Positively transform and drive sustainable improvements in performance and results

As someone who’s working hard at improving business performance and results, you’ll know how important it is to effectively manage conflicts between individuals or departments. Our 52 years experience at helping organisations to experience dramatic growth in revenues, profits, operational excellence and customer delight shows that leaders and managers are not very skilled at resolving conflicts. This is not because

You’d be truly amazed when leaders and managers in organisations, who are struggling to cope because of time pressures and the need to achieve or exceed targets, cannot, or will not, delegate. Firstly, what is delegation? It is where part of your own job is consciously passed to a member of your team whilst you retain accountability. So, what delegation

After 52 years of helping organisations improve performance, it breaks all our hearts, at Sewells, when prospective clients get duped into “investing” in the latest short-cut, trick, or gimmick. Organisations lose time, money, credibility – and the trust of their people  –  when the latest fad fails to deliver anything like what is promised. If you want sustainable growth that

You’ll probably know that middle managers, supervisors and team leaders have a bigger impact on productivity and improving performance than top management. But … you wouldn’t think so if you look at the way they’re treated. In fact, they don’t get much support at all … not even training. When they got promoted, they were probably a good, individual contributor

Do you spend a lot of time thinking: “why is my business/department not performing as it should?”, “my team are not giving it their best”, “the new initiatives/strategies aren’t taking root”, “our growth in revenue/profits is too slow”?, “why are the necessary changes so hard to implement and embed”? Well we have the answer to maybe why. Having Manager, Director,

Do you have what it takes to be the best in 2018? What are the characteristics common to successful people … the achievers and doers – the ones who find ways to become the very best at everything they do? Would you pass the “Best” test? Consider the following 6 questions to discover whether you’ve got what it takes to

Our research shows that the biggest barrier to achieving sustainable and improved performance and results is not one of processes, systems and resources  –  it’s the attitude (and mind-set) of the people involved. If we can’t win the hearts and minds of the people involved in driving positive changes in the organisation, it’s highly unlikely it’ll happen in practice. People

Our research shows that there are 5 big, and common, barriers that stop organisations sustainably improving performance to anything like the levels they desire. These barriers are inextricably linked to not being able to create the kind of dynamic and unstoppable culture that makes performance improvements inevitable. In fact, just over 10% of employees believe their organisation is effective at

2016 has flown by and that time of year has crept up on us again where the responsibility of formulating and “fine tuning” budgets for 2017 might be weighing heavily … as a Senior Leader … upon your shoulders. You may focus on sales forecasts, new product developments, growing market share strategies and initiatives for streamlining processes. However, our clients