How often do you take stock of your business and its performance?

I was prompted to write this after responding to a LinkedIn survey by my colleague David Brown, asking, ‘How often do you properly STOP to take stock of your business’ performance?‘ As the first quarter has been and gone in what seems like a flash, I thought it would be useful to stop and take stock of what has been a very busy first few months of the year.

Being Busy

This sense of ‘being busy’ seems to be common in everyone I talk to. In my experience, when I hit really busy periods, it seems there are never enough hours in the day to pause and reflect and think – how can I make my life a little easier? Thankfully, I do have a dog that needs taking out a couple of times a day and this does give me some time for reflection!

Good Companies Review Often

Which is why I take my hat off to a number of our clients who have recognised the importance of taking the time out to look at how they can be even better at what they do. Without naming any clients specifically, all of them are very good at what they do:

they have great teams;
they are successful;
they are recognised as great places to work;
they don’t rest on their laurels;
and they want to help their teams become the best version of themselves they can be, and really enjoy their time at work

So they continue to invest in supporting their teams to develop. Being a partner chosen to support these great clients can be quite humbling at times and it makes us want to do our utmost to really understand both what is needed by our clients; and then designing and delivering workshops that are:

engaging and interactive;
challenging and impactful:
and most importantly relevant to those attending.

Impact on people

We want everyone to feel that their time was well spent and that they are ready to apply some tweaks to their way of working to enable them to be even more successful in managing trusted relationships and delivering on their brand promise to intermediary partners and customers. And by extension, we want to feel a part of this successful business.

Style of training

The training programmes we have run this year have been a blend of virtual and classroom sessions – both of which have their place. We have covered a wide range of topics with different clients but with one key thread running through them all – whether overtly or more subtly – and that is the critical importance of recognising the role trust plays in the B2B relationships which they manage or support.

Whether the focus is on topics such as

how to manage negotiations in a dynamic market,
how to manage a portfolio of business;
My role as an account manager in developing greater strategic insight;
selling our proposition with impact;
or building and managing effective relationships;

Trust is the common element that runs through all of these.

Talk to us

Do you have a team of account managers who you would like to reward with impactful development programmes? Would some targeted support enable them to be more effective and by extension happier in their roles? If so, drop me a line and I’d be happy to help shape a programme that meets your needs.

Author
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Alan Thompson

Director & Head of People Capability at Customer Attuned Ltd

Alan has an in-depth knowledge of capability development with extensive experience of designing and delivering blended training solutions for clients across several industries, making use of online, virtual and traditional classroom training methods.

Alan is a very engaging classroom tutor, and has enjoyed working with a variety of global clients over the past few years to deliver highly successful people development programmes.