Positively transform and drive sustainable improvements in performance and results

The Commercial Director in the UK and Ireland for a global, “high end”, big ticket brand, has just started another three-year business improvement programme with Sewells. This is the sixth one he has commissioned in a twenty-five year period … with four different companies, in four different market sectors. Why? Because the performance improvements we’ve helped his commercial teams make

It’s easy to find people who’ll tell you what you want to hear.  It really is. However, your true ally is the one who’ll tell you not only what you need to know/learn, but also the what and how to change to produce significant improvements in performance – for yourself, the team, different departments and the organisation as a whole.

For those of us who lead, traits like self-awareness and self-control should be a natural part of our emotional intelligence. But we might not know ourselves as well as we think we do – we might have blind spots that are plaguing our leadership and we don’t even know it.   Imagine someone in a coaching session, asked to describe

There are two basic problems with most leadership programmes that organisations run:- They suck (they’re theoretical mumbo-jumbo); or They don’t improve the day to day behaviours of leaders or their teams’ performance The main reason for this is a complete misunderstanding of how leadership skills drive improvements in performance. It’s usually not at the macro-level – setting an inspirational new direction

In the last 12 months our sales development programmes have increased our customers’ sales revenues by an average of 29.6% and unit profitability by 32.4%. We’ve managed to do this by our deep understanding of: Turning the “sales process” into a “buying process”; Focusing on relationship-based selling, not transaction-based selling; And, most importantly, tackling “head on” the biggest barrier to

Tough-minded Leadership with humanistic/people-focused Skills   In business today, every leader, every boss, every Chief Executive Officer, wants their company to be successful and so they advocate for tough-minded attitudes and strong-willed personalities.   And in doing so, they sometimes miss the mark and don’t create the success they are after.   They forget that, for leadership to work, for

All the research shows that the business environment you create is the biggest factor in organisational performance, results and sustainability (i.e. future-proofing it). Yet too many organisations ignore it … focusing on systems, processes and structure. There are 7 signs that the environment is in need of a re-boot … to re-energise all aspects of the organisation – and the

The leaders we remember most, the ones who stand out from the rest, are the ones who are inspirational and challenging – in their actions, in their thinking, and certainly in the way they have interacted with us. The leaders we remember most are the ones who have followed these practices of brilliant leadership:- They challenged us. They’re the ones