Building a Team Around Your Strengths
How to find the two or three things you do that create most of the value in your business, and build your hiring, systems and decision rules around them.
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How to Build Real Accountability
How to build accountability in a small business: one named owner per outcome, one visible measure and a fixed weekly check that runs whether or not anything has gone wrong.
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Business Coaching for Agency Owners
How business coaching helps agency owners hand over client relationships, write down standards, set pricing limits and rebuild their own week around leading.
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What Business Development Means for Owners
Andy Jackson on the five numbers that produce growth in an owner-managed business, how to pick the one to work on, and why more leads often comes last.
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5 Mistakes Owners Make When Growing
Five mistakes that stall growth in owner-managed businesses, what each one costs, and how to work out which one is holding your business back.
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Giving Feedback That Changes Behaviour
Vague feedback gets nodded at and forgotten. How to describe the behaviour, name the impact and ask for something specific, with a worked example you can reuse.
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How Much Cash Should Your Business Hold?
Peter Allen on working out your own cash buffer — what counts as fixed outgoings, how many weeks to hold, the money in the account that is not yours, and how to build it.
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What Leadership Development Means for Owners
Andy Jackson on the four capabilities that matter when you own the business, the reps that build them, and what to measure so you know the team has changed.
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Nobody Tells You the Truth Once You Own It
The information reaching a business owner is filtered by four things before it arrives. How to ask questions that get answers, and three routines that give you a clearer picture.
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Personal Development for Business Owners
Andy Jackson on the four things personal development changes in an owner-managed business — energy, avoided decisions, tolerated standards and what you want from it.
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Promoting Your First Manager
How to choose a first manager, what the promotion is worth in owner hours, and how to run the first six weeks so the team uses the new manager.
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The Art of Saying No
How to price a yes in delivery hours before you give it, and three alternatives to a flat refusal: price it, scope it or refer it, with worked figures.
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The Customer You Should Let Go
How to find the customer costing you more than they pay, what letting them go frees up in contribution and hours, and how to end the arrangement calmly.
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Busy vs Productive
How to log a real week, work out what your hour is worth, and protect the work that grows the business.
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Five Habits of Effective Owners
Five habits of effective business owners: reviewing before planning, protecting thinking time, early conversations, four key numbers and steady learning, and how to start.
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The Holiday Test
Take two weeks off, log every time the business contacts you, and sort the log into four piles to see which parts of the business still depend on you.
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What a Good Week Looks Like
A definition of a good week for a business owner: the four things it contains, a five-question Friday score, and how to plan one.
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What Good Delegation Looks Like
The four parts of a proper handover, how much authority to give, and what doing the work yourself costs in hours and pounds.
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Great Leadership in a Small Business
What leadership in a small business requires: clear priorities, clear standards, clear decision rights and early conversations, and what it costs when they slip.
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What Management Accounts Should Tell You
Peter Allen on the monthly pack that helps you run the business — what belongs in it, when it should land, and the four questions to ask it every month.
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When to Grow, When to Fix, When to Hold
Andy Jackson on the four tests that say whether your business is ready to grow — margin quality, delivery capacity, cash and owner capacity — and what a fix quarter looks like.
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When You and Your Business Partner Want Different Things
How to spot when you and your business partner want different things, run the conversation properly, and rebuild a partnership agreement that holds.
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When Your Best Person Resigns
What to do in the first 48 hours after a good person resigns, why a counter-offer rarely works, and what replacing them costs.
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When Your Mindset Is the Problem
How to tell when the constraint in your business is your own thinking, what an untested belief costs, and how small tests change it.
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Why Small Businesses Plateau
The four constraints that cause a small business to plateau, how to work out which one is binding, and what to do about it in the next ninety days.
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Client Retention Arithmetic
How to work out your churn rate, client lifetime, client value and acquisition cost in four steps, and compare keeping clients with winning new ones.
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