34 training & development There's growth ...
Giant sequoias have been measured as tall as 300ft and the oldest at 3,500 years old. Impressive statistics. But if you want to grow your business you’ll no doubt be looking for a speedier way to achieve it
There might not be a ‘best recipe’ for business success but there are certain ingredients that go a long way to making the difference between success and failure.
The Henley Accelerator provides a fast track to success. It brings together a team of experienced, hands-on business experts from VitalSix and Henley Business School. The academic integrity of Henley complements the first hand commercial knowledge at VitalSix with people who have created, grown and sold many businesses.
“It was like physiotherapy for the business,” said Dr Aine Aherne, managing director at air pollution specialists Envirodat. The Henley Accelerator became the critical change agent at a time when Envirodat had grown by 30% in one year and a new approach was needed to improve effectiveness and
efficiency. “The programme gave us the time and tools to develop our core strengths and identify areas where we needed to invest resources.” Dr Aherne added.
VitalSix co-founder Susan Elliott said the programme gives senior managers the chance to concentrate on what they need to do to make a difference. “It’s about being more informed about the choices available to scale a business. The programme provides nuggets of relevant and practical information and a handful of sharp business tools that can make things happen more quickly.”
David McLeman, managing director at award winning Google Enterprise Partner Ancoris, said: “The Product Market Matrix was the key framework we rolled out to our sales team. It’s given them a much stronger sense of ownership and better alignment between our strategy and our
Can your team deliver?
In the field of surveying, perhaps more so than most other professions we often find ourselves working in a team to some degree or another, but what makes for a successful team? Peter Chalcraft, partner, Vail Williams LLP discusses
Property asset management comprises of three very different but interdependent skill sets – facility managers, account managers and management surveyors – and is therefore the perfect case study to examine the importance of teamwork and why personal interests and working together can be one and the same.
It is often said there is no “I” in team. This couldn’t be further from the truth; a team is made up of individuals. The skill is to harness all those unique abilities with a clear common purpose; to do this we need to recognise what they are so roles can be assigned with clarity and cohesion. This has never been more pertinent than in asset management.
To move forward we must be creative, be prepared to redeploy into the future in the knowledge that this will not always be
www.businessmag.co.uk
embraced by all members of the team. So we must ask ourselves what do we personally contribute to the team. Friction is as important as harmony. A belonging and trust doesn’t always mean friendship – history is full of examples, De Klerk and Mandela, Paisley and Adams.
There has to be a purpose; inevitably it will be to execute a strategy for a common goal, hopefully one that has been agreed between the management surveyor and the client. We need to communicate this knowledge which must be aligned with the core skills of the team. A goal is not a strategy; the success of a team will depend upon the vision it has agreed to follow and purpose to deliver what it believes is asked of them.
It is crucial that the account managers are both integrated
tactical sales engagements." With 28 employees, in 2013 Ancoris achieved year-on-year growth of 48% and a recent company transition sparked McLeman’s interest in the Henley Accelerator. Although a 10-year-old business, as a consequence of the recession the company changed its business model to focus on emerging cloud computing opportunities and found itself behaving more like a fast growth start-up with considerable challenges.
Aimed at the leaders and top teams in high-potential businesses, three or four-day intensive Henley Accelerator programmes cover areas such as strategy, sales, marketing, finance, leadership and operations. Importantly, individuals and teams work on their own business plans during the programme rather than theoretical companies.
their ability to succeed will have lifesaving consequences. Similarly a Formula One team is broken down into a multiple of interdependent roles requiring an immense speed of execution.
A successful team leader has to be mindful of the business psychology of his/her team. There will be a need to understand and control emotions to enable the team to work in harmony. There has to be an individual commitment to succeed; each team member must enjoy the challenge of success and work with passion, enthusiasm and motivation. No matter what surveying discipline the team practise, if they feel valued, they will give more.
into the team and know it. At Vail Williams we try and make sure that the account managers have at least one day a quarter on site with either the facility managers or the surveyors to give them an opportunity to meet the tenants and the clients.
The adopted strategy will dictate the team; for example an A&E team in a hospital needs to be able to react to the unknown,
THE BUSINESS MAGAZINE – THAMES VALLEY – DECEMBER14/JANUARY15
For more information about Vail Williams LLP, visit the website.
Details: Peter Chalcraft 07880-615121
pchalcraft@vailwilliams.com www.vailwilliams.com
Open to individual senior managers as well as management teams the Henley Accelerator can also be delivered in-house. For future course dates and details about leadership and management training grants, contact VitalSix.
Details: Susan Elliott 0118-9357318
susan.elliott@vitalsix.co.uk www.vitalsix.co.uk
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64