EP Reinvention

Beyond the Model and Reinvention

It is important to recognise that the core rationale is about placing people and teams back at the forefront of thinking. There is a powerful argument for leaders and boards to consider:

  • Record low levels of employee satisfaction at work. It is estimated in research that 47% of employees are seeking to leave their present employment this year
  • Record high levels of reported stress and mental illness with 1:4 reputed to be suffering
  • Estimated 30% fall in director positions over the next decade which means there will be lower numbers reaching board positions
  • Record high numbers of boards noting a lack of leaders emerging within their businesses
  • AI becoming a more dominant force in business
  • A fall in employee productivity so that the UK lags behind other European countries
One can always argue against the statistics but there are clearly issues that need greater focus.

Founding Principles

  1. Strong cultures = increased productivity and innovation = increased profit
  2. People are important and the key differential to any business. However good AI is, people still buy people
  3. It is important for new leaders to emerge
  4. The importance of contributing beyond one’s own company or self


Beyond the Model – Better People Make Better Teams

Placing aside the social issues already stated, the arguments is people are becoming too narrow in their thinking and increasingly so as technology becomes more dominant. The argument is that this is taking its toll on the emergence of new leaders and on business innovation and thinking.

The best example of the importance is that the New Zealand Rugby team changed it culture after failure in 2003.  Their motto was simply that “Better People make Better All Blacks.”

In 2003, only two players possessed outside interests and higher qualifications. Of the 2011 and 2015 teams, 13 did. Their thinking was more advanced and more grown up and they found success.

Richie McCaw, their legendary captain, would even sweep the changing room floor, to illustrate the point that this was about a team that pulled together.

Most successful businesses over the years have had strong cultures and a good team ethos.  Life has not changed that much but the very fact that boards have noted that there is a lack of emerging leaders’ shows that there is a real need. Boards are also noting a desire for greater innovation and again this used to be a natural action from a good positive culture which would naturally encourage freedom of expression and voices.

This model is about working with both boards and with actual teams to focus on key things:

  • Actions and activities beyond their own businesses.The more leadership shown beyond, to the community at large builds confidence and understanding
  • Team work and disciplines
  • Development of strong value base that the team buy into
  • Development of freedom of expression
  • Banning of mobiles from activities
  • Time together discussing key issues and topics.

The base premise that a genuine change in productivity can be built and developed within six months of weekly activities.


How to Network and Build Relationships

One of the areas where it is felt that many emerging executives are becoming increasingly poor are:

  • Networking
  • Building strong professional relationships

The simple reason is that people are become much more self-focused and working as Silos rather than possessing a focus on core fundamentals – the world beyond themselves, the importance of friendship, trust and people.

Therefore it is suggested that a service offer is developed that offers a bespoke approach to those that need help in these areas – and it is likely that this will appeal to many sales directors that want more from their sales teams.

But it is also executives that struggle to network and build new friendships –  a skill that was once upon a time natural but has been lost along the road.
Nothing is more powerful than personal contact and yet so many now rely on email and social media and then wonder why it is not as effective.

The base of creating change is founded in a number of core principles:

  • Just as with the example cited re the All Blacks and having outside interests, so it is important that an executive contributes to society or industry beyond their own needs. It builds trust, acceptance and respect.
  • Core base good social competence and manners
  • A gracious, open approach – to be less self focused
  • Being well presented. People do buy with their eyes and buy a person from basics – eye contact, the smile, and listening skills
  • How to greet someone and make another relax
  • Listening skills are key. Never impose and make the other person feel important.
  • How to follow up a meeting and build a dialogue. How to create a good impression that makes another want to interact.
  • Trust and integrity.

All sounds very simple but has become genuinely lacking in many today. The Host/ess of the 1950s and 60s was highly skilled in this craft but it is rare to find today.


There will be increasing numbers of executives from all fields – from law to accountancy to sport to business – that want to change their career paths, to find new opportunities, to new fresh challenges and opportunities.

Reinvention therefore offers a personalised service whereby an experienced mentor works alongside individuals to help them explore new opportunities. The service offer includes:

  • Analysing skill set, potential opportunities and aspirations. There are many that become less ambitious and want to do more with charities or in public service.
  • Development of a marketing plan for the individual
  • Mentoring
  • Creating networking opportunities
  • Ongoing advice and support
Placing People Back at the Front.
For more information please contact Lauran.Bush@epmagazine.co.uk

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