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Useful tools, tips and strategies to help your business learn, develop and expand.

The Dirty Secret of Outsourced Marketing

outsource-or-hire-in-house-marketing-executive

“Do most business owners outsource their marketing or do they employ a full-time marketing resource directly?” was a question one of our clients asked during our fortnightly group Implementation and Accountability calls.

“I have two options,” she went on. “On one hand, I have a very good and experienced marketer who has her own company. However, two days of her consultancy costs me as much as having a full time marketing executive at about £22,000!  What do I do?”

“It feels like I’m stuck between getting two days of high-skilled work versus five days of marketing assistance with someone who is much more directly involved with all the processes within the business. But then I have to train and direct and manage this new person. What option makes the most sense for me?”

I told them to take a step back and ask a fundamental and important question here…

What Core Skills Are Required For Your Marketing?

Before you even come close to being able to make a decision on how you are going to build the sales and marketing machine in your business, you need to know what kind of person is required to sit at the centre of that machine. You should sit down with your business partner, or your business coach or mentor – whomever helps you make strategic decisions in your business – and discuss what you actually want from your marketing.

What are your most critical marketing endeavours in the next quarter? The next year? This is a perfect example of where the quarterly strategic planning we do with our clients (and sometimes a few guests) helps to draw conclusions on these sort of things faster and therefore help you make important decisions quicker.

Will you be setting up lead generation funnels? Do you need to rebuild the website? Do you need to release a book and other written content? Are you attacking social media or do you need to learn clever PR hacks?

This can be more overwhelming than you may initially think. To maybe help guide you on this dissection, here are 10 major areas that we have found most medium businesses look at ramping up in order to launch to the next size bracket:

  • Copywriting
  • SEO
  • Pay Per Click Advertising (Google, Facebook Ads etc.)
  • Email Marketing
  • Video Editing
  • Graphic Editing
  • Web Design
  • Social Media Strategies
  • PR & Press Coverage
  • Direct Marketing

That’s definitely not a comprehensive list of everything that your marketing may eventually entail, but it’s a good place to start when building the foundation of your machine. Which item on that list is the most important one for your business?

And so following on from that, what kind of person do you need to run that core part of your sales and marketing machine?

Choose One or Two First

“But I want all of those things in my business! That’s how we’re going to grow,” my very eager client said exasperatedly on the call. “How am I supposed to choose which is most important?”

My first answer was, “Well that’s what me and my team are here for! Let us help guide you through what the value is of these channels, and focus down on the right one for you.” But of course, deciding on what is most important doesn’t necessarily require a coach: it requires focus. What products are you focused on selling this quarter? Who is the target person (not the target audience!) that you are focused on reaching out to this quarter? The choice of marketing channel naturally leads on from your focus.

You know that if you need your site rebuilt, then web design and graphic editing are skills you might need from your marketing person. If you know that you are focusing on an upsell product, you need to reach out to your existing customers, and so you know that copywriting and email marketing are the most important skills.

Get your focus, and then you’ll get to the core of the marketing for your business – and the core skills you need from your marketing person.

So Now What? Do I Hire In-House or Outsource for Those Skills?

The short answer is both!

“Well, I’ve got a list of the skills I need from my marketer – can’t I just hire a junior and train them in those skills? Then I’ll craft someone who’s perfectly suited to my business.” This was what one of my newer clients said on the call.

“But then you have to spend all the time training them and teaching them – which requires a cost in resources that your business probably doesn’t have at this time,” interjected one of my more experienced clients. “Your business is not a training ground right now.”

This client had obviously absorbed something I’d repeated often to my clients: you cannot afford for your business to be a training ground. That doesn’t mean that your employees do not train, grow and learn. On the contrary, you should be crafting a culture of active training, learning, and growing – in areas they are not already experts in. But they should already be experts in something that you need in order to consider them for your business in the first place. You should hire to immediately fill a need in your business, not hire to train someone who adds no immediate value.

And that’s what you need from your first marketing hire. You need someone who already has certain skills that will form the core of your particular marketing direction – whether that’s copywriting, graphic editing, pay per click analysis or whatever is important to your business. Then, if you’ve hired a superstar, they should learn the other areas they are not yet strong in.

In a sentence: you want to hire a specialist, and transform them into a generalist. Look at that list of marketing areas once again. Do you really think you are going to find someone who is an expert in every single one of those areas?

As one of my clients put it: “You’re looking for a unicorn!”

What you are instead looking for is someone who eventually will develop enough knowledge in the other areas of marketing so that they can manage the outsourcing of those areas to other specialists, as and when you need them.

Your business won’t be at training ground for the executive, but it will be a training ground for the manager.

So at the start, you have a marketer who can hit the ground running to set up your marketing foundations, and who can then grow into the marketing manager that manages the addition of new cogs and levers to that initial machine.

Wouldn’t Outsourcing Everything Be Easier?

“Surely I can just be that manager then, right? I could just manage all the outsourced channels for marketing as and when we need them, saving me from hiring in-house. It’s like managing my team, just a wider team.”

My understanding of successful businesses has led me to the conclusion that irrespective of what you do and how you do it, the bedrock of business is a sales and marketing machine. You can be cracking at what you do, but if you cannot communicate to the outside world and educate people as to how your product helps them, you aren’t going to be doing anything.

Therefore, you need to build this capability in-house because your company is growing and you are going to have a lot to handle in the coming months. If you are even considering the next level of your business, then you are probably sitting on some sort of growth track, and you must support that by developing the communication of your product and your brand. This needs to be managed in-house by someone who knows your business, and you trust.

Most business owners can do things faster by themselves, but they can go further with the support of others. I believe if you want to build a really good business, you will need in-house marketing support for the core activities at some point, and that person (or team) should be a ‘hub’ for a lot of peripheral outsourced activity.

Want to discuss strategies with other businesses?

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Is There Conflict in Your Team?

Your team members are arguing with each other? Good!

One of my clients said it best: “Silence is violent disagreement.”

Let me explain what he means:

Ultimately, you want to run a business with an open and comfortable culture which allows for discussion and in which people are engaged.

If you are experiencing silence from your team, then there should be some red flags going up – and it might be time to review how you are conducting your team meetings.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Silence is a violent disagreement. This is what Adam shared with many business owners in the room and he himself runs a high growth successful company. What he was talking about was that how it has steam meetings if someone is not saying something keeping quiet then they take it as a violent disagreement that person’s silence. He wants his team members to engage, to debate, to discuss to actually have conflict to fight it out. And for him it’s a healthy sign. It’s a sign of a functional team. And I’m sharing this with you because I wanted to have a check for yourself as to how much of conflict is present in your team meetings.

And it’s really important that you see some conflict because if there’s no conflict then people are sitting silently VIOLENTLY DISAGREEING or actually being disengaged from the whole process. And remember one thing that the conflict is good when the fundamental of that is present which is the trust. And there are ways to build trust and there are many ways to break that trust. And today I just wanted to flag it up for you because we and our clients be very aware of the fact that yes we want to create the ongoing trust in the team members in their businesses and that trust leads to more conflict, healthy conflict which leads to more commitment, more accountability and much better results. Because at the end of the day having a business does not mean that you have to drag and push the team members. It doesn’t mean that you have to do everything on your own.

What it means to actually to have talent on board to actually leverage that collective intelligence that collective efforts, collective engagement for your business. So everyone and that process and being better, doing better, and achieving better.

We have strategies for team engagement

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Sit down for a free session with us and find out whether they could be helping your business. No obligation to continue at all.


Why You Should Be Micromanaging

Let’s take a look at Mr. Nice Manager’s business.

Mr. Nice Manager steps out of his office to where his team is working. The business grew recently – there has been a small surge in clients – so he hired some superstars to join the team.

These are good team members, he had been really careful with his recruitment. He gazes around at the room and notices there is a bustle of activity. Everyone is busy.

He walks around and has some brief chit-chat with his employees.

He asks one of them, “How is work going?”

His team member replies, “I’m really busy, but I think it’s all fine. I’ll just get on with it.”

“Great!” Mr. Nice Manager says, glad to see his team member taking initiative, and continues on his way. He has similar experiences with all his other team members. Everyone is busy with whatever they are doing, but they’re fine.

The next day, Mr. Nice Manager does the same thing. He walks around and asks his team members, “How is work going?”

And they all reply with, “Great. I’m really busy, but I think it’s fine. I’m getting on with it.”

So Mr. Nice Manager is happy, his staff like him, and everyone is working hard.

However, when it comes time to review the business performance at the end of the month, there aren’t any new leads! There are 20 customer complaints still pending. Profit has dropped to dangerously low levels.

“What happened? Who was responsible for this?” Mr. Nice Manager asks. No one is quite sure who was meant to handle the complaints – was that Fred’s job? Or Anne’s? Or David’s? No one knows exactly where the profits got lost, and the marketing team don’t know why their latest email didn’t produce any leads.

So Mr. Nice Manager has to spend the next few days scrambling to track down what went wrong with each complaint, to figure out which marketing channels could get leads quickly, to track down where money is haemorrhaging out of the business, and fix a thousand small problems that he didn’t know had cropped up.

It suddenly feels like he is doing a lot more work than he had ever been doing before when it was just him.

Now let’s go across the street…

This is where Mr. Detailed Delegator runs his business. He isn’t walking around his office today because it’s Wednesday. Although he does ask his marketing executive if the blog post is ready for his review. “It’s in your inbox, as usual,” is the response.

You see, on Monday, Mr. Detailed Delegator has meetings with each of his employees. Each team member comes to the meeting with a simple spreadsheet. This meticulously details the activities they are planning to accomplish each week for the next quarter.

They run through the activities they were meant to do the previous week, assessing if they were done or not and why. He praises them for jobs well done and gives them the room to be accountable for anything outstanding.

They then confirm the goals for the coming week, identifying what is particularly critical. The planner is a living document that updates every week. Activities move around as new priorities crop up and as things don’t go as initially planned. However, together they carefully ensure that the ‘big rocks’ are still getting done and the primary goals of the business are being met.

By Wednesday, everyone is very clear on what they are doing, which jobs they need to prioritise, and what is most important to keep the business ticking. Mr. Detailed Delegator confidently knows what each and every member of staff is doing and why they are doing it.

And he has freed up both time and headspace to work ‘on’ the business (and to go home early to help his daughter prepare for her upcoming exams).

When it comes to the end of the month, a selection of new leads is presented to Mr. Detailed Delegator, each labelled with the stage they are at in the sales pipeline and with notes about whether or not his sales manager thinks they’ll convert.

There were 3 customer complaints, and each has been explained and handled with the kind of precision and care that Mr. Detailed Delegator is satisfied with.

Profits are stable, and it is clear exactly which channels have driven profit up that month and where money is being drained, so that they can work towards an even better profit margin in the following month.

And Mr. Detailed Delegator has noticed that one of his employees didn’t miss out a single task this month so was easily able to give him a small reward for this.

Mr. Detailed Delegator is happy, has enough time to spend with his family, his staff like him, and no one feels overworked.

A lot of people would say that Mr. Detailed Delegator is a ‘micromanager’. But the truth is, one of the primary reasons businesses fail when attempting to expand is due to poor leadership, or more, lack of delegation. And delegation has to come with micromanagement.

If you, the business owner, delegate work without being specific about the reason for that work being done, the specific activities that are needed to reach the end desired results, and how you are going to measure the progress and results – then you are not delegating, you’re abdicating.

When your business is growing and you are not able to delegate effectively, you’re hiring people and you’re getting busy and bogged down in the minutia of attempting to manage this now highly complex business. There’s more stress, less profit, and it feels like things would just run smoother if you did everything yourself.

What you need to do is be a little more of a micromanager: monitor the activities of your team carefully and make sure they are staying on course. You (together with them) lay down the train tracks and they charge the trains down that path.

You should not need to hover over your team, or be constantly breathing down their neck. But you do need to be aware at all times of what your team is working on, and they need to be aware at all times about why they are doing it.

That way your team is motivated, you’re in control, and your business can only soar.

Want to become a Detailed Delegator?

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The Measure of a Leader

As the leader in your business, you have probably spent some time defining your team’s key performance indicators. Have you ever considered what your own KPIs should be?

I believe that there are 3 key KPIs that every business leader needs to measure for themselves – and these are very different from a manager’s KPIs.

Leadership is about aligning people to the big picture. Management is about the details of the mechanics and efficiency in the business.

It is only by measuring and tracking your own KPIs for each of these roles that you can truly take your business to the next level.

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi! This is Shweta from London Coaching Group, where I want to talk about today is the difference between leadership and management. We’ve seen, very often, leadership and management, they are used very closely and in a very intertwined way. But they have some very distinct features.

Now before we talk about that, a very simple question which I asked my clients, saying that if you are the head of the company, what are your key performance indicators? How would you know that you’re doing a good job as the head of the company, as the business owner? And at this point I really want you to pay attention to three simple key performance indicators that you have as the head of the business and in fact jot them down.

  • The first one is setting the direction of the company. Right, being very clear as to where this company is heading to.
  • The second is actually ensuring that there is network of people. Who are there to deliver on the tasks and products and services?
  • The third one is actually ensuring that people are doing what they have to do.

Let’s recap, the first is setting the direction. The second is ensuring that there is network of people, including your hired people plus the outsourced people, plus the suppliers, the whole network which is required. The third is ensuring people are doing what they have to do now across these three key points, which are the key performance indicators for the head of the business. There are distinctions as far as the leaders concerned and the managers concerned.

Now it’s possible that you’re lucky and you have a co-partner or a co-director who’s actually the complement to your style of working in the business. Or, it’s possible that it’s you who has to wear the hat of both the leader and the manager in the business. Now let’s try to understand as far as setting the direction for the business is concerned.

The leader sets the goal right? Sets the bigger picture, the vision that this is where we are heading to. Where the manager, you as a manager, you’re supposed to be planning and budgeting, you know the small steps. How are we going to go to that end goal?

As far as the creation of the networks of people is concerned, the role of you as a leader is to keep aligning the people to that direction. Wherein, you as a manager you’re supposed to be organizing the talent hiring the talent and managing the performance of that talent which requires a lot of detailing.

Lot of day to day management of the activities of people, and then again ensuring that people are doing what they have to do. The leader is the one. And you as the leader are supposed to be motivating people whether it’s on a monthly basis, quarterly basis, fortnightly, or weekly basis. Wherein you as a manager on a day to day basis, your role is to actually make sure that you’re controlling the problems, you’re preempting the problems, and you are systematizing the solution.

Now if you have been listening to me you will realize that leadership is more about the motivation. It’s about the big picture. It’s about aligning people to that big picture. Wherein the management is more granular, it’s more detailedIt’s controlling the problem, systemizing the solutions. It’s about hiring people and making sure that they are actually getting inducted properly.

About planning, budgeting the details, the orientation of a leader. When you are a leader your orientation should be. Why and what and when you are in your managerial role at that time, your orientation is how you know the details of how we’re going to do that and what I have seen working with different businesses across different sectors.

Generally speaking, business owners are clear as to what they want to achieve. Mostly, yeah, most of the times. But in terms of how to go about achieving that, what is the most efficient manner? I see that you know a lot of mistakes happen and I’m fine with mistakes, but the things which can be avoided should be avoided because at the end of the day if there is a critical success spot, as in the shortest and the most sustainable path from point A to Point B from where you are to where you can be, then I would highly recommend that please get in touch with us so we can sit down and we can identify that what is the best part from where you are to where you can be. Which can help you save time, which can help you save money and, most importantly, which can help you become the best that you can be. Achieved the best that you totally deserve and desire.

Be the best manager and leader you can be.

London Business Coaching Strategy SessionIf your business is ready to ascend to that next level of growth, then you may find that the growth begins with you.

Find out if our strategies could be helping you get more efficiently from where you are now to the place you want to be.


How David Increased His Margins

“I’m the only one in the business who seems to be concerned with increasing our margins,” David complained.

I introduced him to a system that worked for hundreds of other businesses to help simplify the process of managing margins.

Within a few weeks it has begun working for David – see if it will work for you too:

You see, by creating a simple breakdown like this, where everything is broken down job-by-job – everything becomes clearer. And it becomes so much easier to have your team look at the numbers as well and immediately see what’s going on.

And as superstar team members, they will naturally start making suggestions on how we can move these numbers upwards – a win-win for everyone!

Prefer to read rather than watch and listen? No problem – here’s everything I said in the video as text:

Hi this is Shweta from London Coaching Group. What I want to talk about today is actually about your focus. And what is it that you’re really measuring in your business.

Now I have this client who came for a session and he was a little concerned about the gross margin that he was making in his business and he was like, “Shweta, I keep telling my team members, my estimators, my project managers, ‘Guys, we are not making good margins, we need to make more margins. You know we’re losing money here, we’re losing money there’. But it seems as if I’m the only one who is concerned about the margins. You know they just, get on with whatever they have to do.” It was really fascinating to hear him because this was not the first time I was hearing this – he was focusing on things which he didn’t want.

So I asked him a simple question. I said, “So, tell me David what exactly are you focused on measuring in your business?” This is a relatively new client. So he said, “I’m measuring my top line, my revenue, my sales and I get my management accounts at the end of the month or at the end of the quarter, depending on when I ask for it.”

So I say, “That’s interesting. So what are you sitting down and looking at with your team in your weekly meetings.” I mean that’s a different conversation altogether when I said weekly meetings but he replied, “Not much. I mean I’ve got an intuitive sense for them because I’ve been in the business for a long time so I obviously tell them what’s happening what’s not happening and I expect them to act on it.”

Now after a couple of sessions sitting down we got an idea of the overall concept. And by the way, this is a very coachable client, really willing, really keen has been in the business for a long time a very successful business. But remember that doesn’t mean the fundamentals are being followed. That doesn’t mean that the entire growth has been unlocked or there is sustainability in the business and that’s what you need to think about as I give you an example of this particular client of ours.

So I sat down with David and, look, I totally believe in simplicity of things because the complex thing is to simplify things. So we sat down and after a little bit of working we came up with this simple sheet, okay. I don’t want you to get lost in the sheet. I have hidden the name of the company for the sake of confidentiality. But basically, every job here is being tracked, as in how was it priced, what was the labour, the material and the total margin that was expected, and then what was the actual costing – that’s it. Simple monitoring simple measuring of job by job. What is the margin.?What is the gross profit that we are getting? And also what is the variance, job by job.

As you can imagine now when David sits down with his team members and sitting down with his estimators and project managers and shows them exactly what has happened job by job, he doesn’t have to say much because we can start seeing what’s going on here. Is it how was that project conducted? Is it how the estimation was done? What really happened?

But, you know the interesting about this, is that I asked him after a few weeks of actually implementing this, “So David tell me what is your most important learning for yourself from this activity.” And he said, “Shweta, my learnings are twofold. One is, that whatever I focus on, I get more of. And the second thing is that since the time I’ve started measuring this, it has become so much easier for me to manage my gross margins and profitability of the business”.

So, once again I want to ask you is that what is your top learning from what I’ve shared with you today and what exactly are you focusing on in your meetings, in your business and what are you measuring?

Your Margins Can Probably Also Increase

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How to Use Behavioural Styles to Unite Your Team

How to Use Personalities

Three dominant people walk into a meeting room. They all know exactly how to get the job done and are equally vocal about what should be done while struggling to find a way to actually get any work done. They leave the meeting with a decision to just get on and get the work done independently. Sound like a piece from a certain reality TV show? Or have you seen it happen in your own team?

You can avoid this situation on your team easily, by focusing on their behavioural style. Once you know what behavioural style they use, you then need to know what styles are best suited to the roles required in your business. Then you need to match people with the correct behavioural style into those roles.

Dominant behaviours have a place and purpose in your business – they just often need the treated the right way. The ideal environment for a dominant-type is probably not paired with other dominants.

So, if you want your business to be a well-oiled machine, you need to take a look under the skin. Identify what the ideal environment and working partners are for your team, and put them in a position where they have all the right ingredients to become your next superstar.

The Four Behavioural Styles in DiSC

Before we can talk about how behavioural styles are used by business coaches, business consultants and business owners alike to optimise productivity, let me first introduce you to the 4 styles of the DiSC behavioural assessment.

D is for Dominance

These are those who like to take control and dislike inactivity. They are competitive, self-motivated, independent and measured. They don’t tend to factor in “feelings” in their decisions, and often fail to accept advice from team members. They will get a lot done without direction, but usually need their relationships with team members to be managed well.

They are best suited to: administration, decision-making roles.

They’re the ones who say, “Here’s how we do it.”

I is for Influence

The influence styles are people who are spontaneous and are able to make quick decisions. They’re the social lubricant of an office – which means they prefer working with people and shouldn’t be left to work alone. They may get over-excited, generalise and may tend towards dreaming. They may get distracted easily, but they will work exceptionally well in a team and will be naturally persuasive.

They are best suited to: sales and marketing, team roles, client-facing roles.

They’re the ones who say, “Let’s have a meeting to figure out how to do it.”

S is for Steadiness

Slow and steady wins the race is the S behavioural style’s motto. They will take their time in making decisions, so be careful pairing them with an I or D! However, another good S word for these people is “supportive” – they can be an excellent right-hand and can bring a lot of cohesion to a team since they will naturally be empathetic and responsive. They are rarely ambitious or creative, however, so may need pointing in the right direction.

They are best suited to: account management, HR, non-creative roles

They’re the ones who say, “Let’s copy an example.”

C is for Compliance

The C behavioural types are careful and cautious. They will play it safe and only do things when they are sure of the result. They are generally happier to be working in isolation and if they do have to work with people, they will need to be given specifics. Telling a C to “wing it” is how you send them into a panic attack. But ask them to give a detailed analysis and you’ll get the best report you’ve ever seen. They are task-oriented and process-driven. C people are the kinds who will always insist they are correct, and they’ll provide you with a full breakdown of exactly why they’re right – maybe even a pie chart.

They are best suited to: Editing, quality control, roles that require precision and attention-to-detail

They’re the ones who say, “We should only do it according to these projections.”

How to Test for the DiSC Behavioural Types

One of the reasons that I am a fan of the DiSC Behavioural Assessments is that the testing process is extremely easy and speedy. In fact, it only takes about 10 minutes for the participant to fill out the form itself, and you could have the results within an hour.

The test is extremely simple – each question gives 4 collections of adjectives and the participant needs to choose 1 set that is most like them, and 1 set that is least like them. After answering just 24 questions, our system will deliver a full report that will give the person’s ‘natural’ style and their ‘adaptive’ style – i.e. the way they behave in personal contexts, and the way they adjust when they are in work mode.

Optimise Your Team By Blending Behavioural Styles

Now that you understand the behavioural types, it should become easy to see how so many team management issues can often be resolved simply by understanding the behavioural types of the ‘offending’ team members. And then learning how to position your various team members in such a way that they are more comfortable, more satisfied, and more productive.

Do you have a ‘high I’ complaining about someone in the office being rude and abrasive? It’s probably because you’ve put a ‘high D’ with that high I – maybe you should move them into a role where they interact more with a ‘high S’ instead?

But there is so much more than just balancing out the behavioural tendencies in your team that can be gained from understanding the DiSC behavioural styles…

How We Make Use of DiSC Behavioural Styles to Improve Productivity

In coaching businesses over the last few years – and in running our own businesses – I have found there are a number of ways in which DiSC behavioural tests can be used to truly optimise for growth and overall satisfaction.

Here are a few ways that we use the DiSC assessments:

  • Our own team: The most obvious way we use it is to assess our actual team members. Every team member, new and old, has taken a DiSC assessment and that assessment has been shared with everyone else on the team. This ensures that we are all aware of each other’s style and can be understanding of one another’s way of doing things.
  • Our clients: Whenever a new client comes on board, we have all the decision-makers in the business take a DiSC behavioural assessment. This helps dramatically with coaching them to be the best they can be.
  • Clients’ recruitment: When our clients are looking to hire a new team member, we almost always go through the 4-hour recruitment process. A part of that process is getting the recruits to fill out the DiSC assessment to ensure their behavioural type is suited to the role. While we have all of them fill out the assessment, it is the ones who stand out from the other criteria that are processed, so that we can use it as an additional factor (not the determining factor) in the final decision.
  • Non-Clients Independent Assessments: Occasionally, we also have people who are not (yet) clients who request DiSC assessments – along with other core assessments – conducted for themselves or their teams. These can be incredibly helpful as a first step towards galvanising teams that have ground to a halt from unmanaged friction.

The DiSC Platinum Rule

There is an over-arching learning to be gained from DiSC that you may have clued into as you see how we use these assessments.

When you were growing up, your parents (or guardians) may have advised you to follow ‘The Golden Rule’. That is, treat others as we would wish to be treated. And while this sounds like a reasonable sentiment, it is surprisingly ineffective in forming good relationships with the people around you.

The DiSC behavioural assessments give us a way to upgrade this rule to the Platinum Rule – treat others as they wish to be treated.

If you look back at the way we use DiSC assessments with this platinum rule in mind, you can see the paradigm shift that DiSC can give you when it comes to team management. Instead of “finding a way for your team to work together effectively”, you need to shift your thinking to “finding a way to understand how your team will be able to work together effectively.”

Once you understand this subtle, but critical, mind shift, you will most likely find opportunities to build a team that is happier and more productive than ever before.

Is team cohesion a problem for you?

London Business Coaching Strategy SessionThere is a certain finesse to managing a team – a skill that can always be honed.

Do you think there is a possibility that your team could be even more productive than they are right now?

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