Business | Talking Point


The Online Print Coach


What do you think are the most prevalent mistakes made by directors of large-format focussed PSPs from what you’ve encountered to date?


The biggest issue I come across is people not keeping their finger on the pulse of the business and staying on top of their numbers. It really concerns me because they are making important decisions on a daily basis without having the data to back it up. More often than not, it’s not due to negligence or laziness, they are simply just so caught up in the business that they don’t have the time to work on it. In most cases, I can typically help them find that extra time through better delegation, automation and improving processes allowing them the time they should be spending to stay on top of things such as their numbers. If you’re not measuring your business’ data, how can you possibly manage it effectively? If the pandemic taught us anything, it is that our landscape is constantly evolving and we need to have the ability to pivot and adapt when required.


And have you learned much yourself along the way in terms of good management? I’m very fortunate to have such a diverse range of clients and each day I get unique insights into the daily challenges facing our industry and get to play a part in overcoming them. One of the key learnings I’ve picked up is the power of effective communication. Teams who are open, clear and concise in how they communicate can transform the company’s dynamics and improve the overall health of the business. Recently, I became a licensed practitioner of a new profiling tool called ‘Leading Energy Profile ‘(LEP) which has allowed me to gain a deeper appreciation for the role of emotional intelligence in the workplace, not just at leadership level but across the whole company. When used across your team, LEP helps build a powerful understanding of each person’s energy blend, promoting better collaboration and synergy. Recognising and respecting each others’ energies leads to a more harmonious, effective, and productive work environment.


Do you think owners/directors of large-format PSPs are generally receptive to outside input when it comes to strategic development? I think the concept of coaching in this country is still relatively new and I’ve definitely been in some situations where owners and directors have been somewhat offended at the very thought of having a coach. In the majority of cases, I’m helping the coachee reach goals they already know what to do to get there but for whatever reason are not. I am there to challenge them, to offer differing ideas, be a sounding board and in some cases, it often feels like a therapist. What my clients always get from me is honesty and openness, and at times that means telling them things they don’t want to hear. They have to remember that it’s coming from a good place and ultimately, that’s what they’re paying me for.


The anticipated cost of employing a business coach may well put people off the idea. Is there any kind of formula for calculating a company’s ROI in using their services?


Not as such. It really depends on the objectives set by the client and in some cases these are not always quantifiable financially. I particularly spend time at the beginning of each session ensuring there is a clear understanding of what the client would like to achieve from that session and at the end I readdress this to ensure we have in fact achieved this. For those clients with longer-term objectives that can be measured by financial return, we set clear baseline start points so we can indeed measure the impact of our coaching sessions. From the feedback I have received to date, the majority see an adequate ROI after just one session but I always suggest three sessions as a general rule of thumb. Ultimately, I get judged by the results - I help people achieve so it’s important to me that they see value in my offering as quickly in the relationship as possible.


www.imagereportsmag.co.uk | 21


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MISCONCEPTION THAT I’M GOING TO COME IN AND DO ALL THE WORK FOR THEM.


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