23:00:00","guid":{"rendered":"https:\/\/thomasjardineandco.co.uk\/leading-the-future\/"},"modified":"2022-10-06T11:52:05","modified_gmt":"2022-10-06T10:52:05","slug":"leading-the-future","status":"publish","type":"post","link":"https:\/\/thomasjardineandco.co.uk\/leading-the-future\/","title":{"rendered":"Leading the future"},"content":{"rendered":"

Developing leadership skills<\/h2>\n

Leading the future of business in our country will be down to group of very special individuals.\u00a0 Great business leadership<\/a> is the correct application of a set of leadership tools. The tools are applied in a way that suits the individual leaders style.\u00a0 When done really well,\u00a0 the leader\u00a0 achieves the aims of all of the business stakeholders.\u00a0 We know good leaders learn how to get the best from these tools from other good leaders.<\/p>\n

That’s why we were really pleased to be part of the\u00a0initial BEIS Peer Network\u00a0<\/a> which comes to a close at the end of March.\u00a0 We have had the joy of running two cohorts for the Cumbria LEP<\/a><\/p>\n

Peer groups to share leadership experience<\/h2>\n

The twenty businesses we worked with had eight action learning sets to learn from each others experiences. They were all held online and facilitated by the wonderful Jacqui Jackson<\/a> and Tina Cook\u00a0<\/a> . Over fifty topics were covered:<\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
Barriers and Enablers for 2021<\/td>\n<\/tr>\n
Brexit impact on farming<\/td>\n<\/tr>\n
Building confidence<\/td>\n<\/tr>\n
Building new opportunities without face-to-face relationships<\/td>\n<\/tr>\n
Cashflow and Financing growth<\/td>\n<\/tr>\n
Closing deals under COVID. How much virtual work v face to face can be done ?<\/td>\n<\/tr>\n
Communication internal and external<\/td>\n<\/tr>\n
Continuous Improvement approaches<\/td>\n<\/tr>\n
Creativity using SCAMPER<\/td>\n<\/tr>\n
Delegation<\/td>\n<\/tr>\n
De-risking and scoping options for growth<\/td>\n<\/tr>\n
De-risking new initiatives<\/td>\n<\/tr>\n
Difficult decisions in partnerships<\/td>\n<\/tr>\n
Entrepreneurial Leaders and the role of good managemet<\/td>\n<\/tr>\n
Family business issues<\/td>\n<\/tr>\n
Finding the right role as a Director in an SME<\/td>\n<\/tr>\n
Forward planning and what COVID Lockdown 3 has done to that plan<\/td>\n<\/tr>\n
Future planning<\/td>\n<\/tr>\n
Getting staff engagement and ownership<\/td>\n<\/tr>\n
Home v office working<\/td>\n<\/tr>\n
How and when to change accountant<\/td>\n<\/tr>\n
How to make inroads into new market\/sector with existing capabilities<\/td>\n<\/tr>\n
Improving productivity using technology and taking your customers with you<\/td>\n<\/tr>\n
Leadership & management<\/td>\n<\/tr>\n
Leadership & management (balancing urgent and important)<\/td>\n<\/tr>\n
Leadership Styles<\/td>\n<\/tr>\n
Letting go and developing a new role<\/td>\n<\/tr>\n
Managing relationships in a family business<\/td>\n<\/tr>\n
Managing staff<\/td>\n<\/tr>\n
Marketing ;brand, usp ,social media<\/td>\n<\/tr>\n
Marketing and launching new product into marketplace<\/td>\n<\/tr>\n
Marketing and using external providers<\/td>\n<\/tr>\n
Measuring people performance effectively<\/td>\n<\/tr>\n
New technology<\/td>\n<\/tr>\n
People and team accountabilities (right bum on right seat)<\/td>\n<\/tr>\n
People, retaining motivated employees through delegation and autonomy<\/td>\n<\/tr>\n
Pivoting<\/td>\n<\/td>\n<\/tr>\n
Planning for growth but need to fix internal systems (CRM)<\/td>\n<\/tr>\n
Pricing<\/td>\n<\/td>\n<\/tr>\n
Prioritising decisions<\/td>\n<\/tr>\n
Prioritising tasks<\/td>\n<\/tr>\n
Promoting someone to managerial role in an SME<\/td>\n<\/tr>\n
Quality standards<\/td>\n<\/tr>\n
Quality systems<\/td>\n<\/tr>\n
Recruitment<\/td>\n<\/tr>\n
Recruitment (Kick Starter Scheme)<\/td>\n<\/tr>\n
Restructuring<\/td>\n<\/tr>\n
Restructuring and digitising sales systems<\/td>\n<\/tr>\n
Risk management ; communication and transparency in Tier 5 situation<\/td>\n<\/tr>\n
Situational leadership<\/td>\n<\/tr>\n
Skills & confidence<\/td>\n<\/tr>\n
Social media<\/td>\n<\/tr>\n
Staff benefits<\/td>\n<\/tr>\n
Succession planning<\/td>\n<\/tr>\n
Time management and prioritising<\/td>\n<\/tr>\n
Use of good open questions<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

One to one conversations to develop the use of business tools<\/h2>\n

The one to one sessions were ran by Jacqui Jackson<\/a> and Keith Jackson<\/a>.\u00a0 In the sessions we gave the businesses focused time to explore the opportunities open to them.<\/p>\n

The sessions were built around five types of conversations:<\/p>\n