Today I spent time with a group of relatively new directors in a manufacturing company, exploring what it means to take a seat at the board table. We discussed directors’ duties, how they should contribute to board meetings, and the consequences of their decisions for employees, customers, suppliers and the wider community. Throughout the session, I wanted to convey a sense of opportunity alongside the weight of responsibility. Becoming a director can be an exciting step. It

When I work with a business on its strategy, I want to understand the destination before we start discussing the route. Two questions usually sit at the beginning of that conversation: Why do we exist? And what is our end game? They sound straightforward. Answering them properly can be surprisingly difficult. Businesses can become very good at keeping themselves busy. Orders arrive, customers need attention, production schedules change and problems demand solutions. The diary

During a discussion about team development at an away day, I sketched a diagram to capture how leadership changes as a team becomes more capable and confident. Looking at it again, the question behind it still feels relevant: how do we help a team reach the point where it can perform well without waiting for the leader to make every decision? For me, one of the most demanding transitions in leadership is learning to let go of work and decisions that other people are ready to

Every business has a history. Behind its buildings, products and reputation are people whose efforts made today possible. Some founded the business. Others brought the skills, ideas and sheer determination that helped it survive difficult times and seize opportunities. Many made their contribution quietly, without expecting recognition. Without them, we would have a very different present, and fewer opportunities for the future. It is worth pausing to acknowledge that. In the

One of the most useful things a business leader can discover is how much they still have to learn. Experience gives us confidence. We become familiar with our customers, our products and the daily demands of running the business. Over time, it is easy to assume that this familiarity gives us a complete understanding of what the business needs. Sometimes the gaps only become apparent when someone asks a question we have never considered. I have mentored a number of business le

I had the privilege of mentoring Tim Telford of Devtank, a fantastic business whose work is well worth exploring. Looking back on that opportunity reminds me why mentoring matters to me. Running a business brings decisions that can be difficult to discuss openly, particularly when everyone around you is looking to you for the answer. Having someone outside the day-to-day demands of the business can create space for a different kind of conversation. For me, good mentoring begi

When you have spent years building a business, it is easy to assume that the opportunity to leave will present itself when the time is right. Someone will make an approach. The right person will step forward. The timing will somehow fall into place. Perhaps it will. But I would be uncomfortable leaving something so important to chance. An exit deserves the same thought and preparation that went into building the business. Leave it too late and you may find that your choices h