Discover Benelux | Business | Consultancy
ganisation must comprehend both the environment where managers function – factors like performance-related pay, and the demands placed on them - and the personality profile of each manager, if that organisation is to motivate its people intelligently, with the right level and type of pressure for the individual and their context.
Q: Bespoke looks for ‘alchemy’ within a company’s personnel – can you explain that idea? A: Any business is its people. It makes a huge difference having the right manager for a specific role, capable of setting goals for growth, development, and business longevity, but also able to communicate effectively within the business and to the outside world. Such people working together almost magically make twoplus-two much more than four! That’s alchemy.
Q: So how does a business get to that desired situation? A: Our approach working with client companies is firstly to identify the very DNA of a business via detailed diagnostic work, before considering staffing and recruitment issues. Too many CEOs focus
on filling a post, rather than understanding exactly what the specific business needs of the person chosen – what sort of ambitions, capacities and skills fit, instead of which CV looks most outstanding – pick the wrong person and it’s an ulcer waiting to burst.
Q: Why is it you often use such medical metaphors when discussing businesses? A: A business is a legal person, an entity – it’s in effect a living thing, not an amorphous mass of numbers. It’s an organism composed of people. Medical metaphors capture a vital aspect of our approach - when we work with clients we begin as would any competent doctor with a detailed diagnosis, then continue to treatment, or therapy, and occasionally, if someone in a company is acting like a cancer, an operation to remove that malignancy. Healthy business communication “Collective emotional intelligence is key to the future wellbeing of SMEs – there’s great truth in the dictum ‘Leaders who don’t listen will eventually be surrounded by people with nothing to say’.” Henri Prevost.
There is always an excuse Henri’s team find that with nearly every client, where there’s a performance problem, they have to address the phenomenon of the cover-all excuse. Typically, managers under pressure resort to one (or more) of four classic excuses to externalise the reason for their underachievement, and to shift focus from what they are (or are not) doing: 1. Competition: it is more established, more aggressive with marketing, more visible than the client company. 2. The Economy: it is in poor shape; fears about it are delaying investment decisions. 3. The Company: we are not investing; the support structure is inadequate. 4. Time: reporting and administrative tasks do not leave time to manage or sell. Managers must ensure team members are using their skills and talents to attain the desired goals despite perceived (or even real) ‘environmental’ difficulties. Instead of parroting such a general excuse, managers are paid to find the true cause of problems and how to overcome them.
BESPOKE MANAGEMENT CPV sarl 15, Rue de l' Industrie L - 8049 BERTRANGE Grand-Duché de Luxembourg Change & Strategy Management Experts since 2003 Phone: +352.66.1616.666 or 667 Email: email@example.com Web: www.bespoke-management.lu
Issue 44 | August 2017 | 55
Promoting Belgium, The Netherlands and Luxembourg.