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Trevor Parker

Spotting The “Best Practice” Facade.

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Challenging “Best Practice”: Are You Using It to Signal Authority or Drive Real Value?

During a recent assignment, I attended a presentation from a CTO who was outlining the company’s technology strategy. Midway through his slides, he mentioned that certain processes were “aligned with Best Practice”—a phrase he seemed confident would solidify his position. However, as the presentation unfolded, it became clear that this endorsement was, at best, a veneer. There was little evidence that he actually understood the “Best Practice” he was referencing, nor could he explain how it applied specifically to our challenges. The phrase had simply been added because it sounded credible, as if invoking “Best Practice” alone would close down debate and validate his decisions.

It’s a scenario I’ve encountered repeatedly in leadership discussions. While “Best Practice” can be a valuable concept, too often it’s used as a placeholder—a buzzword that fills in for genuine understanding or critical analysis. Leaders invoke it as a signal of authority, but all too often, it becomes a way to avoid difficult questions, diminish curiosity, and stifle innovation. This trend begs the question: does invoking “Best Practice” truly reflect a commitment to excellence, or are we merely following a script?

To be clear, I’m not advocating against following best practices where they truly apply. When a practice is well-evidenced and genuinely serves your specific needs, it can be invaluable. But there’s a difference between mindful adherence and unthinking obedience. My challenge is for leaders to approach “Best Practice” with curiosity, always asking how it applies to their unique situation rather than accepting it at face value.

In this article, I want to encourage you, as a leader, to rethink your reliance on “Best Practice” as an unexamined benchmark. Instead of using it as a conversational trump card, let’s foster a culture where each so-called “Best Practice” is scrutinised, questioned, and adapted to meet the unique needs of your business. This means asking uncomfortable but necessary questions when “Best Practice” is cited and encouraging your team to demonstrate real understanding and curiosity.

Recognising the Hidden Motives Behind “Best Practice”

One key issue with “Best Practice” is that it’s often wielded as a tool for control. Some leaders use it to assert authority or shut down debate, making it difficult for alternative perspectives to surface. Rather than fostering a culture of inquiry and adaptability, this approach creates a rigid environment where questioning is subtly (or not so subtly) discouraged.

As a leader, it’s essential to recognise when “Best Practice” is being used as a tool for avoiding scrutiny or as a quick fix to justify decisions. When left unchecked, this can lead to stagnation and missed opportunities. The true value of “Best Practice” lies not in its mere adoption but in its thoughtful, context-specific application.

Spotting the “Best Practice” Facade

Here are some signs that “Best Practice” might be used without genuine understanding:

  1. Lack of Contextual Relevance: When asked to explain how a best practice specifically applies to their project or team, some managers may struggle to articulate its relevance. They might use generic statements like “It’s industry standard” without connecting it to the unique dynamics of their own operation.
  2. Buzzword Overload: If terms like “Best Practice,” “industry-leading,” or “state-of-the-art” are sprinkled into presentations without supporting detail, it’s often a sign that these phrases are being used to impress rather than inform.
  3. Resistance to Challenge: Leaders who cling to “Best Practice” as a defence are often resistant to feedback or challenges, even when alternate approaches might offer a better fit. This can hinder innovation and frustrate team members who want to contribute ideas.

Equipping Yourself to Question “Best Practice”

To move beyond surface-level adherence, start by encouraging your managers to ask questions that reveal the depth of understanding behind “Best Practice” claims:

  • “What makes this the best approach for our unique situation?”
  • “How has this practice been adapted by other teams facing similar challenges?”
  • “Are there any limitations to this approach that we should be aware of?”

These questions prompt presenters to prepare meaningful answers, grounded in specifics rather than generic phrases. Moreover, they signal that “Best Practice” isn’t a substitute for critical thinking or adaptability—it’s a baseline that should always be subject to scrutiny.

Building a Culture of Curiosity and Customisation

To move beyond superficial references to “Best Practice,” aim to foster a culture of curiosity. Empower your team to question established norms and to approach challenges with an open mind. When managers are encouraged to develop solutions that fit their specific circumstances, they develop a stronger sense of ownership and a greater capacity for innovation.

Imagine leading a team that not only follows “Best Practice” but adapts it intelligently to fit its unique goals. Such a team moves beyond imitation and becomes a driver of true best practices within the business, building a legacy that goes beyond adherence to industry norms.

Conclusion

The next time “Best Practice” is cited in a presentation or strategy meeting, pause and consider its application. Is it there as a shield, an empty phrase, or is it truly adding value? By fostering a leadership culture that values understanding over signalling, curiosity over complacency, you can move beyond buzzwords and into a realm of genuine, sustainable success.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.

Sastrugi
Trevor Parker

Shifting Mindset in Distressed Business Situations

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Navigating the Winds of Change: Shifting the CEO and Senior Management Mindset in Distressed Situations

In a previous post, Navigating turbulent waters, , I explored how a CEO coach or interim leader can support management teams through turbulent times by offering structured guidance and fostering a mindset shift. My own experience as a CEO in challenging situations uniquely positions me to empathise with the CEO and management team when I am brought in during times of crisis. I understand the weight of responsibility they carry, having been there myself. While I am no pushover, I pride myself on creating a collaborative, supportive relationship, fostering a team environment that allows the leadership group to work together effectively. My role is to help them move from ‘business as usual’ (BAU) to a mindset equipped to navigate distress, maintaining authority with respect and guiding them through a transition toward a shared, strategic vision for recovery and growth.

This collaborative approach is especially critical when the business has breached its covenants, and management teams, understandably, may feel defensive or uncertain about next steps. By prioritising empathy and open communication, we can begin to make the shifts necessary to transform entrenched ways of thinking into proactive, resilient strategies.

Why Changing Mindsets is Crucial in Distressed Situations

When covenant breaches occur, the immediate reaction from senior management is often defensive. This is understandable – the leadership team has likely invested years into developing and executing strategies they believed were sound. But when those strategies falter, it’s imperative to see this as an opportunity to reset, re-evaluate, and create a new path forward.

Shifting mindset patterns in a management team can sometimes feel like navigating sastrugi—(That’s Sastrugi in the image for thei post BTW) those sharp, wind-carved ridges of snow and ice that reshape themselves with every storm. Just as sastrugi require a careful approach to avoid tripping or losing momentum, entrenched ways of thinking within a team need gradual reshaping. By understanding these ridges as natural but mutable formations, we can begin to work collaboratively to smooth out obstacles, helping leadership teams transition from a defensive posture to one of opportunity.

My goal as an Interim CEO is to help the team understand that, while this may be an uncomfortable transition, it is also an opportunity to think beyond the old model and explore solutions that can fundamentally reshape the business. This is where the mindset shift becomes critical: to see this not as a breakdown, but as a chance to rebuild with a sharper, more resilient approach.

Bridging the Gap Between BAU and a Distressed Mindset

When a business is in distress, there is a need for a clear break from BAU. However, rather than dictating change, my approach is to bring the senior team on a journey of honest self-assessment and collaboration. This journey is crucial to achieving a mindset of adaptability and proactivity in challenging times.

  1. Setting the Foundation of Trust and Mutual Respect
    • A defensive response, as I saw in the example below, often stems from fear or frustration – both understandable in a high-stakes situation. My role is to balance authority with empathy, allowing the team to feel valued and supported while clearly communicating the need for a change in mindset. Once they understand that their experience is respected, they become more willing to engage in a new direction.
  2. Creating Space for Constructive Feedback
    • In high-pressure settings, feedback can be tough to hear. But by creating an environment where honest feedback is received as part of a collaborative effort, not an attack, CEOs and management teams become more open to ideas that drive change. Recently, after a mildly tetchy board meeting where one of the funders shared honest but fair feedback, I noticed the CEO reacting defensively. Given the pressures he was under, the comments understandably struck a nerve. Recognising this as a crucial moment, I pulled him aside afterward and had a candid chat about seeing feedback not as an attack but as an opportunity for re-evaluation. An hour later, he called me with an insight I was thrilled to hear: “I want to thank you for the chat, and I want you to know that I’ve taken your advice onboard. I now realise that it’s an opportunity for us to re-imagine the business.”
  3. Honesty Without Aggression
    • In these situations, transparency is vital, but it doesn’t require confrontation. My approach is to provide unembellished feedback with clarity and respect. By presenting the reality of the business’s financial and operational situation without placing blame, the team can objectively assess the challenges and begin to see ways forward. Leaders begin to re-frame the situation from crisis management to opportunity creation.
  4. Fostering a Culture of Innovation and Flexibility
    • The greatest transformation occurs when CEOs and senior management teams move from a defensive stance to a proactive one. Rather than clinging to previous successes, they begin to ask, “What’s possible now?” – a question that brings previously unconsidered ideas to light. By shifting the emphasis from “preserving what we have” to “creating what we need,” they start building resilience and agility into the business.
  5. Driving Alignment Through a Shared Vision
    • Ultimately, the goal is mutual consent to a new strategy, where everyone understands the vision and is committed to it. With the CEO mentioned earlier, the shift from defensiveness to collaboration opened the door to a re-imagined business model, one that embraced rather than resisted change. This creates a foundation of alignment, allowing the team to drive forward with a renewed sense of purpose.

The Role of the Interim CEO in Shaping a New Mindset

When I’m brought into these situations, it’s not simply to impose authority but to foster a culture that values adaptability, resilience, and mutual respect. Leaders often resist change not out of stubbornness but from a deep commitment to what they’ve built. By helping them re-frame difficult situations as opportunities rather than crises, I help them harness their expertise and passion to redefine the future of the business.

Final Thoughts

The CEO’s mindset is the cornerstone of organisational resilience, especially in distressed situations. Through candid discussions, like the one I had with the CEO after that challenging board meeting, leaders can transition from a mindset of defence to one of opportunity. By fostering an environment where feedback is valued, honesty is prioritised, and collaboration is central, the senior team can align on a re-imagined vision, build strength from challenge, and steer the business toward a dynamic, resilient, and ultimately successful future.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.

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Trevor Parker

Managing Negativity Bias in Operational Analysis

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Managing Negativity Bias in Operational Analysis and Strategic Problem-Solving

At NorthCo, our work often centres around identifying operational efficiencies, guiding contingency planning, and solving strategic challenges. Conducting in-depth operational reviews, planning for potential risks, and designing actionable strategies demand a careful balance of objective analysis and forward-looking optimism. Yet, as we delve into these high-stakes assessments, a common human tendency – the “negativity bias” – can sometimes cloud our judgement, subtly pushing us to focus disproportionately on risks over opportunities.

Negativity bias, a hardwired evolutionary response, favours attention to potential threats, which has served humanity well for survival. But in today’s business environment, this bias can lead to overly cautious decisions, missed opportunities, and an imbalanced focus that limits growth. In NorthCo’s context, understanding and managing negativity bias is crucial to delivering balanced and actionable solutions for our clients. Below, we explore how negativity bias can affect operational analysis, contingency planning, and problem-solving, and we provide actionable strategies to counteract it.

1. The Role of Negativity Bias in Operational Leadership

In operational and strategic consulting, our ability to objectively assess and guide our clients’ next steps is essential. However, negativity bias can lead us to overemphasise potential pitfalls or problems, obscuring an objective view of both the current state and the optimal path forward. For example:

  • Operational Analysis: In operational reviews, focusing too heavily on deficiencies without balancing them against strengths can lead to an overly negative portrayal, which may cause clients to adopt overly conservative measures, limiting potential growth.
  • Contingency Planning: When preparing for risks, it’s natural to be cautious, but too much focus on worst-case scenarios can restrict proactive problem-solving and result in overly complex or costly safeguards that may not be necessary.
  • Strategic Sessions: In strategy development, an overemphasis on past challenges or potential obstacles can detract from the client’s vision and make it difficult to pursue bold initiatives.

A critical aspect of NorthCo’s role is to help clients achieve a balanced perspective that acknowledges risks while also focusing on their strengths and opportunities. By understanding negativity bias and its effects, we can guide clients toward well-rounded, resilient solutions.

2. Identifying Negativity Bias in Analysis and Planning

Recognising negativity bias is the first step in countering it. In our engagements, the following signs can indicate negativity bias is impacting our assessments or strategic recommendations:

  • Overemphasis on Shortcomings: If operational reviews dwell primarily on what’s wrong without sufficient attention to operational strengths, we risk undervaluing existing assets that could form the basis for future growth.
  • Avoidance of Bold Solutions: In contingency planning, a disproportionate focus on failure scenarios can prevent us from presenting forward-looking solutions or advocating for growth opportunities.
  • Echoing Past Problems: Focusing excessively on past missteps during strategy sessions can stifle innovation and reinforce outdated narratives, rather than promoting a proactive approach to future challenges.

Identifying these tendencies during planning sessions or reviews enables us to course-correct and maintain an objective stance.

3. Strategies to Overcome Negativity Bias in NorthCo’s Services

To deliver balanced solutions, NorthCo applies the following strategies to ensure that our assessments, planning, and problem-solving approaches maintain a forward-thinking and constructive focus:

  • Highlight Both Strengths and Challenges: In operational reviews, we ensure a comprehensive assessment by presenting strengths alongside areas for improvement. Recognising existing efficiencies not only boosts morale but also informs realistic, sustainable action plans.
  • Frame Contingencies with a Growth Mindset: When discussing potential risks, we balance this with considerations for positive outcomes. Rather than focusing only on what could go wrong, we work with clients to identify opportunities that could arise in different scenarios, encouraging a mindset that is both cautious and growth-oriented.
  • Incorporate Balanced Feedback Loops: During strategy sessions, we guide clients to reflect on both achievements and setbacks, supporting a culture that learns from the past without being bound by it. By celebrating what works, we empower teams to carry forward effective practices while addressing improvement areas.
  • Use Constructive Language: Our team takes care to use balanced language that accurately conveys both the challenges and opportunities facing the business. Instead of framing an issue as a failure, we might present it as an opportunity to strengthen processes or realign resources. This approach fosters a positive perspective even in challenging conversations.
  • Promote a Collaborative Review Approach: Rather than merely pointing out problems, NorthCo’s approach involves the client team in developing solutions. This fosters buy-in and promotes a shared focus on overcoming challenges, as well as recognising the potential for growth and success.

4. Countering Negativity Bias in Business

To manage negativity bias effectively, businesses can adopt structured practices that promote a balanced approach to risk and opportunity. These methods help leaders maintain an objective perspective and make decisions that are as informed by possibilities as they are by risks:

  • Use Balanced Scorecards: Regularly track both positive and negative performance metrics to ensure decisions are informed by a full picture of company health.
  • Implement Scenario Planning: Weigh both risks and rewards in strategic decisions to counterbalance a natural focus on threats.
  • Encourage Constructive Feedback: Ensure feedback sessions focus on strengths as well as areas for improvement, reinforcing positive behaviours and achievements.
  • Regular Review of Innovations and Successes: By consciously reviewing successes and lessons from previous achievements, leaders can shift focus from just solving problems to seeking growth opportunities.

5. Creating a Positivity-Conscious Framework for Clients

An integral part of NorthCo’s service is helping clients create an environment that balances caution with optimism, especially in high-stakes or operationally complex scenarios. We apply the following methods to help clients counter negativity bias within their own teams:

  • Emphasise Successes During Debriefs: After operational analysis or strategic sessions, we actively highlight successes and positive aspects, showing how these can be leveraged for future growth. This helps instil a mindset focused on continuous improvement rather than fear of failure.
  • Encourage a Future-Focused Vision: In contingency planning and strategy, we encourage a “what could be” mindset, helping teams envision the potential rewards of calculated risks. By encouraging a forward-looking approach, we equip leaders with a perspective that looks beyond current issues to future possibilities.
  • Conduct Regular, Balanced Reviews: We recommend regular reviews that objectively assess both successes and areas for improvement. This practice enables clients to make informed decisions without dwelling disproportionately on setbacks, keeping morale high and focus sharp.

6. Building a Resilience-Oriented Culture

At NorthCo, we believe that resilience is essential for navigating business challenges, particularly in dynamic or high-risk environments. A resilience-oriented culture doesn’t simply bounce back from setbacks; it leverages them as learning experiences, which in turn reduces the influence of negativity bias. Here’s how NorthCo helps organisations cultivate resilience:

  • Encourage Adaptive Problem-Solving: We train leadership teams to approach challenges with flexibility, assessing multiple solutions rather than fixating on a single path. This adaptability ensures that teams can pivot effectively when facing unforeseen issues.
  • Integrate Continuous Learning Practices: NorthCo’s strategy sessions include reflection exercises that encourage learning from both successes and challenges. By fostering an environment that views setbacks as learning opportunities, we help teams embrace a growth mindset.
  • Strengthen Team Collaboration: A resilient culture thrives on collaboration, where different perspectives can balance the natural tendency toward negativity. We promote open communication channels and regular team dialogues, which help team members feel supported and reinforce a shared commitment to collective success.

7. NorthCo’s Approach to Balanced Leadership

Counteracting negativity bias requires a deliberate and structured approach. NorthCo specialises in creating this balance, providing clients with tools to build resilience and optimism into their strategic planning and operational analyses. By focusing on both challenges and opportunities, we ensure that our clients are equipped to make confident, well-rounded decisions that drive sustainable growth.

Ready to overcome negativity bias in your organisation? Contact NorthCo to explore how we can help your team achieve a balanced perspective that empowers success.

Research and further reading

  1. Research on Negativity Bias – American Psychological Association’s article on negativity bias.
  2. Behavioural Economics and Loss Aversion – Daniel Kahneman’s work on loss aversion, Khan Academy – Nobel Prize references for behavioural economics.
  3. Mindfulness in Business – Harvard Business Review’s articles on mindfulness in leadership, available on HBR.org.
  4. Building Resilience in Teams – McKinsey (McKinsey.com) and Forbes(forbes.com) articles about fostering resilience in workplace culture.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

Why Can’t Interim FDs “Really” Fix Operational Issues?

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When businesses encounter turbulent times, it’s tempting to bring in an experienced Interim Finance Director (FD) to steady the ship. With cash flow under pressure and bottom-line metrics needing scrutiny, who better than a finance expert? But here’s the twist: if the issue is operational, a finance-focused leader may only scratch the surface without getting to the core problem.

The Pitfall of the “Obvious” Solution

Imagine a business struggling with classic financial symptoms — rising costs, declining profits, sluggish cash flow. The inclination might be to address these directly, tightening budgets, restructuring debt, optimising cash flow. While these steps may be essential, they often only treat the symptoms, the “obvious” pain points, rather than the root causes.

An Interim FD, for all their expertise, may view operational issues mainly through a financial lens, potentially missing deeper causes beyond the balance sheet. When a business faces operational challenges, it needs an interim leader with an operational background who instinctively asks: “Yes, but what’s the real issue here?” Without this operational insight, a purely financial approach might even compromise the long-term health of the business. Quick fixes aimed solely at financial metrics can create underlying stress points in the operation, resulting in team burnout, reduced efficiency, and ultimately a weakened competitive position.

Finding the Real Issue Beneath the Surface

A true operational problem solver knows that the first explanation often obscures the root cause. They won’t stop at initial answers but look beyond the obvious, drilling into details, understanding processes, and connecting the dots. An interim leader with a solid operational background can be invaluable in this way — they’ve seen how inefficiencies, cultural friction, or outdated workflows create hidden bottlenecks that manifest as financial symptoms.

Avoiding the Advice Trap

In The Advice Trap, Michael Bungay Stanier explores how rushing to provide answers can lead to surface-level solutions, overlooking complex underlying problems. For interim leaders, The Advice Trap offers a powerful reminder: effective problem-solving starts with curiosity, not quick answers.

An experienced operational interim doesn’t fall into this “advice trap.” Instead, they stay open, listen deeply, and ask probing questions, letting the full story emerge and building a multi-faceted view. When they finally act, it’s with a clear understanding of both symptoms and underlying causes.

Practical Questions to Ask

To truly uncover operational issues, a skilled interim will ask questions that go beyond the surface. Here are a few examples of questions that help cut through to the root of the problem:

  • “What specific challenges are hindering this process?”
  • “Why has this process been done this way until now?”
  • “If this challenge were resolved, what new challenges might emerge?”
  • “Who else should we consult on this?”
  • “What makes this issue complex or challenging to resolve?”

These questions prompt the team to think critically and deeply, helping ensure solutions are comprehensive and sustainable.

Key Characteristics of an Effective Operational Interim

Here’s what distinguishes a truly effective operational interim:

  • Curiosity and Open-Mindedness: They dig deep, seeking to understand before acting.
  • Empathy and Emotional Intelligence: They can read the room, engaging team members at all levels, creating openness to change.
  • Adaptability and Resilience: They stay agile, adjusting their approach when conditions shift.
  • Unbiased Perspective: As an outsider, they bring a fresh view, challenging assumptions and spotting hidden issues.
  • Results-Focused, Collaborative Leadership: They empower the team to achieve sustainable results, focusing on leaving the team stronger than before.

Getting the Team Onboard

Successful change requires more than expertise; it demands a blend of authority and approachability. The best interims gain the trust and commitment of the whole team — a critical factor in ensuring operational improvements stick.

An effective interim leader knows that true success lies in harnessing the team’s knowledge to uncover solutions and overcome obstacles together. Rather than imposing fixes, they create a culture of collaboration, leading the team to dig into pain points and develop solutions they feel ownership of.

Long-Term Impact and Cultural Shifts

An impactful operational interim doesn’t just solve immediate issues — they build a culture of continuous improvement:

  • Creating Momentum for Lasting Improvement: They encourage the team to question practices, creating a foundation for long-term progress and resilience.
  • Developing Champions of Change: A successful interim leader empowers team members to be champions of change, leaving behind a team ready to tackle future operational challenges confidently and independently.

Reflection and Call-to-Action

Reflect on your current challenges: Are you tackling surface-level symptoms or focusing on the root cause? When you bring in interim support, are you choosing someone who empowers your team to drive sustainable improvements? Remember, prioritising operational insight over financial metrics alone may be the difference between a short-term fix and long-term success.

If you’re ready for true operational transformation, consider bringing in an operational interim who won’t stop at the first answer but will dig deep and bring your team along on the journey. With the right interim at the helm, operational success becomes a team effort — and the entire organisation moves forward together.

By recognising the risks of a finance-first approach to operational issues, leaders can safeguard their business’s long-term prospects. True success often requires seeing beyond the balance sheet, aligning operational improvements with a culture that values transparency, collaboration, and continuous growth.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

A Quick DIY Guide to Driving Operational Efficiency

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A Quick DIY Guide to Driving Operational Efficiency and Growth

For many business leaders, the pressure to maintain operational efficiency while managing transitions and pushing for growth can feel relentless. The window for making strategic moves can close quickly, and it’s often better to get ahead of the wave before your flexibility starts to shrink. Taking control early—before conditions force your hand—provides far more room for effective decision-making.

While bringing in expert operational advisors can be transformative, you can also take proactive steps internally to identify opportunities and address inefficiencies before they become major roadblocks. This guide offers a straightforward DIY approach to managing your operations more effectively, allowing you to take control of your organisation’s future.

1. Conduct an Operational Review

Your first step should be an honest and thorough review of your current operations. Take the time to step back and assess your existing processes. Ask yourself the following questions:

  • Are there any bottlenecks or inefficiencies slowing down progress?
  • Which processes are outdated, unnecessary, or redundant?
  • How effectively are you utilising your current resources?

DIY Tip: Bring together your leadership team for a process mapping session. Map out each key operational process from start to finish, identifying pain points or areas where things slow down. Be critical but constructive in your analysis—this is your chance to streamline and improve.

2. Evaluate Your Cost Structure

Cost rationalisation is often the key to unlocking more efficient operations and preparing for future growth. But this isn’t just about cutting costs—it’s about ensuring resources are allocated effectively.

DIY Tip: Go through a line-by-line review of your cost base. Separate costs into two categories: essential and non-essential. Essential costs directly contribute to your core business objectives, while non-essential ones can potentially be reduced or eliminated.

Be sure to involve your finance team in this exercise and look for opportunities where small changes can create significant savings without disrupting business operations.

3. Create a Contingency Plan

Every business faces uncertainty, and successful leaders know that the best way to manage uncertainty is to plan for it. Contingency planning isn’t just about preparing for the worst; it’s about giving your team the confidence to make decisions quickly when circumstances change.

DIY Tip: Start by identifying your biggest risks—whether they are operational, financial, or related to external factors like market shifts. Then, develop a trigger-based plan. For example, if revenues fall below a certain threshold, what immediate actions should you take? Be specific about decision points, who is responsible, and what actions should be taken.

Contingency plans should be reviewed regularly, especially as new risks emerge.

4. Facilitate Collaborative Planning Sessions

Often, the best ideas and solutions come from within your team. By creating a collaborative environment, you can leverage the collective knowledge and experience of your leadership team to drive growth and efficiency.

DIY Tip: Run a facilitated planning session with your leadership team. Start by clearly defining the key objective—whether it’s improving efficiency, transitioning the business, or preparing for growth. Use structured brainstorming techniques like SWOT analysis or scenario planning to encourage diverse perspectives and creative solutions.

Remember to document your ideas and develop a clear action plan at the end of the session, with individual responsibilities and deadlines.

Final Thoughts

While operational advisors can offer immense value in driving rapid results and growth, there’s a lot you can do as a leader to take the reins on operational improvement. By systematically reviewing your operations, evaluating costs, planning for uncertainty, and facilitating strong collaborative sessions, you can lay the groundwork for long-term success.

When you need deeper expertise or an external perspective, that’s when professionals step in to help. But until then, these steps can serve as your guide to improving efficiency and positioning your business for growth.

You can read about some of our recent case studies here.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

Focus on the Gains and not just The Gaps

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Bridging Operational Gaps: The Power of Focusing on Gains, Not Just Gaps

In leadership, especially in operational management, the pressure to close gaps can be overwhelming. Leaders are often tasked with achieving ambitious goals, fixing underperforming areas, and driving continuous improvement. It’s easy to fall into the mindset of constantly measuring yourself or your organisation against an ideal that seems far off. This “gap-focused” thinking can create frustration, stress, and even a sense of failure.

But there’s another way to look at progress—one that’s just as important as identifying gaps: focusing on the gains. Let’s explore how leaders can shift their mindset to see both the gaps and the gains, and why this shift is crucial for long-term success.

What Are the Gaps?

In the context of operational management, gaps are the areas where performance doesn’t meet expectations. These might be gaps in efficiency, team skills, strategy execution, or even organisational culture. Identifying gaps is essential for growth. After all, knowing what’s not working helps you direct attention to the right areas for improvement.

However, problems arise when leaders become too focused on the gap between where they are now and where they want to be. This is particularly common in high-pressure environments where progress often feels slow or insufficient. When you constantly measure your business or your leadership against an ideal, the focus on what’s missing can quickly overshadow what’s been achieved.

The Gain: Celebrating Progress

The “Gain” is all about measuring progress based on how far you’ve come, not how far you still need to go. In leadership, recognising gains means acknowledging the incremental improvements and victories along the way. It’s about celebrating the fact that your organisation is more efficient, better resourced, or more agile than it was a few months ago—even if it hasn’t yet hit the ultimate target.

This doesn’t mean ignoring the gaps, but rather ensuring that progress is given its due weight. Too often, leaders move the goalposts without taking the time to acknowledge how much ground has already been covered. By regularly shifting focus to what has been gained, you create a more balanced, optimistic, and productive approach to leadership.

Why the Gap vs. Gain Mindset Matters

  1. Boosts Morale and Motivation
    Focusing solely on gaps can lead to burnout—for both you and your team. It fosters a culture where nothing is ever quite good enough. But when you take time to acknowledge gains, it reinforces a sense of achievement. Leaders and teams who feel their progress is noticed are more motivated to continue pushing forward. Research shows that focusing on strengths and positive accomplishments leads to higher employee motivation and performance (Luthans & Youssef, 2007).
  2. Strengthens Resilience
    Leadership, especially in interim roles or during times of change, can feel like an uphill battle. If you only see the distance still to go, you risk becoming discouraged. By regularly reflecting on gains, you build resilience, giving yourself and your team the psychological fuel needed to tackle future challenges. Carol Dweck’s work on the growth mindset illustrates that individuals who focus on progress are more likely to embrace challenges and persist in the face of setbacks (Dweck, 2006).
  3. Creates a Growth-Oriented Culture
    When you model a “gain” mindset, it encourages others to do the same. It shifts the culture from one of perfectionism to one that values continuous improvement. It helps your team focus on learning and growing, instead of feeling inadequate or overwhelmed by goals they haven’t yet reached.
  4. Improves Strategic Focus
    Celebrating gains doesn’t just improve morale—it sharpens your strategic focus. When you assess what’s working and what progress has been made, it helps clarify where to direct your next efforts. Understanding your gains makes it easier to fine-tune your strategy based on proven successes rather than just focusing on fixing problems.

How to Build the Gain Mindset into Your Leadership

  1. Regular Progress Reviews
    Incorporate regular check-ins that specifically highlight progress made, not just areas of improvement. These could be formal reviews or simple team discussions that take a moment to reflect on what’s working. This habit keeps the gain mindset front and centre in your leadership approach.
  2. Break Large Goals into Milestones
    To help teams focus on gains, break down big, long-term goals into smaller milestones. Celebrate each step forward. These incremental wins are important for maintaining momentum and preventing the overwhelm that often comes from only seeing the big gap ahead.
  3. Embed Reflection into Your Routine
    For yourself as a leader, set aside time—perhaps on Buffer Days—to reflect on gains. Use this time to consider how far you’ve come, the challenges you’ve overcome, and what you’ve learned. Regular reflection helps internalise the gain mindset and keeps you motivated for future challenges.
  4. Balance Feedback
    When giving feedback, balance your discussion of gaps with recognition of gains. Acknowledge the team’s progress before diving into what still needs to be done. This keeps the tone constructive and empowers people to approach problems with confidence, rather than discouragement.

Bridging Gaps by Building on Gains

At NorthCo, our approach to leadership is about more than just fixing problems and closing gaps. We believe the key to effective leadership is in finding the balance between recognising where improvements are needed and celebrating how much progress has already been made. It’s this “Gap vs. Gain” mindset that allows leaders to grow without burning out, to stay resilient even when the road ahead seems long, and to build cultures of growth that are sustainable over the long term.

By integrating this mindset into our operational management services, we help leaders not only bridge the gaps in their business but also build on the gains they’ve made to drive lasting success.

References

  1. Dweck, C. (2006). Mindset: The New Psychology of Success.
  2. Luthans, F., & Youssef, C. M. (2007). Positive Organizational Behavior in the Workplace: The Impact of Hope, Optimism, and Resilience.
  3. Deci, E. L., & Ryan, R. M. (2000). The “What” and “Why” of Goal Pursuits: Human Needs and the Self-Determination of Behavior.
  4. Amabile, T. M., & Kramer, S. J. (2011). The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work.
  5. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

The 110% Myth – and the power of 20%

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We’ve all heard (or even said) it before: “I always give 110%!” That’s The 110% Myth. This familiar phrase might sound motivational, but it’s fundamentally flawed. You can’t give more than 100%, and most of us don’t even have that to spare once life’s other demands are factored in. So, let’s dive into a more sustainable truth: if you’ve only got 20% energy left for work, give it your best shot—100% of your 20%.

In today’s hustle culture, there’s immense pressure to burn the candle at both ends. Yet research shows that pushing beyond reasonable limits only leads to burnout, poor productivity, and frustration. As a leader, recognising this can be a game-changer. Instead of squeezing every last ounce of energy from your team, focus on creating an environment that values well-being and real results. Empower your team to work smartly within their limits, fostering both productivity and job satisfaction.

With trials of a four-day week showing promising results, there’s a real chance to rethink productivity metrics. Instead of hours clocked in, let’s focus on outcomes, quality, and impact. This approach not only aligns with evolving work-life expectations but could make adjusting to shorter workweeks far smoother. Embracing this shift may even future-proof your organisation, paving the way for happier, more engaged employees—and better results.

The Beauty of Realistic Expectations

We live in a world where hustle culture is glorified. There’s this idea that if you’re not burning the candle at both ends, you’re not doing enough. But let’s get real. Pushing yourself to give 110% doesn’t just defy logic; it’s unsustainable. It sets you up for burnout, exhaustion, and ultimately, disappointment when you inevitably can’t meet such impossible standards.

In fact, research shows that working excessively long hours can actually decrease productivity. A study by Stanford University found that productivity per hour declines sharply when a person works more than 50 hours a week. Beyond 55 hours, productivity drops so much that putting in any more hours is practically pointless. Meanwhile, those working 70 hours a week achieved little more than those working 55.

Instead, what if you focused on making the most out of the energy you do have? Imagine being fully present and engaged with the 20% you allocate to your work. That’s not just effective; it’s sustainable. It allows you to be your best self, not just at work but in all areas of your life.

Leading with Empathy and Realism

Now, let’s flip the script. As a leader, this is where you come in. Recognising that your team members have lives outside of work is key to fostering a healthy, productive environment. Perhaps since lockdown and the phenomena of T.W.A.T.s (Tuesdays, Wednesdays, and Thursdays in the office), we need to adjust our leadership style and approach to better reflect what was always true: life doesn’t neatly compartmentalise itself into work and personal time.

In fact, with the UK government seriously considering the implementation of a four-day working week—something that will surely spill over into the private sector—we’re witnessing a broader shift in how we view productivity and work-life balance. Trials of the four-day week across the UK have been promising.

One of the largest trials involving 61 companies found that 92% of participating organisations opted to continue with the four-day week after the trial period ended. Not only did employee well-being improve, but company revenues remained steady or even increased for many businesses.

This shift acknowledges what we’ve always known deep down: more hours at work don’t necessarily mean more output. If anything, they might mean less.

Balancing the Debate: The Other Side of the Coin

While the idea of a four-day workweek has garnered much support, it’s important to consider some counterarguments to this trend. Critics often point out that reducing work hours might not be suitable for all industries, particularly those that rely on continuous operations like healthcare or manufacturing. There’s concern that a shorter workweek could lead to increased costs if businesses need to hire more staff or pay overtime to cover reduced hours.

Furthermore, some argue that mandating a four-day week could limit the flexibility businesses need to operate effectively. In a globalised economy, where companies often compete with others in countries with longer work hours, reducing the workweek might put them at a disadvantage. Additionally, not all employees may benefit equally—those eager for career advancement might find fewer opportunities for growth with reduced work hours, impacting their long-term development.

It’s crucial to weigh these perspectives when considering changes to work policies. A one-size-fits-all approach may not work for every business or individual, and flexibility could be key to finding the right balance.

Practical Application: Making the Most of Your Energy

Applying the concept of giving “100% of your 20%” is both realistic and empowering. Here’s how you can start integrating it into your work and personal life:

  • Identify Your High-Impact Tasks: Spend a few minutes each morning to pinpoint the 20% of tasks that will yield the most significant results for your day. Aim to give these your focused attention, tackling them during your peak energy times.
  • Set Boundaries and Breaks: Recognise that to be effective, you need moments to recharge. Schedule breaks and set clear boundaries around your work hours, even if it’s as simple as blocking out 10-minute “pause” slots in your calendar.
  • Use Outcome-Based Goals: Instead of focusing on how much time you’ll spend on a task, set goals based on outcomes. For example, “finish project proposal draft” instead of “work on project for two hours.” This will help you prioritise quality over quantity.
  • Align Work with Personal Life: Since energy is finite, balance your work by integrating it with personal commitments. Plan your week to include time for family, health, and hobbies to ensure that work doesn’t dominate your energy reserves.
  • Regularly Assess and Adjust: At the end of each week, reflect on what worked well and what didn’t. Did you meet your outcome-based goals? Did you find yourself low on energy at certain times? Adjust your approach as needed to improve week by week.

Trends and Future Outlook: A New Era of Productivity

We’re witnessing a shift in how productivity is defined and measured, with trends suggesting that traditional “more hours equals more output” thinking is giving way to quality-focused, balanced approaches. Here are some developments likely to shape the future:

  • Outcome-Based Performance Metrics: Companies are moving from time-based measures to outcome-based metrics, focusing on the value of what’s accomplished rather than the hours spent. This shift aligns with the evolving workplace, where flexibility and results matter more than rigid hours.
  • Rise of the Four-Day Workweek: Trials across various industries suggest the four-day workweek could become a new standard. As more companies report stable or increased productivity with this structure, it’s increasingly likely that reduced hours, balanced with high-impact work, will become commonplace.
  • Well-Being as a Core Metric: Companies are increasingly recognising employee well-being as integral to productivity. Businesses that prioritise mental health, offer flexible work options, and encourage manageable workloads are attracting and retaining talent, setting a new standard for sustainable work.
  • Increased Automation and AI: As automation takes over more repetitive tasks, employees can focus their energy on high-level work requiring critical thinking, creativity, and interpersonal skills. AI tools may even support work-life balance by automating workflows and providing insights into energy-efficient scheduling.
  • Flexibility and Hybrid Work Models: With remote work here to stay, organisations are exploring hybrid models and personalising work schedules to match individual productivity patterns. This flexibility enables employees to align work with their energy rhythms, fostering a more balanced approach to output and engagement.

Supporting Insights

  1. Stanford University Study on Productivity: John Pencavel’s research shows productivity per hour sharply declines beyond 50 hours of work weekly, emphasising diminishing returns from excessive hours.
  2. The Pareto Principle: Richard Koch’s “The 80/20 Principle” explores how 80% of outcomes come from 20% of efforts, a valuable framework for prioritising high-impact tasks.
  3. UK Four-Day Workweek Trials: Research from Autonomy and 4 Day Week UK Campaign showed 92% of companies maintained the four-day work model after trial, seeing improved well-being and steady or increased revenue.
  4. Work-Life Balance and Job Satisfaction: Research published in Journal of Happiness Studies links balanced workloads to productivity and organisational commitment.
  5. Outcome-Based Performance Metrics: As detailed by Harvard Business Review, measuring results rather than hours allows flexibility, aligning with modern productivity needs.

These insights build a case for prioritising well-being, smart energy management, and a focus on outcomes over excessive hours. Embracing these shifts could foster happier, more productive workplaces and sustainable career growth.

Enjoy your weekend, and remember: it’s all about working smart, not hard. And maybe, just maybe, start using that 110% energy to plan your next holiday instead.

References:

  • “Working hours and productivity.” The Economist. Available at: The Economist
  • “Four-day working week: majority of UK firms in trial extend changes.” The Guardian. Available at: The Guardian

Counterarguments:

  • “The Four-Day Week: A Potential Pitfall for Business?” Forbes. Available at: Forbes
  • “Productivity and Working Hours: The Case for Caution.” Harvard Business Review. Available at: Harvard Business Review
  • “The Economic Impact of a Four-Day Work Week.” Financial Times. Available at: Financial Times

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

Systems Over Willpower

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Systems Over Willpower

Why Personal Leadership is All About Systems and Routines—Not Just Willpower

We often think of leadership as something we do for others—guiding a team, making decisions, setting a vision. But real leadership starts with how we lead ourselves. As Royal Marines, this is 101 of being an elite performer. It’s about self-discipline, self-awareness, and managing our energy, time, and emotions. This idea really hit home for me recently after I was knocked down by an illness that left me feeling drained and out of sync.

Looking to get back on track and encouraged by my wife to take supplements, something I have never been good at, I started taking AG1, a daily greens supplement, hoping it would give me the boost I needed.  What it made me appreciate is that Systems over Willpower is the way ahead.

For the avoidance of doubt, I am not associated or sponsored by AG1 (As if) and I don’t get any commission :). 

As I settled into this new routine, I found myself thinking about the bigger picture—how personal leadership is deeply tied to the systems and routines we create for ourselves. The more I thought about it, the clearer it became: no matter how determined you are, relying on willpower alone is a risky bet. If you really want to succeed, you need to build systems that make your desired actions almost automatic.

Let’s dive into why systems and routines are the secret sauce of personal leadership, and why willpower just doesn’t cut it. I’ll also share how my simple routine made me rethink how we can embed good habits into our lives with minimal effort.

The Problem with Willpower

We all admire those people who seem to have endless willpower—waking up at 5 AM to work out, sticking to a strict diet, and powering through tough projects. I’ve been there too, especially after my illness, trying to push through with sheer grit. But here’s the truth: willpower is like a battery. It drains as you use it, and eventually, it runs out.

Psychologists call this “ego depletion,” and it’s a real thing. Studies have shown that after we exert self-control in one area, our ability to do so in another area diminishes. For example, if you spend all morning resisting the urge to check your phone during a meeting, you might find it harder to stick to your diet later in the day.

Here’s a wild stat: A study found that judges are more likely to give favourable rulings earlier in the day, with the odds dropping by up to 20% later on. That’s decision fatigue in action—a clear sign that even our best decision-makers can’t rely on willpower alone.

So, what’s the alternative? Instead of relying on willpower, we should focus on building systems that make the right actions easy and automatic. This is something I’ve seen firsthand with my experience adopting a new morning routine.

How Systems and Routines Make Life Easier

Think of a system as a game plan—a structured process designed to help you reach a specific goal. Routines are the repeatable actions you plug into that system, and over time, they become habits. The beauty of a good system is that it takes the guesswork out of your day. You don’t have to constantly make decisions or muster up the motivation to do what you know you should do. The system does it for you.

For me, the simplicity of my new routine was a game-changer. Every morning, I follow the same steps, and it’s become as automatic as brushing my teeth. The simplicity of it got me thinking: What if all our important routines could be this simple?

Here’s why I believe systems and routines beat willpower every time:

  • Consistency Over Motivation: Let’s face it, motivation is fickle. Some days you’re pumped; other days, you’re not. But when you have a system in place, like a set bedtime routine that includes 20 minutes of reading, you remove the need for daily decision-making. The routine just happens, whether you feel like it or not. My new morning routine didn’t require me to psych myself up—it just became part of my day.

  • No More Decision Fatigue: We make tons of decisions every day, and it’s exhausting. By the end of the day, even choosing what to have for dinner can feel overwhelming. Systems and routines cut down on these decisions. For example, planning your day the night before means you don’t waste energy figuring out what to do in the morning. My morning routine was one less thing I had to think about, leaving me more mental space for important tasks.

  • Predictable Results: Systems are designed to get you consistent results. When you have a routine, you can measure how well it’s working and make tweaks if needed. I quickly saw improvements in how I felt physically, and that spilled over into a more productive and disciplined day.

  • Resilience When Life Gets Tough: Life throws curveballs, and even the most disciplined among us have off days. But a solid system can keep you on track, even when you’re not feeling your best. For instance, having an exercise buddy can help you stick to your workout routine on days when you’d rather skip it. Even on mornings when I was rushing out the door, the routine was so simple that I could stick to it without thinking twice.

A Perfect Example of a Systemised Routine

The problem with most self-improvement efforts is consistency. People start strong but often fall off the wagon as life gets busy or their motivation dips.

The solution is to make the routine incredibly simple:

  1. Prepare: Set up everything you need the night before.
  2. Execute: Follow the routine without overthinking it.
  3. Automate: Make it so simple that it becomes a habit almost by default.

This simplicity means there’s no excuse not to stick with it. You’re not measuring out multiple ingredients or cleaning up a blender. The routine is so easy that it becomes a habit almost by default. For me, this routine has been a lifesaver, especially on hectic mornings. It’s one less decision to make, one less thing to worry about.

Bringing Systems into Your Leadership Practice

If you want to be a better leader, start by leading yourself well. Here’s how you can start building systems and routines into your daily life:

  • Identify Key Behaviours: What actions are crucial for your success? Maybe it’s exercising, reading, or planning your day.
  • Design a Simple System: Create a routine that makes these behaviours easy. For instance, if you want to work out more, lay out your gym clothes the night before and put a workout on your calendar.
  • Start Small: Don’t try to overhaul your life all at once. Begin with one small routine and build from there. Start with 10 minutes of meditation instead of an hour.
  • Check and Tweak: Keep an eye on your routines to see if they’re working. Don’t be afraid to adjust if something isn’t quite right.
  • Use Tech to Help: Habit trackers, reminders, and apps can be great tools to keep you on track without relying on willpower.

Wrapping It Up: Systems Are the Key to Personal Leadership

Personal leadership isn’t just about wanting to succeed—it’s about setting up the right systems and routines that make success almost automatic. My experience with AG1 reminded me of just how powerful a simple, well-designed routine can be. By recognising the limits of willpower and leaning into systems, you can make sure you’re consistently at your best.

When you embed these routines into your daily life, you’ll find that success comes more naturally. For me, this journey has been a reminder that the best leaders are the ones who start by leading themselves, not with sheer determination, but with smart systems that make the right actions easy.

You can search AG1 on google – see, no link. 

For Those That Want the Research

If you’re the type who likes to dig into the science behind these ideas, here are a couple of key studies that back up what I’ve been talking about:

  1. Ego Depletion and Willpower:

    • A study by Baumeister et al. (1998) on ego depletion found that participants who used self-control in one task had less willpower available for subsequent tasks. In one experiment, those who resisted eating cookies gave up on solving puzzles 50% faster than those who hadn’t exerted willpower earlier.

  2. Decision Fatigue:

    • Another study by Danziger, Levav, & Avnaim-Pesso (2011) showed that judges are more likely to give favourable rulings earlier in the day. As the day goes on and decision fatigue sets in, the percentage of favourable rulings drops by up to 20%.

These studies highlight that our mental resources are limited, and relying solely on willpower isn’t sustainable. That’s why creating systems and routines is so important—they help us conserve our mental energy for the things that really matter.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profileand read what others say about Trevor.

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Trevor Parker

Developing a “Tip of the Spear” Approach to HR Leadership.

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Developing a “Tip of the Spear” Approach to HR Leadership

In the corporate world, the phrase “tip of the spear” is a powerful metaphor derived from military terminology. It describes the front line of a military operation, where those involved face the most risk and bear the responsibility for achieving critical objectives. In business, it represents the leading edge of a company’s strategic efforts—those pivotal roles and initiatives that are essential for success and subject to the most intense scrutiny.

For HR leaders, understanding and cultivating the “tip of the spear” within their organisation is essential to driving strategic success, building a resilient workforce, and navigating the complexities of today’s business environment.

The HR Role in Developing ‘Tip of the Spear’ Leaders

Recruiting, developing, and retaining ‘tip of the spear’ leaders is crucial for any organisation striving to maintain a competitive edge and achieve impactful results. These individuals are not only the pioneers in operational execution but also the catalysts for innovation and transformation across the organisation. HR professionals play a pivotal role in identifying and nurturing these leaders, ensuring they are equipped with the skills, mindset, and resources necessary to drive the organisation forward.

At NorthCo, we specialise in recruiting operational management leaders, those at “the tip of the spear.” However, the responsibility of fostering this mindset extends beyond just hiring; it involves creating an organisational culture that promotes and supports these high-impact roles.

Instilling a “Tip of the Spear” Mindset in HR Strategy

For HR leaders, the “tip of the spear” mindset transcends specific actions or strategies—it is a state of mind. This approach involves cultivating leaders who are proactive, strategic, and capable of executing critical tasks with precision. These leaders are adept at anticipating market trends, seizing opportunities, and navigating the complexities of the business landscape.

In short, they are experts in “getting things done,” and HR’s role is to ensure these leaders are strategically placed throughout the organisation, at every level.

The Importance of ‘Tip of the Spear’ Leaders Across All Levels

A common misconception is that ‘tip of the spear’ roles are exclusive to senior executives or top-tier management. In reality, these qualities are vital at all levels of management. Whether it’s a team leader, a mid-level manager, or a department head, having ‘tip of the spear’ individuals throughout the organisational hierarchy ensures agility, innovation, and resilience from the ground up. HR must ensure that leadership development programmes are tailored to cultivate these characteristics across the entire workforce.

Junior Management: The Emerging Leaders

At the junior management level, ‘tip of the spear’ individuals are those who consistently push boundaries and lead their teams to exceed expectations. HR leaders should focus on:

  • Initiating Improvements: Encourage junior managers to proactively identify inefficiencies and propose solutions, fostering a culture of continuous improvement.
  • Motivating and Mentoring: Support the development of leadership skills in junior managers, helping them inspire their teams and drive high performance.
  • Operational Excellence: Ensure that these leaders are equipped with the tactical expertise to maintain smooth operations and swiftly address challenges.

Mid-Level Management: The Strategic Executors

Mid-level managers bridge strategic goals with operational execution, making their roles crucial. HR leaders should prioritise:

  • Driving Strategic Initiatives: Provide mid-level managers with the tools and support to translate high-level strategies into actionable plans, ensuring alignment with organisational objectives.
  • Fostering Innovation: Cultivate a culture of creativity and experimentation within this group, recognising and rewarding innovative ideas that contribute to growth.
  • Enhancing Cross-Functional Collaboration: Facilitate opportunities for collaboration across departments, ensuring cohesive and unified efforts towards common goals.

Senior Management: The Visionary Strategists

Senior management ‘tip of the spear’ leaders shape the company’s direction and inspire the entire organisation. HR’s role includes:

  • Setting the Vision: Assist senior leaders in defining and communicating the company’s long-term vision, ensuring alignment across all levels.
  • Leading Transformational Change: Equip these leaders with the tools and resources to spearhead initiatives that drive significant growth and innovation.
  • Building High-Performing Cultures: Foster a culture of excellence, accountability, and continuous improvement, ensuring that senior leaders can motivate and empower employees.

Crafting Role Profiles to Support ‘Tip of the Spear’ Leadership

To ensure clarity and alignment, HR should utilise a structured approach to role profiles. The MOST format—comprising Mission, Objectives, Strategy, and Tasks—provides a comprehensive framework to define roles, set actionable goals, and enhance organisational productivity.

  • Mission: Clearly define the core purpose of each role, ensuring it aligns with the organisation’s vision and values.
  • Objectives: Set specific, measurable goals that contribute to broader organisational success, using SMART criteria.
  • Strategy: Outline the plan and approach to achieve these objectives, ensuring a coherent and practical pathway.
  • Tasks: Define the specific actions required to execute the strategy, providing a clear roadmap for daily responsibilities.

Conclusion: The Strategic Imperative for HR Leaders

For HR professionals, the recruitment and development of ‘tip of the spear’ leaders at all levels is not just a responsibility but a strategic imperative. These leaders are instrumental in driving innovation, executing strategies, and achieving transformative results. By focusing on identifying the right qualities, implementing targeted development programmes, and ensuring effective onboarding, HR can build a cadre of operational leaders who will propel the organisation to new heights of success.

Embrace the challenge of cultivating these exceptional individuals, and your organisation will benefit from their expertise, vision, and leadership.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.

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Trevor Parker

78 % of Sales & Marketing Teams Don’t Collaborate

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78% of Sales & Marketing Teams Fail to Collaborate: A Strategic Imperative for HR

As a senior HR professional, you understand the intricate dynamics that drive organisational success. The synergy between teams is paramount, and nowhere is this more crucial than in the alignment between sales and marketing. This alignment, or lack thereof, can significantly impact business performance, employee morale, and overall strategic objectives.

In a recent scenario, I attended a meeting that seemed poised to bridge the gap between sales and marketing strategies. A seasoned marketing manager and her team led the discussion, focusing on marketing metrics and digital strategy. The objective was to finalise the quarter’s marketing budget, yet noticeably absent were the voices of our sales team. This absence underscored a critical issue: the disconnect between marketing activities and sales outcomes.

The Metrics Conundrum: A Symptom of Misalignment

Throughout the meeting, the conversation revolved around digital metrics—website traffic, engagement rates, SEO standings, and keyword rankings. These are undeniably crucial in today’s digital landscape, where businesses strive to capture consumer attention amidst a sea of online content. However, what became apparent was the singular focus on these metrics to the exclusion of other vital aspects. When I inquired about the budget allocation and its alignment with our overarching goal of driving sales appointments, the response was revealing: the lion’s share would be directed towards content creation and link building.

While these strategies are essential for building an online presence, the emphasis on traffic growth without a clear plan for attracting the “right” traffic missed the core purpose of marketing—to facilitate sales opportunities. This disconnect was further highlighted when the team could not definitively attribute sales to their previous quarter’s marketing efforts. This lack of clarity is symptomatic of a broader issue that HR leaders must address: the need for alignment between marketing metrics and sales realities.

Why HR Should Care About Sales and Marketing Alignment

As HR leaders, our role extends beyond talent management; we are stewards of organisational culture and performance. When sales and marketing teams operate in silos, it creates a fragmented organisational culture that can lead to disjointed strategies and missed opportunities. This misalignment affects not only the bottom line but also employee engagement and morale.

The lack of alignment between sales and marketing is not just a departmental issue; it’s an organisational challenge. Research from Marketo shows that only 22% of businesses report alignment between their marketing and sales teams. This misalignment can lead to conflicting priorities, where marketing efforts do not effectively support sales objectives, ultimately impacting revenue growth.

A Practical Example: Bridging the Gap

Let’s consider a practical example of how a minor shift in focus could change the tone of a marketing meeting. Suppose the objective is to determine the budget needed to sell 100 units of a product. By understanding the demo-to-sale conversion rate, click-through rate (CTR), and conversion rate from website visitors to demo sign-ups, we can calculate the necessary traffic and associated costs.

This approach shifts the focus from abstract metrics like traffic growth to concrete metrics directly correlating with sales outcomes. By incorporating this calculation into planning, marketing efforts become more strategically aligned with sales goals, ensuring that every pound spent on marketing drives revenue.

The HR Leader’s Role in Fostering Alignment

As HR leaders, we play a crucial role in fostering a culture of collaboration between sales and marketing teams. This involves several key actions:

Encouraging Cross-Functional Collaboration: HR can facilitate regular joint meetings between sales and marketing teams, ensuring that both sides have a voice in strategic discussions.

Investing in Training and Development: Providing training that focuses on understanding the customer journey, data analytics, and the importance of alignment can empower both teams to work towards shared objectives.

Promoting a Data-Driven Culture: HR can champion the use of data analytics to track the effectiveness of marketing efforts in driving sales, ensuring that decisions are based on tangible outcomes rather than vanity metrics.

Aligning Incentives: Consider aligning the incentives of sales and marketing teams to reinforce the importance of collaboration. When both teams are rewarded based on shared success metrics, the motivation to work together increases.

Case Study: The Impact of Alignment

Consider the case of a B2B software company that realised its marketing efforts were not translating into sales. By incorporating sales team feedback and shifting focus from pure traffic metrics to lead quality and sales conversions, they achieved a 30% increase in qualified leads and a 20% boost in sales within six months. This example highlights the universal importance of aligning marketing efforts with sales objectives, a lesson that HR leaders can help embed across the organisation.

Conclusion: A Call to Action for HR Leaders

In conclusion, the alignment between sales and marketing is not just a tactical necessity; it is a strategic imperative that HR leaders must champion. By fostering collaboration, promoting a data-driven approach, and aligning incentives, HR can play a pivotal role in bridging the gap between these critical functions. This, in turn, drives sustainable growth and enhances organisational performance.

Recommendation for HR Leaders

If you are a Head of HR or a senior HR leader, consider attending your next marketing meeting. Your presence could provide valuable insights into how well these teams are aligned and where there may be opportunities to enhance collaboration and drive better business outcomes. By doing so, you position HR as a key player in the organisation’s strategic success.

Sources

These sources provide the foundational statistics and insights used to highlight the disconnect between marketing metrics and sales realities, the importance of aligning marketing and sales teams, and the broader implications for business growth.

  1. HubSpot – Proving ROI Challenge
  2. Marketo – Alignment between Marketing and Sales Teams
  3. Ascend2 – Importance of Understanding Customer Journey
  4. SiriusDecisions – Impact of Aligned Organisations on Revenue Growth
    • SiriusDecisio

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.