Your Business Is Your Baby

I firmly believe that as an SME Business Owner, my emotional attachment and sense of responsibility towards my business is akin to that of my children. I am not alone. The positives are clear; We have a warm glow about our achievement and are passionate to see success for our offspring. The downsides may be less so; We may lack objectivity and consider planning as a form of ‘straight jacket.’ We may find it challenging to reflect and act on our responsibilities.

As a Senior Leader in my police career of 34 years, my Leadership was accountable to a wide range of stakeholders. To a large extent, ‘success’ was evaluated by those same stakeholders. I was personally responsible for my performance and that of those I had responsibility for. However, Policing was my profession and career. It was NOT my business. Achieve Success UK, however, is very much my business. I sought to reframe my experience, expertise and accredited skills in the Police for the benefit of SME Business Owners and Executives who are open to developing a coaching style of Leadership. The story of how I became accredited in this style of Leadership is told below:

In 1998, I was awarded an Executive Diploma in Leadership and Management. One module concerned ‘Coaching as a Leadership Style’. Such a style does not rely upon behaviours and a mindset such as ‘ Do this because I’m a higher rank than you’, ‘ Do this because I’m ordering you too’, or ‘This is how we do it here’. This could be described as the ‘Command and Control’ style of Leadership. It is still, remarkably, prevalent in the police in the UK.

A Coaching Style of Leadership depends upon achieving trust, rapport, and honesty between the participants of the dialogue. In our syndicate, were some 30 Inspectors. In the role play, I played the part of an Inspector; a colleague played the part of a poor performer who was reluctant to admit it. This person was a high performer who hated even pretending to be a poor performer! My focus was on the person sat opposite me, colleagues in the room faded in my peripheral vision. The scenario became real on many levels.

The power of the coaching style of Leadership in my view is the connectivity between two people. There is no bullying or overt display of authority; rather, a clear pathway of authentic mutual understanding. I achieved the desired result in the role play. My colleague’s feedback described how his responses produced the desired outcome. We both agreed that this was a powerful demonstration. I resolved to use and develop my coaching style of Leadership at every subsequent opportunity and did so. My expertise ensured authentic engagement and motivation of Teams, Departments, and Partner Organisations, in this corporate world.

I readily empathise and understand the challenges facing SME Business Owners. If Time is your enemy, make it your friend.

The challenge of holding ourselves accountable, can make objectively evaluating your business and where best to focus and enhance ‘the bottom line’ is one that can defeat us.

As a Business Coach, who has faced the challenges you face, I am honoured to be trusted with working with you to develop and grow ‘your baby’. What are the challenges that you face? How would it feel to be able to discuss what’s important to you, and then develop a plan that enables ‘your baby ‘ to reach its full potential?

Thank you for reading and reflecting on this article. Now do something about it by contacting me by your preferred means, to have an initial, scoping, conversation.

Tony Munday
Tony Mundayhttp://www.achievesuccess.org.uk/
TONY developed his expertise during his Police career of 34 years. Whilst a Senior Leader, for 15 years, he recognised the challenges and pressures faced by Leaders, including those which were of his own making. Tony was a ‘maverick ‘as a Leader. He became accredited in, and practiced, coaching as a Leadership Style, and Situational Leadership (adopt a style relevant and appropriate to the context). This was unusual amongst colleagues and peers, who maintained a firm adherence to a ‘command and control’ style, on most occasions. Tony recognised that it was impossible for him to effectively lead and micromanage. In order to develop appropriate trust and motivation amongst those he had responsibility for, he ensured that he knew the person behind the role. This enabled Tony to effectively performance manage, with fairness. Where appropriate, Tony practiced a ‘service’ style of Leadership. He saw his role, as providing the strategic direction, the environment, setting the values and developing the people, so they took responsibility for delivery of their own and other’s performance. The subsequent trust gained, enabled Tony to save significant time compared to peers who micromanaged. Tony used this time on strategic planning and development of people, enabling them to maximise their potential, including out of his teams or departments. This was unique amongst his peers. Many peers behaved as if the first responsibility of their team was to make ‘them’ look good. This stifled development of their teams. Tony’s teams and departments consistently outperformed their contemporaries.
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