Effective managementEntrepreneurial ambition & growth

As usual this article is to share briefly some valuable thinking to save busy business leaders the task of reading the book themselves, but with the caveat that you’re reading my summary and my interpretation so if you wish to dig deeper please read the original thoughts of Michael Gerber by buying his book ‘The E-Myth Revisited: Why Most Small Businesses

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Entrepreneurial ambition & growth

This guest article was originally written for Real Business by Michelle Wright CEO of Cause4. There is much hype about how the UK’s small businesses are vital to growing the economy. However, a lesser-known fact from the UK Government is that of the 400,000 businesses started in the UK in 2012, 20 per cent failed in their first year and 50 per cent

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Entrepreneurial ambition & growth

Ever wondered how Entrepreneurs tough it out as they lead the development of their high growth business? Chris Farrance, Business Growth Advisor shares his learning from his experience working with leading entrepreneurs in the Berkshire Business Growth Hub and programmes and events such as Mass Challenge, Digital Leaders UK and Henley Business School. Actually, entrepreneurs really don’t have time for rules so

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Effective managementOperations & Quality

In his book The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It (click here to buy a copy) Michael Gerber suggests that to grow a business to maturity requires a Business Development Process – A continuous process focused on building a sustainable business model by combining three key approaches which he defines as Innovation, Quantification and

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Clear leadership vision
Uncategorised

One of the many values of the MD2MD model is simply that membership enables and encourages business leaders to take time out of their business regularly to put the day to day in context and look up at the bigger picture. Indeed one member once said that membership would be worthwhile if we did nothing other than drag him out of

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Effective managementEntrepreneurial ambition & growth

Lots of business leaders visit the BBC and one intrepid journalist took it upon himself to ask them all for one tip they would share.  And the answers boiled down to three points which I summarise as: Connect and network – so you can learn from the real world – As also recommended by Richard Branson here Build a great team –

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Business StrategyEntrepreneurial ambition & growthStrategy & Leadership

Clearly as someone who earns his living encouraging Managing Directors to engage with and learn from their fellow business leaders though MD2MD you’d expect me to be a champion of real world learning; of learning from the experience – the successes as well as the mistakes of others – through joining a peer groups such as MD2MD. But actually this

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Time - Time Management
Leading behaviours

Recent speaker Robyn Pearce shared a number of time management tips with the MD2MD managing director members of MD2MD. Time management is an interesting and challenging subject to discuss with experienced business leaders as many of the best techniques for effective time management are actually quite simple. Indeed, Robyn came in to some criticism for this.  However, most people rated

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Click - Tips on time management
Leading behaviours

Sometimes it’s the simple insights that are the most powerful. This was true for me of one approach, shared by the Time Queen Robyn Pearce at a recent Managing Director peer group meeting she ran for MD2MD. She suggested we should manage our time by looking at our activities through four key stages. You can read Robyn’s tips and thoughts on

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Effective managementPeople & ManagementStaff & teams

This article summarises briefly an approach to delegation that I have found effective, based on the thinking of Kenneth Blanchard in his book, Leadership and the One Minute Manager.  Situational leadership suggests, as the name implies, that there is no one right way of leading (and potentially delegating), and that the right approach depends upon the situation. Different situations may

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