Blog: Leading with Insight

Building Tomorrow's Leaders

Thu, 03 Jul 2025 00:05:00 Z

Congratulations to the exceptional graduates of LEADlight Cohort 10, who celebrated their achievements in May with a compelling final presentation day. These rising leaders exemplify how targeted middle management development creates lasting organisational impact and drives business success.

The Strategic Imperative: Why Middle Leaders Matter

Seven years ago, QuoLux™ identified a critical gap in leadership development. While senior leaders were advancing through programmes like LEAD™, they noticed it became difficult to implement their learnings without organisational alignment and buy-in from their middle management teams. The disconnect was clear: sustainable change requires empowering leaders at every level.

This insight led to the creation of LEADlight - a specialised programme designed for middle and junior managers who serve as the crucial bridge between senior leadership vision and frontline execution. By developing these pivotal roles, organisations can accelerate transformation and create a unified leadership language throughout their structure.

The LEADlight Framework: Learning Through Action

LEADlight stands apart from traditional management training through its emphasis on practical, real-world application. Over six months, participants engage in five integrated elements that build both competency and confidence:

Interactive Workshops provide foundational leadership skills through engaging, hands-on sessions that move beyond theory to practical application.

Think Tank Discussions bring together peers to tackle genuine business challenges, fostering collaborative problem-solving and shared learning from diverse industry perspectives.

Action Planning Challenge represents the programme's cornerstone - participants conduct in-depth research projects within their own organisations, focusing on critical themes of Communication and Recognition to develop strategic action plans with immediate business relevance.

Peer Coaching Sessions create powerful support networks where participants guide each other through project development, sharing insights and maintaining momentum toward their goals.

Final Presentations culminate the experience as graduates present their findings to leadership panels comprising senior executives from their organisations, many of whom are LEAD™, GOLD™ or GAIN™ alumni themselves.

Measurable Impact: Organisations See the Difference

The results speak volumes about LEADlight's effectiveness. Warren Thomas, CEO of Gloucestershire Engineering Training (GET), has invested in seven team members across multiple cohorts from Cohort 2 through Cohort 10, a testament to the programme's proven value.

"There is no doubt that GET benefits from sending our middle managers on LEADlight," Warren explains. "It's transformative for our staff to connect with individuals facing similar challenges in like-minded organisations committed to staff development. The learning around effectively leading people and its implementation within our business is a game-changer. It creates a positive culture and strong communication within and across teams, with clear focus."

L-R, clockwise: Jenny Roberts, Business Engagement Lead; Dan Hernon, Senior Skills & Development Team Leader; Jake Weatherley, Training & Maintenance Manager; Les Jones, Skills & Assessment Manager, all from Gloucestershire Engineering Training.

Personal Transformation: Building Confident Leaders

Beyond organisational benefits, LEADlight delivers profound personal growth. The feedback from Cohort 10 graduates illustrates the programme's impact on individual leadership confidence and capability:

Elaine James, Senior Sales Coordinator at MF Freeman, shared: "LEADlight gives you confidence and helps you develop and grow as a leader in ways you didn't imagine were possible - amazing!"

Graham Pritchard, Production Manager at Actemium, confirmed: "I would definitely recommend LEADlight to any middle managers looking to understand more about themselves or their leadership style."

Olivia Smith, Service Desk Manager at Frocester Security, added, "Being part of the LEADlight programme has given me so much confidence in being a leader within my business."

The Power of Presentation: Showcasing Growth and Gaining Recognition

The final presentation day serves as both culmination and catalyst. Graduates present their organisational research projects to leadership panels comprising senior managers and directors, creating a unique opportunity to demonstrate growth, share insights and gain visibility with key decision-makers.

This experience reinforces learning while providing invaluable feedback from seasoned leaders. Participants articulate their development journey and strategic recommendations, solidifying their readiness for expanded responsibilities. The process builds confidence while showcasing the practical value of their newfound capabilities.

Jo Draper, director of QuoLux™, who delivers the LEADlight programme and coaches the delegates, shared, "It has been an absolute pleasure to work with all of the Cohort. Their research projects were fantastic and brilliantly presented to the Leadership Panel. Their hard work and dedication shone through, and we look forward to hearing of their future success. Congratulations to each of them!"

Meet the Graduates: Cohort 10 Success Stories

LEADlight Cohort 10 brought together talented professionals from diverse industries, each contributing unique perspectives while tackling common leadership challenges:

Cam Jones, MF Freeman Group
Jenny Roberts, Gloucestershire Engineering Training
Elaine James, MF Freeman Group
Olivia Smith, Frocester Security
Neil Lester, Kilbury Construction
Graham Pritchard, Actemium

(Not pictured are Holly Mullarkey, Gloucestershire VCS Alliance and Imogen Mustoe, Gloucestershire Engineering Training, who were unable to attend the Final Presentation Day but presented their findings from their research projects separately.)

Here is their leadership panel for the presentations

(L-R): Curtis Wright, Frocester Group; Steve Tandy, Actemium; Stewart Barnes, QuoLux™; Hayley Coombs, MF Freeman Group; Nicky Reynolds, Frocester Group; Warren Thomas, Gloucestershire Engineering Training; Colin Westbury, Kilbury Construction; Jo Draper, QuoLux™; Luke Freeman, MF Freeman Group; Erica Phelpstead, Gloucestershire Engineering Training

Your Next Strategic Investment: Developing Tomorrow's Leaders Today

Over 100 rising stars have transformed their leadership capabilities through LEADlight, creating ripple effects of positive change throughout their organisations. The programme's track record demonstrates clear ROI through improved communication, enhanced team performance and accelerated organisational alignment.

For business leaders seeking to bridge the gap between senior strategy and operational excellence, LEADlight offers a proven pathway. The next cohort begins on 17th September 2025 and is an opportunity to invest in your organisation's most valuable asset: its people.

The question isn't whether you can afford to develop your middle managers, it's whether you can afford not to. Organisations that invest in leadership development at every level gain sustainable advantages through enhanced performance, retention and growth.

Ready to transform your middle management team into confident, capable leaders who drive results? The LEADlight programme delivers practical skills, powerful networks and proven outcomes that benefit both individuals and organisations.

To learn more about enrolling your first-line or junior managers in LEADlight, please contact Jo Draper to schedule a meeting.

You can also download our LEADlight e-brochure here.

Keep up-to-date on the latest leadership and management tips by signing up to our weekly blog here

The Hidden Profit Killer in your Business

Thu, 26 Jun 2025 12:00:00 Z

Every minute your business bottleneck remains unidentified, you're haemorrhaging potential profit. Here's how to spot it and why it matters more than you think.

Picture this: You're the managing director of a thriving consultancy firm. Revenue is steady, your team seems busy, yet profitability remains stubbornly flat. Meanwhile, your competitor down the road, with fewer resources, is outpacing you dramatically. What's their secret? They've found their 'Herbie' and eliminated it.

What Exactly Is a 'Herbie'?

The term comes from Eli Goldratt's seminal business novel The Goal, where Herbie is the slowest boy scout on a hiking expedition. No matter how fast the others walk, the entire troop can only move as quickly as Herbie allows. In business terms, your Herbie is the constraint that's secretly throttling your entire operation's performance.

Here's the uncomfortable truth: Every business has at least one critical bottleneck, and it's almost certainly limiting your profitability more than you realise.

Consider these real-world examples:

A software development firm where brilliant developers sit idle because the testing team can't keep pace
A marketing agency where creative campaigns stall because client approval processes take weeks
A manufacturing company where state-of-the-art machinery runs at half capacity due to inadequate supply chain coordination

Why Your Bottleneck Is Your Biggest Strategic Priority

The mathematics are stark. Your bottleneck determines three critical financial metrics:

Throughput: The rate at which your business generates money through sales

Inventory: All money invested in materials, stock or work-in-progress

Operational Expenses: The money spent converting inventory into throughput

But why does this matter? Improving efficiency anywhere except your bottleneck is essentially waste. It's like polishing the chrome on a car with a broken engine - impressive, but pointless.

Spotting Your Business Bottleneck

In Manufacturing Settings: Look for the obvious signs - queues of work-in-progress materials, overtime patterns or equipment running constantly whilst other areas sit idle.

In Service Industries (which comprises 75% of UK businesses): The signs are subtler but equally telling

Mounting piles of paperwork or digital files awaiting processing
One department consistently working late whilst others finish early
Recurring complaints about delays from the same source
Emails sitting unread in specific team members' inboxes
Projects consistently stalling at the same approval stage

The Two Types of Constraints Strangling Your Growth

External Constraints: Your business can deliver more than customers are demanding. This happens when you have spare capacity but insufficient orders. Your bottleneck isn't inside your operations, it's in the marketplace. You need more customers, not more efficiency.

Internal Constraints: Customer demand exceeds what your business can actually deliver. This is where your internal processes, people or systems can't keep up with market appetite. Your bottleneck is somewhere within your operations, and that's where you need to focus your improvement efforts.

Internal Constraint Categories:

Equipment Constraints: Your machinery, software or technological infrastructure can't keep pace. For example, a digital marketing agency where campaign performance is limited by outdated analytics tools.

People Constraints: Skills gaps, capacity issues or limiting mindsets. For example, a consultancy where one brilliant partner becomes the approval bottleneck for all client deliverables.

Policy Constraints: Procedures, approval processes or bureaucratic requirements that slow progress. For example, a tech startup where innovation stalls because every decision requires board approval.

A Quick Bottleneck Health Check for Your Business

Ask yourself these diagnostic questions:

Flow Analysis: Do you regularly produce work that sits waiting for processing by colleagues?
Inbox Reality: Do items languish in your inbox because you're perpetually swamped?
Dependency Delays: Are you frequently waiting for materials, reports or decisions from specific team members?
Output Timing: Are you consistently late delivering to colleagues or clients?

For each 'yes' answer, identify the specific bottleneck. Is it you, a team member, a process or a system? Then consider: would reducing inputs to this constraint improve overall flow?

The Strategic Imperative: Your Next Steps

Remember: Your bottleneck isn't just an operational inconvenience, it's your biggest strategic lever for profit improvement. Every minute spent optimising non-constraint activities is a minute stolen from addressing your real profit limitation.

The question isn't whether you have a bottleneck (you do), but whether you're courageous enough to identify it and strategic enough to address it systematically.

Your bottleneck analysis starts now. What's limiting your business's true potential?

This insight represents just one component of the operational excellence strategies we explore in our LEAD™ leadership development programme. Business leaders seeking comprehensive approaches to operational efficiency, strategic thinking and profit optimisation can discover more by contacting us directly here.

Our next LEAD™ programme starts on 13th and 14th November.

Keep up-to-date on the latest leadership and management tips by signing up to our weekly blog here

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MF Freeman & their Magic Formula for Growth

Thu, 12 Jun 2025 12:00:00 Z

The challenges for the housebuilding sector are as substantial as they have ever been, but family firm Freeman Homes is charting a course to growth and creating jobs. Andrew Merrell, founder and lead journalist of The Raike Journal, asked it 'how?' This article first appeared in The Raikes Journal on 7th June 2025.

(Luke Freeman, Hayley Coombs and the team from Freeman Homes celebrate an award for the Small Housebuilder of the Year at the WhatHouse? Awards)

A conversation with Luke Freeman and Hayley Coombs of Freeman Homes soon makes you realise the scale of the challenges facing the UK house-building sector - and why there is every reason to have hope too.

There is plenty that is not fit for purpose and that stands in the way of the Government’s pledge to build more and faster.

But when our conversation draws to a close this journalist was not just feeling decidedly upbeat but inspired and even just a little in awe.

For ambition reigns at the Forest of Dean-headquartered business.

Despite the immense frustrations with the current situation with S106 bids for affordable housing, the under resourced planning system and not least the recent Government IHT tax policy changes, growth is being cultivated and more jobs are predicted.

But it is those tax changes, announced by Chancellor Rachel Reeves in her Autumn Budget that the conversation focused on first, and with good reason.

We’re not talking about the increases in National Insurance or the minimum wage, it is the new rules around inheritance tax (IHT) that are most troubling Freeman, the second generation to lead a family business.

That business was founded in 1966 by his parents, Mervyn and Jenny Freeman as a plant hire company, with Luke joining in 1996 and founding Freeman Homes in 1999. He’s now chief executive officer of a group of companies (MF Freeman Group) that includes plant hire, contracting, housebuilding and property.

Business relief on IHT currently lets owners pass down qualifying business assets with up to 100 per cent relief, allowing family members to inherit businesses without a hefty tax bill.

From April 2026, the rules are set to change, and Freeman believes they could be devastating, and a bad fit for a Government that says it wants to raise more money by encouraging business growth.

He’s not alone. Neil Davy, chief executive officer of Family Business UK, called the measures “yet another burden heaped on Britain’s 4.8 million family-owned businesses, and removes entirely any incentive for starting or running a family business”.

Davy’s organisation predicts the measures will deliver a £29 billion cut in economic activity and result in 391,000 jobs lost as firms are sold and merged into bigger corporations.

“These changes effectively seize 20 percent of the capital of private trading companies, saddling them with tax bills that, in most circumstances, cannot be met without selling the underlying business,” he said.

“This change will see a steady succession of family business sold or their underlying assets broken up to satisfy these ill-thought-out policy changes.”

Freeman is under no illusions that the Government should be lobbied hard, arguing that a disappearance of family firms will impact jobs, local economies, innovation, the variety of homes built in sectors, and destroy an otherwise solid tax-paying sector in the process.

“It is like biting the hand that feeds you. Many of these firms, like ours, are in it for the long term. This makes them vulnerable to thoughts of a sell-out to private equity firms.

“Such businesses don’t generally look long-term. Family firms are often respected, profitable businesses and provide stable revenue for the Government too,” said Freeman.

Despite the conversation opener, Freeman is otherwise upbeat - and goes on to explain why his company remains resilient when the sector generally is in decline, and he name-checks the firm that has helped Freeman Homes develop the business acumen that is helping drive it not just survive, but thrive.

“We will be alright, because we will become more efficient,” he adds.

Financial information specialist S&P Global has just published figures showing construction activity decreased for the fourth consecutive month, blaming “business uncertainty” for delaying decision-making on new projects.

“The latest survey indicated further declines in total order books and cutbacks to staffing numbers,” S&P Global said.

In fact, the boss of Freeman Homes thinks that it will be better than just “alright”. He’s predicting growth and significant job creation for the Gloucestershire business.

Coombs, the firm’s sales and operations director, said that confidence came from having schemes underway and in the pipeline.

“We have three projects on the go at the moment. One at Alderton, Credenhill and one at Fownhope. These developments are between 10 and 67 homes,” said Coombs.

Forty-eight of those are at Alderton, north of Cheltenham, and the others at the Herefordshire developments.

The former will offer zero carbon living, and the latter sustainable developments with air source heating, solar panels, energy-efficient and water-saving features, as well as Project EV electric car charging points.

“We generally concentrate on homes for the fifty-somethings, those looking for somewhere with a little more room, but not necessarily family homes. We do all sorts of other homes too. Developments are usually mixed,” said Coombs.

It’s a far cry from when she jumped ship from a career as a corporate lawyer in a Cardiff law firm to join Freeman Homes, which at the time was a relatively small firm.

“We have always been a small team. Back then we did two to three schemes a year. We still only do two to three schemes a year. But we have grown in terms of sales volumes,” said Freeman.

“At any given time we might have been doing three to four projects. The difference is the projects were a different size. Rather than six, seven, eight, nine homes we might be doing 50 at a time, and the size of the business has grown as a result.”

Perhaps the biggest challenge, and one that’s impacting on the schemes above - are issues around the 106 agreements and suitable partners to allow them to deliver the affordable homes element of schemes.

A year ago stories were already running in the industry press about the knock-on effects.

Building.co.uk reported in August 2024 how housing associations were ceasing bidding to buy section 106 homes – the ones that developers had to include to ensure every scheme had an ‘affordable’ element.

The “increasingly important mechanism” for funding and providing new affordable homes, was declared by some to be “broken”, with the result being a drop-off in affordable homes being built and major delays to schemes.

Up until a year before almost half of all affordable homes in the UK were delivered in this way. And that’s not all.

“There is a shortage of liquidity/finance. Finding a housing association that can partner to deliver that element is very difficult,” said Freeman.

“Plus, the housing market itself does not deliver good enough returns currently.”

After all that, you would expect the deeper into the business you go the more strained it would seem, but the control room is calm, the strategy clear and the morale upbeat, and both Freeman and Coombs reveal why – and what has helped give it such resilience.

Freeman was one of the first to enrol in a school of leadership development that has since grown to become a considerable catalyst for growth for countless firms in the UK and beyond - Gloucestershire-based QuoLux™.

Coombs too has passed through its ranks, and both now hold MBAs.

“Going back some years now, when Business Link existed, I met with Suzanne Hall Gibbins and Stewart Barnes,” recalls Freeman, explaining where it all began.

“A little while later Stewart contacted me and said he was looking to launch a leadership development programme and told me all about it.

“I said I was actually thinking of going to Cranfield (university – perhaps the foremost school of business in the UK), but when he told me about the content of what he was looking to do and how it would work I was sold. Subsequently, I have completed LEAD™, GOLD™ and GAIN™.

“The validation of qualifications for these programmes started at Lancaster but then shifted to the University of Gloucestershire, which is an excellent business school.

“Since then we’ve gone on to embed the QuoLux™ leadership programmes across the company,” said Freeman.

Coombs added: “We have three people on LEADlight, two on LEAD™ and one on GOLD™ currently. We have also had almost 30 of our people through a bespoke How-To leadership programme that QuoLux™ has created for us.”

LEADlight is a six-month programme for ‘middle and junior managers’, LEAD™ is the ten-month long leadership and business development programme and GOLD™ is the twelve-month long programme that focuses particularly on strategy, business planning and governance. The How-To e-learning programme give everyone an easy accessible digital library.

“The investment in our people has helped us to develop our culture, a shared language and purpose, and yes, it’s helped retain and recruit too,” explained Freeman.

The firm has also invested at board level, appointing Stewart Barnes, QuoLux™ CEO, as non-executive director since 2013.

Barnes said: “It’s been wonderful seeing first-hand how Luke, Hayley and the business have grown massively over the last decade and there is much potential for further good growth.”

Echoes of the ‘focus’ it’s helped them both bring to the business are evident everywhere.

“We have been working hard on our sustainability,” said Freeman.

“I know a lot of people think that is a lost cause; that it is too expensive; that it can’t be done.

“I think the construction sector and its materials account for about 40 per cent of the carbon footprint, or something like that.

“But while that is a big challenge, one you could simply say is ‘too big to even think about’, you can look at it another way and see a big opportunity.

“We see huge gains to be had here and opportunity to reposition ourselves and win against some much bigger businesses.

“We are a regional housebuilder. We can create a circular economy. We buy our materials locally, we employ local people, we benefit the local economy in everything we do.

“If we can stress the carbon benefits of that, customers like it. They see value in that and that benefits everyone – from our suppliers, the local economy, our staff and those who buy their homes from us.

“We can get carbon credits for all that. It could also give us access to cheaper finance. In short, it gives us a competitive advantage and allows us to compete with national housebuilders.

“As I said, the bigger the problem, the bigger the opportunity.”

Does he think the Government will unblock the issues around Section 106, provide enough resources to speed up planning as it promises, and deliver on its target of an extra 1.5 million new homes by 2029?

They’re both enthusiastically in favour of that, but neither are holding their breath. They’re focusing instead on what they can influence, and despite the issues outlined above, its strategy is working.

“We currently employ just over 100 staff,” said Freeman. “We’re going to be looking for another 30 to 40 staff in the near future. We have big projects in the pipeline.

“That’s groundworkers, machine drivers, lorry drivers, construction operatives, machine operators, labourers and plant operators.”

Freeman added: “Some businesses will be looking to sell and to get out as a result of Government policies.

“We’re a proud family business. We want people to know when they work for us or with us we’re in it for the long term.”

If you'd like more information about our LEAD™, GOLD™, GAIN™, LEADlight and How-To programmes that Luke and Hayley talked about, please contact us here.

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The Invisible Force That Makes or Breaks Your Leadership

Thu, 05 Jun 2025 12:00:00 Z

Every interaction you have as a leader leaves an impression. Every decision, every gesture, every word - and even your silences - creates ripples that shape how your team perceives you. Yet most leaders are completely unaware of the shadow they cast.

This invisible force, known as your "leadership shadow," quietly determines whether people follow you out of genuine motivation or mere obligation. It's the difference between inspiring excellence and simply getting compliance.

What Is Your Leadership Shadow?

Your leadership shadow is the collective impression people form of you based on everything you do, both consciously and unconsciously. It's not what you think you're projecting; it's what others are actually receiving.

Think of it this way: When you consistently check your phone during team meetings, your shadow whispers, "This conversation isn't important", regardless of what you say aloud.

When you stay late to help solve problems, your shadow signals, "We're in this together."

These perceptions accumulate over time, creating an invisible influence that either amplifies or undermines every leadership effort you make.

Why Your Shadow Matters More Than Your Skills

Here's a sobering truth: research consistently shows that your ability to lead effectively depends heavily on your capacity to motivate others, often outweighing technical proficiency.

Research from organisational culture expert Edgar Schein confirms that culture is primarily driven by perceptions of leaders' conscious and unconscious behaviours. Your unseen shadow of influence doesn't just affect individual relationships, it shapes the entire organisational culture.

This means that no matter how brilliant your strategy or how solid your technical expertise, if your leadership shadow creates doubt, fear or disengagement, your effectiveness as a leader will be severely limited.

The Hidden Challenge: Most Leaders Don't Know Their Shadow

We all cast a leadership shadow, yet few of us understand what ours actually looks like. We might assume we're seen as approachable when others find us intimidating, or believe we're being supportive when we're actually creating dependency.

This blind spot can be career-limiting. Without understanding your shadow, you're essentially leading in the dark, wondering why your best intentions don't translate into the results you expect.

How to Discover Your Leadership Shadow

Start with Honest Feedback. The most direct path to understanding your shadow is through structured feedback. John Oliver OBE, one of our LEAD™ Masterclass speakers, recommends having direct reports complete a simple leadership style questionnaire. This creates a safe framework for honest input.

Three Immediate Steps You Can Take

1. Observe the Energy Shift

Pay attention to how the room's energy changes when you enter. Do people sit up straighter and engage more, or do they become more cautious and reserved?

2. Ask the Right Questions

Approach a trusted colleague with this specific request: "Help me understand my impact. What's one thing I do that energises our team, and one thing that might drain energy from the room?"

3. Record and Review

If possible, record yourself during a team meeting or presentation. Watch it later with fresh eyes, focusing not on what you said, but on your body language, tone, and the team's responses.

A Real-World Transformation: Chris Creed's Story

Chris Creed, Chairman of Creed Foodservice, experienced firsthand how understanding his leadership shadow transformed both his effectiveness and his business results. As part of very our first LEAD™ cohort in 2012, Chris discovered insights that fundamentally changed his approach to leadership.

The Breakthrough Moment

"I was reading an article about teams and leadership, and something really rang a bell with me," Chris explains. "It said that when we tell people to do their job, we get workers. When we trust people to do their job, we get leaders."

This revelation helped Chris recognise that his leadership shadow had been sending the wrong message. Instead of empowering his team, he was inadvertently creating a culture of compliance rather than ownership.

From Reactive to Reflective

The transformation wasn't just philosophical, it showed up in everyday situations. Chris describes a pivotal moment when he discovered that fresh food had been thrown away due to process failures.

"In the past, I would have been reactive - frustrated and annoyed about the waste. But I stopped and thought: why didn't the right thing happen? What else was going on? Were we supporting our people to do their job well?"

This shift from blame to curiosity completely changed the dynamic. Instead of creating fear around mistakes, Chris began modeling the reflective leadership he wanted to see throughout the organisation.

Creating Psychological Safety

Perhaps most importantly, Chris learned to show vulnerability and invite challenge. "I tell people they can challenge me. They need to know that it's safe to talk about things that don't go to plan or that they find difficult."

This openness transformed his leadership shadow from one that might have intimidated or silenced people into one that encouraged honest communication and continuous improvement.

The Bottom Line Impact

"LEAD™ was life changing for me," Chris reflected. "Our business wouldn't be anything like it is now without it. I'm very aware of the leadership shadow I cast and how that affects those around me."

Your Next Step: The Shadow Assessment

Understanding your leadership shadow isn't optional; it's essential for anyone serious about maximising their leadership impact. The question isn't whether you have a shadow (you do), but whether you're intentional about the one you're casting.

Ready to discover your leadership shadow and transform your effectiveness?

Our LEAD™ programme provides the structured environment and expert guidance to help senior leaders gain these crucial insights and develop the skills to cast a more powerful, positive shadow.

Key Takeaway: Your leadership shadow - the collective impression others form of you through your conscious and unconscious behaviours - has more impact on your effectiveness than your technical skills. The first step to becoming a more powerful leader is understanding the shadow you're currently casting.

Want to learn more about how our LEAD™ programme can help you discover and strengthen your leadership shadow? Get in contact to explore how we can support your leadership development journey.

For current and aspiring managers, our LEADlight programme offers similar insights tailored to emerging leaders.

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Building a Culture of Autonomy

Thu, 29 May 2025 12:00:00 Z

The Leadership Blueprint for High-Performance Teams

How to create workplaces where people thrive, innovate and drive results through empowered decision-making

Picture this: Your team members arrive each morning knowing exactly how their work contributes to the company's success. They tackle challenges with confidence, make smart decisions without constant approval-seeking and take ownership of both their victories and setbacks. When problems arise, they solve them. When opportunities emerge, they seize them.

This isn't a utopian fantasy - it's the reality of organisations that have mastered the art of encouraging autonomy.

Why Autonomy Matters More Than Ever

Modern organisations simply cannot afford to have every decision bottlenecked at the top. The companies thriving in 2025 are those that have learnt to distribute decision-making power throughout their teams, creating what Daniel Pink identified in his groundbreaking book Drive as one of the three pillars of human motivation: autonomy.

But here's the crucial insight many leaders miss: autonomy isn't about letting people do whatever they want. It's about creating a framework where people can excel within clear boundaries, supported by the right tools and guided by shared purpose.

At QuoLux, we've seen this transformation happen countless times through our LEAD™ programme for senior leaders. The organisations that successfully build autonomous cultures don't just see improved performance, they see engaged employees who bring their best selves to work every day.

The 10-Stage Roadmap to Workplace Autonomy

1. Establish Unshakeable Trust

Trust is the foundation everything else is built on. Without it, attempts at autonomy feel risky and uncertain. Leaders must consistently demonstrate reliability, transparency and genuine care for their team's success.

2. Paint the Big Picture

People need context to make good autonomous decisions. Share your organisation's mission, vision and strategic priorities regularly and clearly. When people understand the "why" behind their work, they make better independent choices.

3. Agree Shared Goals

Move beyond top-down goal-setting. Involve team members in defining objectives that align with business needs whilst leveraging their unique strengths and interests. When people help shape their goals, they're more committed to achieving them.

4. Provide the Right Tools and Training

Autonomy without capability leads to frustration. Ensure your team has both the technical tools and the skills needed to succeed independently. This includes decision-making frameworks, access to information and ongoing skill development.

5. Focus on Outcomes, Not Process

Define success clearly, then step back and let people find their own path there. This approach harnesses creativity and allows individuals to work in ways that suit their strengths and working styles.

6. Push Decisions to the Front Lines

The people closest to customers, processes and problems usually have the best information to make decisions. Create clear decision-making frameworks and encourage people to act within their sphere of influence.

7. Create Feedback Loops That Matter

Regular, specific feedback helps people course-correct and improve without micromanagement. Focus on coaching conversations that build capability rather than performance reviews that judge past actions.

8. Acknowledge and recognise good performance

Recognition should go beyond just successful outcomes to include intelligent effort, creative problem-solving and learning from failures. This encourages the kind of initiative that autonomous cultures require.

9. Invest in Continuous Learning and Development

Autonomous teams need to keep growing. Create cultures of curiosity where people are encouraged to experiment, learn new skills and share knowledge with others.

10. Model the Behaviour You Want to See

Leaders must lead by example and demonstrate the autonomy they expect from others. Show vulnerability by admitting mistakes, seeking feedback and continuously learning. Your behaviour sets the standard for the entire organisation.

The Autonomy Paradox: Structure Enables Freedom

One of the biggest misconceptions about autonomy is that it means fewer rules and less structure. In reality, the most autonomous teams operate within clear, well-defined frameworks. Think of it like jazz music: incredible improvisation happens within a structured musical foundation.

Successful autonomous cultures have:

Clear boundaries that define what decisions can be made independently
Transparent systems for sharing information and resources
Regular check-ins that provide support without micromanaging
Shared values that guide decision-making when leaders aren't present

Making It Real: Your Next Steps

Building an autonomous culture doesn't happen overnight, but you can start making progress immediately.

This week: Choose one decision that you currently make that could be handled by someone closer to the action. Define the parameters and delegate it completely.

This month: Have one-on-one conversations with each team member about what they need to feel more empowered in their role.

This quarter: Implement a structured feedback system that focuses on coaching and development rather than evaluation.

Remember, the goal isn't to eliminate leadership, it's to evolve it. In autonomous cultures, leaders become enablers, coaches and vision-keepers rather than decision-makers and task-managers.

The Bottom Line

Organisations that master autonomy don't just perform better, they become resilient, innovative and attractive to top talent. They create environments where people don't just do their jobs; they grow, contribute and thrive.

The question isn't whether you can afford to build an autonomous culture. It's whether you can afford not to.

Ready to transform your leadership approach? Our LEAD™ programme helps senior leaders build the skills and mindset needed to create high-performing, autonomous teams. Learn more about our upcoming sessions and take the first step towards building the workplace culture you've always envisioned.

Download our Autonomy Implementation Guide →

Explore the LEAD™ Programme →

Contact us to discuss your leadership development needs →

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The Leadership Superpower: Self-Awareness

Thu, 22 May 2025 12:00:00 Z

Know Yourself, Lead Better

What makes a truly great leader? While many things matter, one skill stands out: being self-aware.

Daniel Goleman, who helped us all understand emotional intelligence back in the 1990s, put it simply:

"Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but they still won't make a great leader."

We've seen this play out time and again across our programmes in QuoLux™. Just recently, our LEAD™ Cohort 24 delegates finished their Shadowing experiences and got feedback from their colleagues at work. Their stories show just how much knowing yourself better can change how you lead.

Why Knowing Yourself Matters in Leadership

The proof is in the pudding when it comes to self-awareness at work:

Better business results: Companies with leaders who have greater self-awareness do better with profits and keep their people longer.

More trust: Teams trust leaders who own up to their mistakes and talk openly about what they're good at and what they need to work on.

Smarter choices: Leaders who understand their own thinking make better decisions because they can spot when feelings or old habits might be clouding their judgment.

Real influence: Our LEAD™ Cohort 24 members are learning through their recent feedback sessions that understanding how others see you (versus how you think you come across) can be a game-changer.

Self-awareness is simply "noticing your thoughts and feelings and how they shape what you do, what you like, and how you react." Sounds easy, right? But research by Tasha Eurich shows something surprising: while 95% of people think they know themselves well, only about 10-15% actually do when properly tested.

This gap isn't just a problem – it's also a huge chance to get ahead of the competition by working on something most people miss.

Learning from LEAD™ Cohort 24: Three Ways to Understand Yourself Better

Our current LEAD™ Cohort 24 delegates are at an exciting point in their leadership journeys. They've just finished their Shadowing experiences and have received feedback from their work colleagues. Their stories show us three simple but powerful ways to build self-awareness:

1. Take Time to Think About Your Leadership

The best leaders make time to stop and think about how they're doing. This isn't just daydreaming, it's asking yourself real questions:

Ask yourself specific questions:

- What went well today?

- What could I improve on?

- How did I help my team towards achieving their goals?

Make it a habit: Many of our LEAD™ delegates set aside regular time to think - some write in a journal daily, others do a weekly check-in with themselves.
Try different viewpoints: Practice seeing a situation through your team members' eyes to get a fresh look.

This kind of thinking creates a foundation for getting better as a leader.

2. Understand Your Feelings: The Leadership Thermostat

Our feelings have a huge impact on how we lead, but often we don't even notice them. LEAD™ delegates learn to tune into their emotions by:

Spotting triggers: Noticing which situations, people, or problems always seem to push your buttons.
Listening to your body: Recognising when your heart beats faster, your muscles tense up, or your breathing changes - these are often the first signs that emotions are kicking in.
Building a toolbox of responses: Finding different ways to handle tough situations instead of always reacting the same way.
Having bounce-back strategies: Knowing how to reset after an emotional moment.

As one LEAD™ Cohort 24 member put it, "Now I can catch myself and choose how to respond instead of just reacting."

3. Learn by Watching and Being Watched: The Shadowing Magic

The Shadowing part of our LEAD™ programme offers insights you can't get any other way. Unlike just getting written feedback, shadowing creates real learning because:

Everyone takes turns: Each person shadows and gets shadowed by their trusted peers on the programme, creating a "we're all in this together" feeling that helps everyone learn more.
You see leadership in real life: Watching fellow leaders handle real challenges in their own businesses teaches you things no book or theory can.
You get specific feedback: Instead of general comments, you hear about exact moments and actions that worked or didn't work.
You see different styles in action: Watching how other leaders approach problems gives you new ideas to try.

When we add this to the 360-Feedback and the one-to-one coaching sessions, it turbocharges self-awareness and helps leaders improve much faster.

From Knowing Yourself to Leading Better

The real value of self-awareness isn't just knowledge, it's about changing how you lead. As our delegates develop their personal growth plans, they show how developing your self-awareness leads to becoming a better leader.

The journey usually goes like this:

1. Spotting patterns: Noticing how you typically think, feel, and act

2. Accepting what you find: Acknowledging both strengths and weak spots without being too hard on yourself

3. Trying new approaches: Testing different ways of doing things based on what you've learned

4. Making successful changes stick: Working new behaviours into your leadership style

5. Keeping the growth going: Using self-awareness to keep getting better

As Emma Griffiths, CEO of FOWA said from her LEAD™ journey, "You think you know business and yourself within the business, but you really don’t. What are you hiding from? This programme will take you to depths of understanding and expertise you couldn’t have imagined were comfortably possible to achieve."

Start Building Your Self-Awareness Today

While programmes like LEAD™ offer a guided path, anyone can start getting to know themselves better as a leader right now:

Link thinking to daily habits: Attach a quick moment of reflection to something you already do every day, like your morning coffee
Ask for honest feedback: Talk to people at different levels in your company about how they see your leadership
Write things down: Keep simple notes about what works well and what doesn't in your leadership
Find a thinking buddy: Pick a trusted peer who will tell you the truth about how they see you leading
Be fully present: Try to really pay attention during meetings and conversations instead of letting your mind wander or trying to multitask

Ready to Take Your Leadership Further?

Getting to know yourself better as a leader never really ends - it's something the best leaders keep working on. By taking time to think, asking for feedback and staying open to growing, today's leaders set themselves and their teams up for success.

At QuoLux™, we help create the conditions for leaders to grow and improve. Whether through our LEAD™ programme for senior leaders or LEADlight for up-and-coming managers and supervisors, we offer practical ways to become more effective.

To chat about how our programmes might help you, contact us today to set up a conversation with one of our friendly team members.

Learn more about LEAD™ | Explore LEADlight

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What is Leadership? Redefining Success in Business

Thu, 15 May 2025 12:00:00 Z

Leadership means different things to different people, in different situations, at different times. This diversity of meaning reflects the complex, multifaceted nature of leadership itself - a concept that constantly evolves as our understanding of human potential and organisational dynamics deepens.

Beyond Definitions: Leadership as Practice

Rather than getting lost in abstract definitions, the most effective leaders focus on practising leadership in ways that respond to their unique business challenges. But this raises an important question: if you can't define leadership, how can you effectively practise it amid the complexity of your specific business situation?

Professor Steve Kempster, one of the leading authorities on "How leaders lead" and our Masterclass speaker on the LEAD™ programme this month, offers valuable insights into this dilemma.

Leaders: Born or Made?

Professor Kempster tackles the age-old question, "Are leaders born?" His research demonstrates that leadership can be learned, and that owner-managers develop their leadership capabilities in the crucible of their business experiences.

The challenge, however, is that most business leaders are so consumed with working in their business that they rarely make time to step back and reflect on:

What leadership means to them personally
How their leadership impacts their business
Which specific approaches would improve their current situation

This reflective practice is a central theme at our two-day leadership experiential that launches every LEAD™ programme, where business leaders discover the power of intentional leadership development.

The Leader as Apprentice

Professor Kempster promotes a powerful concept: the leader as an apprentice, continuously learning on the job. This might seem counterintuitive, after all, most organisations look to their leaders for unwavering vision and direction. The vulnerability of admitting you're still developing your leadership craft can be daunting.

Yet the truth remains that we can all learn and improve. The real challenge lies in opening one's mind to genuine self-improvement. Over 300 of our LEAD™ Alumni and current delegates have embraced this mindset, essentially becoming 'agents for change' within their organisations.

Finding Direction Without Perfect Definitions

Despite the hundreds of thousands of books written on leadership, there's no universally agreed definition of what "good" leadership looks like. This ambiguity can frustrate those actively working to develop their leadership capabilities.

Jack Welch, former Chairman of GE and voted manager of the 20th century, offered a formula for effective leadership that we encourage all programme participants to embrace:

E = V x P

Where:

E = Effectiveness

V = Values

P = Performance

This formula reminds us that as leaders, we must look beyond day-to-day tasks, KPIs, turnover, and profit margins. Values are the essential glue that binds senior management, broader leadership teams, and the entire organisation together.

Values: The Foundation of Sustainable Growth

Values become increasingly critical as a business grows. They ensure the richness and essence of the original venture isn't diluted as the organisation expands across different floors, buildings or locations. The core of "what makes you, you" must be preserved and amplified.

Case Study: Stewart Golf

Mark Stewart, CEO of second-generation family business Stewart Golf, understood this principle deeply. "As you grow and expand the company by employing more staff, values become more essential," says Mark.

Recognising the importance of collective ownership, Mark involved his entire team in creating company-wide values and behaviours. He asked them to describe the character traits of their ideal colleague and Stewart Golf team member. After collaborative group discussions, the team agreed on four core values that now guide their organisation.

Case Study: Cosgrove and Drew Engineering

Bristol-based mechanical engineering firm Cosgrove and Drew Engineering has similarly benefited from establishing core values and behaviours. Joint-Managing Director Zac Cosgrove explains, "We have always had a site-wide mantra of 'Quality delivered Safely,' and one of the first steps we took after joining the LEAD™ programme was to work with every employee, from apprentices to directors, to develop what we call our '6C' framework."

Their research confirmed that employees who strongly identify with company values demonstrate higher engagement and job satisfaction, which translates to increased productivity and overall performance. By involving the entire team, they ensured their behaviour framework remains both relevant and effective.

Developing Your Leadership Journey

Leadership development isn't a destination, it's a continuous journey of growth, reflection and adaptation. If you'd like to deepen your understanding of leadership and develop practices that transform your organisation, consider our LEAD™ programme for owner-managers, directors and senior managers.

Our next LEAD™ programme starts on 13th & 14th November. Don't miss this opportunity to transform your leadership approach.

Contact Rachael Ramos here to learn more.

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Leadership Lessons: Reflecting on 80 Years Since VE Day

Thu, 08 May 2025 12:00:00 Z

As we commemorate the 80th anniversary of VE Day this year, we at QuoLux find ourselves reflecting on the profound leadership lessons that emerge from this pivotal moment in history. Victory in Europe Day marked not just the end of a devastating conflict, but the triumph of collaborative leadership, strategic vision and unwavering resilience, qualities that remain fundamental to business leadership today.

The Enduring Principles of Wartime Leadership

The leaders who guided nations through World War II demonstrated exceptional qualities that transcend their historical context. Churchill's resolute communication inspired a nation during its darkest hours. Eisenhower's collaborative approach united diverse forces toward a common goal. These leaders faced unprecedented challenges with clarity of purpose and decisive action, principles that continue to define effective leadership eight decades later.

"Success is not final, failure is not fatal: it is the courage to continue that counts." - Winston Churchill

This powerful sentiment reminds us that leadership excellence isn't defined by avoiding failure, but by how one responds to both success and setbacks – a lesson particularly relevant in today’s volatile business environment.

Vision in Times of Uncertainty

Perhaps the most valuable lesson for today's business leaders is how wartime leaders maintained a clear vision amid chaos and uncertainty. They balanced immediate tactical decisions with long-term strategic objectives, never losing sight of the ultimate goal despite overwhelming daily pressures. This ability to simultaneously manage present challenges while planning for the future remains a defining characteristic of exceptional business leadership.

Building Resilient Teams

The victory celebrated on May 8th 1945, was achieved through remarkable team resilience. Leaders fostered environments where individuals could contribute their unique strengths while maintaining collective determination. They understood that sustainable success depends not on individual heroics but on cultivating organisational resilience; in other words, creating teams that can adapt to changing circumstances without compromising their core values or objectives.

Inclusive Leadership

The war effort demonstrated the transformative power of inclusive leadership, drawing on diverse talents and perspectives. Industries evolved as women entered workforces in unprecedented numbers, bringing fresh approaches and capabilities. Today's business environment similarly demands leaders who can harness the full spectrum of human potential, recognising that innovation often emerges from the intersection of different viewpoints, backgrounds and experiences.

Ethical Decision-Making Under Pressure

The most respected wartime leaders maintained ethical frameworks even when facing existential threats. They understood that how victory was achieved would define the peace that followed. Similarly, today's business leaders must navigate competitive pressures while maintaining ethical standards, recognising that sustainable success is built on integrity and trust – assets that, once compromised, are difficult to rebuild.

From VE Day to VJ Day: Leadership Through Transition

Victory in Europe marked a pivotal moment in history, but for many British families, May 8th brought only partial celebration. While Churchill's leadership had guided the nation to triumph in Europe, the war continued in the Pacific under Attlee's new government following the July general election. It wouldn't be until August 15^th 1945 – over three months after VE Day – that Victory over Japan (VJ Day) finally brought the Second World War to its complete conclusion.

During those intervening months, countless families endured continued uncertainty, awaiting the safe return of loved ones serving in the Far East. The transition between wartime and peacetime leadership, coupled with these staggered victory dates, shaped Britain's difficult journey from conflict to complete peace.

Learning from History to Lead Forward

At QuoLux, we believe leadership development requires both forward-thinking innovation and reflection on timeless principles. The 80th anniversary of VE Day offers a moment to consider how these historical leadership lessons apply to our contemporary challenges, from technological disruption to economic uncertainty.

The leaders who guided their organisations and nations through the tumultuous 1940s demonstrated that authentic leadership transcends circumstance. They showed how clarity of purpose, combined with adaptability in approach, creates the foundation for overcoming seemingly insurmountable challenges.

As we honour the anniversary of VE Day, we invite today's business leaders to reflect on these enduring leadership principles, not as historical artifacts, but as living practices that continue to guide exceptional leadership in every era.

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A Masterclass in Market-Driven Strategy

Thu, 01 May 2025 12:00:00 Z

This month, our LEAD™ programme delegates experienced an exceptional Masterclass on strategic marketing delivered by Professor Malcolm McDonald – a world authority on strategic planning and marketing excellence.

Professor McDonald delivers his expertise with both intellectual rigour and engaging humour, highlighting a critical challenge many businesses face: most organisations cannot accurately describe their markets, understand market dynamics, identify their competitive position, or recognise available market segments.

Without this foundation, how can any business create sustainable competitive advantage or generate superior long-term profits?

Professor McDonald observes that businesses attempting to create strategic plans often fall into predictable traps:

Crafting vague mission and vision statements that could apply to virtually any organisation
Conducting generic SWOT analyses instead of segment-specific evaluations
Failing to ground their planning in market realities

Last week's guest article by Malcolm, "Stop Selling Products, Start Creating Value" introduced these concepts. This week, we're privileged to hear from someone who has successfully implemented these principles in real-world business environments.

From Theory to Practice: A Success Story

We're delighted to share insights from Niels Kjær, a former senior manager in one of QuoLux™ CEO, Stewart Barnes' previous companies. Niels has embraced the Marketing Planning Process (MPP), transforming not only his approach to business but also the companies he's led and his own career trajectory. His success story serves as an inspiration to leaders seeking meaningful strategic change.

Niels writes:

"After reading one of the QuoLux™ blogs from Malcolm McDonald, I decided to write about my practical experience with the Marketing Planning Process (MPP) that I was introduced to more than 10 years ago. I had several years' experience as a sales director/manager in a major Danish building materials company.

The model represented a complete mind-set change and paradigm shift for me and the business. MPP means that you can proactively plan your sales activities. The inputs and outputs in the MPP are based on facts and most importantly what customers think about us!

I spent 2 to 3 weeks every year visiting our customers to do the research demanded by the process. The primary reason was to collect data so we could score our strength in the market compared to our competitors. The visits also had another effect - it gave respect - our customers were pleasantly surprised that we wanted their input.

The next step was to assess what an attractive market looked like. It was an interesting internal task to do and one companies rarely do.

We then constructed our directional policy matrix (DPM). This is a fantastic tool generating many interesting discussions around the Boardroom table regarding where we would focus our efforts.

Previously our focus had been wrong. We had invested time and money dealing with an unattractive market segment where the customers did not rate us highly. We should have been raising pricing, minimising promotion and cutting back on the organisation. It was an eye opener! We reassigned employees to focus on segments that we had chosen as our future. Our profits increased dramatically.

We completed the process each year. The result was a large number of actions to be implemented during the year - we called it our "year-wheel". Our marketing plan became the foundation of our business model.

I have since been managing director in several companies. I use the model every year and have asked my management teams to think and work using the model.

The MPP is more than conducting research and making plans for the companies. It affects the way you think in your working life. It has changed the way I do business, for the better.

So do yourself a favour and read "MARKETING PLANS - Profitable Strategies in the Digital Age" by Malcolm McDonald. Understand the idea and start the journey. You will find that your company will be more market driven than you ever thought possible!"

The Power of Strategic Pause

Niels' testimonial powerfully validates Professor McDonald's approach. As Malcolm himself notes, "Deep down, companies know the answers to the above questions, when they are asked." Our role at QuoLux™ is to help you create the space to step back from day-to-day operations, allowing you the time to ask these critical questions and develop a comprehensive strategic plan.

Taking the Next Step

The impact of proper market segmentation and strategic planning cannot be overstated. If you're ready to transform your organisation through a data-driven Marketing Planning Process:

Join our next LEAD™ programme for senior leaders on 13th & 14th November, featuring Masterclass sessions with Professor McDonald himself. Learn more about the programme here.
Schedule a call with our team to discuss how we can tailor the Marketing Planning Process to your specific business challenges and opportunities.

Market-driven organisations consistently outperform their competitors. The question is: are you ready to become one?

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Stop Selling Products, Start Creating Value: The Business Leader's Path to Increased Profitability

Thu, 24 Apr 2025 12:00:00 Z

"I'd like to explain how a winning marketing strategy will make you richer."

Having published over 50 books, sold more than half a million copies, and worked with directors in hundreds of companies, Professor Malcolm McDonald is passionate about sharing his knowledge, insight and experience with business leaders. In this blog on market planning and strategy, Malcolm addresses the fundamentals that can transform your business performance.

The Revealing Questions That Expose Business Vulnerability

I work primarily at director level, and there are two simple questions that quickly reveal whether a company is in — or heading toward — serious financial trouble:

1. What are your key target markets in order of priority?

2. In each market, what are your organisation's sources of differential advantage?

The first question is almost invariably met with directors describing their PRODUCTS -- a fundamental misunderstanding that has led many giants to their downfall.

Consider these cautionary tales:

IBM nearly collapsed in the 1980s by defining their market as 'mainframes'
Kodak defined their market as films and cameras, missing the digital revolution
Nokia saw themselves as a phone company, not a mobile technology provider
Even today, many publishers define their market as books, when business book publishers are actually in the "business knowledge promulgation" market

When leadership fails to properly define their markets, answering the second question about differential advantage becomes impossible.

Why Product Excellence Is No Longer Enough

The business graveyard of the past twenty years proves this isn't merely theoretical. Today, virtually all products and services work excellently, meaning product quality alone won't deliver riches.

The only path to wealth now lies in meaningful differentiation that appeals directly to your customers. A critical component of this appeal is demonstrating financial value. When customers understand how working with you makes them richer, they'll choose you every time.

It's that straightforward, but the execution requires clarity: you must show them precisely how they'll profit by working with you.

The Power of Financially-Quantified Value Propositions

After defining your market properly (by needs, not products), conducting detailed SWOT analyses on each segment, and prioritising the most promising profit-growth segments, Professor McDonald recommends developing "financially quantified value propositions" that create competitive advantage.

The statistics are compelling:

Only 5% of companies have financially quantified value propositions (McKinsey)
Companies implementing them typically close 2-10% more deals
Discounting can be reduced by 20-30%
Marketing campaigns become measurably more productive
Customer relationships and referrals significantly improve

Today's Buyer Journey Has Changed

In the digital age, 90% of the buying cycle occurs before buyers even speak to suppliers. Customers can research entire marketplaces in minutes, making traditional sales approaches ineffective.

Modern buyers don't need product connections; they want:

Honest advice about profitable growth
Engaging conversations that surprise and inform
Clear evidence they'll be more profitable by working with you

Creating True Advantage (Not Just Avoiding Disadvantage)

While most products fulfill basic functions customers need, the commodity trap awaits suppliers who can't demonstrate unique value. When everything works "perfectly well," price becomes the deciding factor, unless you can prove you create genuine advantage.

Even financially quantifying standard benefits can differentiate you when competitors don't, but sustainable success requires creating true advantage for customers.

This deeper work includes thoroughly understanding:

Competitive pressures facing your customer
Your customer's financial position (annual reports and accounts)
Their entire operational process from inbound logistics through after-sales service

This investigation invariably reveals opportunities to help customers either increase revenue or reduce costs. Remember: Price is only an issue in the absence of quantified value, and it's the supplier's job to quantify that value.

6 Steps to Develop a Winning Strategy

1. Define your market by needs, not products. Understand the end-to-end dynamics.

2. Segment properly based on needs at key decision points.

3. Conduct detailed SWOT analysis on each segment.

4. Categorise segments by profit growth potential and your competitive position.

5. Focus on your strongest 1-2 segments. Develop financially quantified value propositions that create advantage.

6. Apply the 80/20 rule. Set only a few priorities, involve your team, and avoid trying to please everyone.

Learn More From Malcolm McDonald

In the new 9th edition of "Marketing Plans: Profitable Strategies in the Digital Age" by Professor Malcolm McDonald, QuoLux™ CEO Dr. Stewart Barnes contributed the chapter "Marketing Planning: Yes, it really works! Experiences from the real world." This updated edition is essential reading for leaders looking to boost sales and profit in 2025.

This article was written for Issue 2 of the award-winning QuoLux™ business publication, "Leading: a Meeting of Inquiring Minds," by Professor Malcolm McDonald, a world authority on market plans and segmentation.

Coming Next Week

Don't miss next week's blog featuring a leader's perspective on implementing Malcolm's strategy steps in their organisation.

We're also delighted to welcome back Malcolm as a guest Masterclass speaker on our LEAD™ programme next week, where he'll present "How to Boost Sales & Profits to Create Winning Strategies."

Interested in hearing Malcolm and joining our next LEAD programme starting November 2025?

Get in touch here

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Strategic Leadership Mastery

Tue, 15 Apr 2025 12:00:00 Z

Strategic leadership isn't taught – it's cultivated through experience, perspective, and guided practice. This fundamental truth underpins the Quolux GOLD™ programme, where SME leaders transform their approach to business strategy through the powerful lens of board-level thinking and peer collaboration.

Who GOLD™ Is Designed For

The twelve-month GOLD™ programme is specifically crafted for owner-managers, business leaders and senior managers of small to medium-sized enterprises (SMEs). It's designed for those who recognise that strategic leadership requires a distinct set of skills beyond day-to-day operational management.

Ideal participants are those ready to think beyond the immediate horizon, eager to transform their approach to business planning, and committed to implementing strategic change within their organisations. Whether you're steering a growing business through expansion or navigating market challenges, GOLD™ provides the frameworks and experiences to enhance your strategic decision-making.

The Unique NED Experience

At the heart of GOLD™ lies its innovative dual approach to Non-Executive Director (NED) experience. Participants simultaneously experience 'being' a NED in peer businesses while 'having' NEDs within their own organisations during structured simulated board meetings.

This dual perspective creates powerful insights impossible to gain from theoretical learning alone. As one participant noted, "Sitting on both sides of the table completely transformed my understanding of board dynamics and strategic oversight."

The NED experience delivers multiple benefits:

Developing the ability to ask incisive questions that cut to the heart of strategic issues
Learning to provide objective guidance untainted by operational involvement
Identifying blind spots and opportunities that might otherwise be missed
Building confidence in board-level interactions and governance

For many participants, this experience proves so valuable that they go on to engage actual NEDs in their businesses or take on NED roles themselves, extending the programme's impact far beyond its twelve-month duration.

Andy Barham, Managing Director of Premiere Kitchens, commented, "No other course allows such access to other businesses and allows us to learn by doing and seeing. It's a unique experience that I'd recommend to all leaders."

Practical Board-Level Skills Development

GOLD™ goes beyond theoretical discussions of strategy, providing concrete skills development in areas critical to effective board leadership:

Board Pack Creation: Participants learn how to prepare professional, focused board packs that facilitate productive meetings and sound decision-making. These skills immediately enhance the quality of their own management meetings.

Financial Intelligence: The programme develops participants' ability to understand and interpret management and financial information crucial for strategic decision-making, turning financial data from intimidating to illuminating.

Performance Measurement: Participants create customised dashboard reports with relevant key performance indicators (KPIs), enabling them to monitor progress against strategic objectives with clarity and precision.

Sales Pipeline Management: GOLD™ guides leaders in producing prioritised sales pipelines that align with strategic goals, ensuring business development activities drive strategic objectives rather than just chasing revenue.

Strategic Alignment and Implementation

Perhaps the most valuable outcome of GOLD™ is the development of comprehensive strategic frameworks that connect vision to action. The programme assists participants in developing or refining their:

Mission and purpose – The fundamental reason the organisation exists
Vision – A compelling picture of the desired future state
Values – The principles that guide behaviour and decision-making
Corporate goals – Clear, measurable objectives that drive progress

Most importantly, participants create annual action plans that link these high-level elements to day-to-day activities, ensuring strategy becomes lived reality rather than aspirational documentation.

The Power of Peer Learning

GOLD™ recognises that strategic development doesn't happen in isolation. Participants work within small groups of like-minded business leaders, creating an environment of trust and mutual support that accelerates learning.

Through monthly simulated board meetings and structured workshops, this peer group becomes an invaluable sounding board, offering fresh perspectives while creating a network of fellow strategic leaders that often continues long after the programme concludes.

Nicola Bird, Managing Director of AccXel and GOLD™ alumna shared, "We built a strong bond within our cohort by supporting each other as a 'board' and the learning has been powerful. I have addressed my business plan, prepared a financial plan, segmented my market and reflected a lot on change management. This has been critical learning for me and the business."

Part of a Comprehensive Leadership Journey

GOLD™ builds upon the foundation established in the Quolux™ LEAD™ programme and opens the door to further development through the GAIN™ programme, which focuses on innovation leadership and sustainable competitive advantage.

For those with academic ambitions, successfully completing LEAD™, GOLD™, and GAIN™ programmes provides the professional qualification entrance requirement for an MBA at the University of Gloucestershire – creating a seamless bridge between professional and academic development.

Transforming Leadership Capability

What makes GOLD™ truly transformative is how it changes not just what leaders do, but how they think. Participants develop a strategic mindset that enables them to:

See beyond immediate operational pressures to longer-term opportunities
Balance analytical thinking with creative approaches to business challenges
Make confident decisions based on sound strategic principles
Lead change with purpose and direction

In today's business environment, where change is constant and competition fierce, these capabilities have never been more valuable.

The Journey to Strategic Mastery

For business owners and directors ready to elevate their strategic capability and drive sustainable growth, GOLD™ offers a proven pathway to mastery. By combining practical board experience, peer learning, and structured development of specific skills, the programme creates strategic leaders capable of steering their organisations toward long-term success.

The journey from operational leader to strategic visionary is challenging but immensely rewarding. With GOLD™, that journey becomes not just possible, but transformative, for both the leaders and the businesses they guide.

For more information on GOLD™, please click here. If you'd like to speak to us, please send an email here.

In the main photo is our newest GOLD™ Cohort who started last week - 5 LEAD™ Alumni who are taking their businesses to the next level together on GOLD™. Here they are on their 2-day Overnight Experiential:

(L-R after Stewart Barnes, CEO, QuoLux)

Terry Dixon, Senior Contracts Manager, MF Freeman

Colin Westbury, owner and Managing Director, Kilbury Construction and Kilbury Conservation

Warren Canicon, Chief Operating Officer, Taylor & Taylor Care

Luke Lewis, Managing Director, MLG UK

Brendan Quinn, Director and Partner, Rappor

Our next GOLD™ programme starts on 4th and 5th November 2025... don't miss out!

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New Book Release: Developing Financial Leadership in Small-Medium Businesses

Tue, 08 Apr 2025 12:00:00 Z

A Must-Read for SMB Leaders Looking to Drive Growth and Performance

At QuoLux, we're always looking for valuable resources to help small and medium business (SMB) leaders excel. That's why we're excited to share a new publication that addresses one of the most critical yet often overlooked aspects of business leadership: financial leadership.

Developing Financial Leadership in Small-Medium Businesses by Dr. Stewart Barnes, CEO of QuoLux™, and Professor Malcolm Prowle (Routledge, 2025) is a timely resource that speaks directly to the challenges many business owners and leaders face.

Why This Book Matters

As a business leader, you already know that SMBs are the lifeblood of our economy. The statistics are compelling – SMEs account for 95% of businesses worldwide and provide almost 60% of jobs globally. Within this vast category, the authors make an important distinction by focusing specifically on small-medium businesses (SMBs) – those with more than 10 but fewer than 250 employees – recognising that this subset faces unique financial leadership challenges.

The Financial Leadership Gap

Many of us fall into the trap of viewing financial management as merely a technical function – preparing accounts, responding to information requests and ensuring compliance. But as Barnes and Prowle powerfully argue, true financial leadership is something much more transformative: it's proactive, constructive and innovative.

The most effective financial leaders have a sophisticated understanding of their organisation's financial health and performance. They make decisions grounded in financial realities and communicate strategically about the connection between money and mission.

Key Challenges Addressed

The book tackles three critical challenges that we see our clients grappling with regularly:

1. Creating appropriate business and financial controls

2. Really knowing your numbers

3. Understanding where information and data come from

These challenges often emerge when businesses are juggling competing priorities – growth versus control, innovation versus risk management, expansion versus profitability.

What You'll Gain

Across thirteen focused chapters, the book offers practical insights on:

The nature and importance of financial leadership in SMBs
Business decision-making with proper financial inputs

Aligning financial leadership with business strategy
Financing SMB developments
Assessing company performance from a financial viewpoint
Implementing effective financial management controls
Managing financial risk
Leading on contemporary financial issues (including environmental accounting and AI)
Developing a financially aware organisation
Understanding the key role of Financial Directors

Our Take

What makes this book particularly valuable is its focus on cultural transformation. It's not just about having a competent finance team – it's about developing a culture of financial awareness throughout your organisation.

As the authors note, leadership is positively associated with improved firm performance in terms of productivity, profitability and survival. In fact, differences in leadership practice account for about 30% of total factor productivity differences both between countries and within countries.

When financial leadership permeates your organisation, everyone becomes focused on key financial issues and empowered to address them effectively. This creates resilience and sustainability in today's competitive market.

Is This Book for You?

This resource is particularly relevant if you are:

An SMB owner, director or non-financial manager who uses (or should use) financial information in decision-making
A finance manager/director currently working for an SMB or considering this career path
A postgraduate student studying business management who needs to understand financial management in SMBs

Our Recommendation

At QuoLux, we've always emphasised that transformational leadership involves mastering all aspects of your business. Financial leadership is a critical piece of this puzzle – one that can make the difference between merely surviving and truly thriving.

As such, we highly recommend Developing Financial Leadership in Small-Medium Businesses as an essential addition to your leadership development journey (also available digitally). It offers both the strategic framework and practical guidance needed to transform your approach to financial management and leadership.

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How Our Investment in People Supports Sustainable Development Goals

Tue, 01 Apr 2025 12:00:00 Z

As a B Corp certified company, QuoLux™ is dedicated to fostering purpose-led leadership and sustainable business practices among small and medium-sized businesses (SMBs).

Our 2024 Positive Impact Report highlights our commitment to the United Nations Sustainable Development Goals (SDGs), particularly SDG 4 (Quality Education), SDG 8 (Decent Work & Economic Growth), and SDG 17 (Partnerships for the Goals).

Through these initiatives, we aim to support the development of individuals at all levels within SMBs, driving both social and business value.

SDG 4: Quality Education – Empowering Leaders Through Continuous Learning

At QuoLux™, we believe that continuous education is pivotal for effective leadership. Our leadership development programmes have engaged an average of nine participants per company, utilising in-person, online, and hybrid formats to ensure accessibility and effectiveness. This demonstrates a strong commitment among SMB leaders to invest in high-quality adult education for their teams.

In the last 12 months, 562 people from 64 businesses chose to develop themselves and work with us. Thank you for taking the time out and investing in yourself.

For us, this growth represents a 49% year-on-year increase in active users and a tripling of leadership interventions since Covid.

Our LEAD™ programme has been instrumental in enhancing personal effectiveness and performance among participants. Emma Carter, Head of Operations at Inflection Point, described her experience as "life-changing both professionally and personally," highlighting the profound impact of our training and development.

Zena Sparks from Caring from Communities and People shared, “LEADlight has been invaluable to me and has helped me develop the way I manage and lead. My confidence has increased and my relationship with my team has improved.”

SDG 8: Decent Work & Economic Growth – Fostering Engaged and Productive Workplaces

Creating workplaces that promote employee engagement and well-being is central to sustainable economic growth. Our programmes have led to significant improvements in workplace culture and productivity.

Leaders who have participated in our programmes report enhanced team dynamics and increased organisational performance. By focusing on developing individuals and teams, we help SMBs create environments where employees are motivated and businesses can thrive.

Research confirms that an engaged organisation is 22% more productive than a disengaged one. With only 10% of UK workforce engaged (Gallup, 2024), it’s important for leaders to consider how to create an environment where their people can give their best. And a great platform to see this is at the QuoLux™ Annual Alumni Showcase with its spotlight on good practice.

"It’s great listening to someone else’s experience. What I find interesting is how the business leaders have tweaked their learning from LEAD™, GOLD™, GAIN™, LEADlight, How-To etc to make improvements to their business or situation. I find that intuition quite inspiring!" Anthony Locke, MD, Frocester Engineering

Andrew Evans, Director at JGB Engineering said, "The annual Alumni Showcase is fantastic. It’s great hearing from people who are living and breathing this movement of better leadership and business growth. It was very inspirational!"

SDG 9: Industry, Innovation and Infrastructure and SDG 12: Responsible Consumption and Production

With regard to SDG #9 with its focus on innovation and its link to industry (businesses, charities and social enterprises), and SDG #12 where more thought is required to increase productivity whilst being more responsible, we continue to invest heavily in digitisation - turning paper-based information digital) and digitalisation (transforming processes into digital technologies).

We have created 20 digital tools, branded as DigiTools, which are increasingly bought as a full bundle. During last year, 8 new tools were development and a new look was launched to improve user experience.

SDG 17: Partnerships for the Goals – Collaborating to Amplify Impact

Collaboration is key to achieving broader societal goals. QuoLux™ actively partners with charities and skills accelerators to extend the reach and impact of our initiatives. These partnerships not only enrich our programmes but also contribute to community development and social progress.

Through these collaborations, we have supported various community projects and provided resources for skills development, demonstrating our commitment to being a force for good beyond the business realm.

Management guru, Henry Mintzberg was the first to coin the phrase, communityship. It is one we like as we believe it goes much further than the word ‘partnership’ which is typically associated with SDG 17.

Communityship is where community members take responsibility for a community's growth and development. As leaders we need to recognise that we have a stake in the communities that we operate within.

Looking Ahead

As we move through 2025, QuoLux™ remains steadfast in our mission to #InspireBelief and support leaders in becoming the best they can be. We will continue to integrate purpose-led leadership and sustainable practices into our programmes, ensuring that SMBs are equipped to navigate the evolving business landscape while making a positive impact on society.

To learn more about our initiatives and the stories of what our clients are achieving, we invite you to read our full Positive Impact Report by clicking here.

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Leading with Purpose: How SMEs Can Drive Positive Impact

Tue, 25 Mar 2025 12:00:00 Z

March is B Corp Month, a global celebration of businesses using their influence as a force for good. This year’s theme, #GenB, recognises the collective impact of nearly 10,000 Certified B Corporations worldwide - companies committed to balancing profit with purpose. As a B Corp Certified organisation, QuoLux™ is proud to stand alongside a growing movement of leaders shaping a more inclusive, equitable and regenerative economy.

The Power of Purpose in SMEs

For small and medium-sized enterprises (SMEs), purpose-led leadership isn’t just a buzzword, it’s a strategic advantage. Unlike large corporations, SMEs have the agility and close-knit culture to integrate purpose authentically into their operations. This alignment between business success and social impact is at the heart of what we call Good Growth through Good Dividends.

At QuoLux™, we have seen first-hand how purpose-driven leadership transforms organisations, enhancing employee engagement, customer loyalty, and long-term resilience. Our Positive Impact Report 2024 highlights how businesses across our network are embracing purpose, not just to ‘do less harm’ but to ‘do more good.’

It truly is inspiring working with so many leaders from different businesses over such long periods of time and seeing at first-hand the transformations in them, their teams and their organisations.

The Business Case for Purpose-Driven Leadership

SMEs that embed purpose into their business strategy are seeing tangible benefits:

Stronger employee engagement – With only 10% of the UK workforce engaged (Gallup, 2024), businesses that create meaningful work environments are outperforming competitors. The LEAD™, GOLD™, and GAIN™ programmes equip leaders with frameworks to cultivate engagement, boosting productivity and well-being.

Commercial success through social value – Businesses that align with Environmental, Social and Governance (ESG) principles attract top talent, loyal customers and forward-thinking investors. Participants in our programmes have seen a 42% increase in annual sales, 19% rise in employment, and 197% boost in profitability by embedding purposeful leadership.

Innovation and long-term resilience – Companies that invest in sustainability and social impact are future-proofing their business. Our Good Growth Challenge empowered leaders to implement Good Dividends strategies, ensuring their organisations generate both business value and social value.

How SMEs Can Embed Purpose in Everyday Leadership

1. Define and Communicate Your Purpose

Your purpose should be more than a statement - it should be woven into decision-making at every level. Our work with SMEs shows that clearly articulating a company’s mission inspires belief among employees, customers and stakeholders.

2. Integrate Purpose into Culture and Leadership

Purpose-led leadership starts at the top but thrives when embedded throughout the organisation. The LEADlight programme supports middle managers in developing their leadership skills, preparing them to drive engagement and cultural change.

3. Measure and Share Impact

Defining clear social impact KPIs, from employee well-being to sustainability goals, helps businesses stay accountable. Our Positive Impact Report for 2024 showcases how SMEs are measuring and celebrating their progress, reinforcing the power of storytelling in driving further impact.

Celebrating B Corp Month: A Call to Action

This B Corp Month, we celebrate leaders who are redefining business success, those who recognise that profit and purpose go hand in hand. As we look ahead for 2025, the opportunity for SMEs to lead the way has never been greater.

So, what’s one step you can take today to align your business with its purpose? Whether it’s defining your values, engaging your employees, or measuring your impact, small steps lead to big change.

At QuoLux™, we are committed to helping leaders realise their full potential through purpose-driven leadership. If you’re ready to be the change, let’s start the conversation.

Get in touch today to learn more about how you can embed purpose into your leadership and business strategy.

If you’d like to download our full Positive Impact report for 2024 and read what our clients have been achieving, please click here.

If you can't bear the thought of waiting until November to join our autumn LEAD™ Cohort, our next one starts on 3rd and 4th April - contact us here if you'd like to join it.

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Discovering a £multi-million third-generation family business

Tue, 18 Mar 2025 12:00:00 Z

The rebranding of a modest Cheltenham timber business caught a few people’s eyes recently, but you might not have realised you were looking at a £7m turnover third generation family firm.

This week's blog is from guest writer and leading journalist, Andrew Merrell. The article first appeared in The Raikes Journal on 28th February 2025.

Back at the beginning. George Smith’s grandad, Herbert Smith

We’ll get to the cause for celebration in a moment, but if you ask George Smith what the biggest challenge is for his business is currently he’ll tell you what others also tell Raikes – that “cost is the big thing”.

At the moment, no matter what battles lie ahead, the here and now sees Smith and his team celebrating as his business clocks 80 years - and announces some changes.

Why mix up the trials and tribulations of running a business with the celebrations?

We think it shows that even when there’s uncertainty at every turn there are those who are able to make plans, react to the unforeseeable, think strategically and raise a glass. We think that’s worth recognising - and deserves a little credit.

Most who are aware of Cheltenham Timber probably don’t realise, but the modest business just off Tewkesbury Road near Kingsditch Retail Park is part of a family-owned group of three outlets - a group that has grown from a single timber yard started by one man to a company with a £7 million turnover and 50 staff.

If you didn’t know that, at least you may have spotted the change of name of the Cheltenham operation to Walford Timber, a move which brings all three businesses (there’s one a stone’s throw from the Forest of Dean and another in Buckinghamshire) more obviously under one roof.

Not surprisingly, for Smith this is a big deal. It’s an opportunity to raise the profile of a business forging ahead despite operating in a sector that’s still recovering from the yo-yo impact on prices of the covid-19 pandemic.

And one that’s currently bracing itself for the impact President Donald Trump’s tariff wars.

“Timber prices went through the roof, then dropped back through the floor, and have only just found their level,” said Smith, the firm’s managing director, explaining the vagaries of the market through the pandemic and since.

“We used to run a sawmill ourselves and buy in lot of timber from the Forest of Dean, but now we buy in, converting it into fence panels, gates, sheds and other products ourselves.

“We only use sawmills and timber from the British Isles. But the UK as a whole is hugely dependent on timber imports.

“If tariffs on Canada impact, for example, it will means a lot of Scandanavian wood coud diverted there instead as they struggle to meet demand. The only way buyers here in the UK will get that wood is if they pay more.”

Which means, inevitably, the British wood Walford uses will cost more too.

We’ve not even discussed the fuel price fluctuations that followed the pandemic or those other two hot topics of the moment, the rise in National Insurance contributions and the minimum wage, both due to come in this April.

“Cost is the big thing. But in that respect we are no different to any other business,” he said, sounding remarkably matter-of-fact and calm at the controls.

But then the business has weathered multiple recessions - including major flooding - as well as enjoying many highs and award wins and it’s still moving forward and smiling.

“We have been subjected to huge increases (in costs), but for us there is the commodity element.

“There is a ceiling price for some of our commodities. It is simply not possible to push the cost onto the customer.

“There are going to be some big challenges, and the solution is not always to put the price up. Yet we have to maintain our margin. You do that by becoming more efficient and planning for the long term.”

Some of that planning for the future has been helped by another key ‘investment’ Smith chose to make - in himself. And it’s one which is paying dividends.

Some of those valuable dividends are coming in the form of support from a network of fellow business leaders, many from across Gloucestershire. They are part of a huge family Smith became a part of by default after embarking on leadership courses with Gloucester-based QuoLux™.

“To have a network of NEDs (non-executive directors) who genuinely want to support each other, as well as challenge each other to achieve our goals has been extremely powerful given everything that has happened in the last 12 months.

“The trust and openness that has developed between us is remarkable. It has led to us achieving some amazing things, creating meaningful change within our businesses during a time when most people are just trying to keep the wheels turning,” said Smith, who began his journey with QuoLux™ in 2013.

He completed the full suite of LEAD™, GOLD™ and GAIN™, graduating in 2023, the same year as Peter Miles, of Forge Motorsport, and Mark Stewart, of Stewart Golf.

Smith came into the family business in 2001 after having headed off to Buckinghamshire to do a degree in Forestry and Timber Technology at Buckinghamshire New University.

The course is no more, but the Buckinghamshire town remains synonymous with all things timber and a centre for furniture making, with brands like Ercol long-established there.

Walford was started by his grandfather, Herbert Smith, in 1945, and images we’ve included with this article show its modest beginnings in the hamlet of Walford, just as the Forest of Dean flattens to meet the River Wye north of Symond’s Yat and South of Ross-on-Wye.

Expansion has included taking over a former supplier to acquire its third branch back across the county boundaries into Buckinghamshire. Former customer, G & M.B. Manning, in Chesham, gave Walford first refusal because it knew it would treat its business, staff and customers well.

“It (that deal) grew the business by about 20 per cent overnight,” said Smith.

Innovation has also kept the business ahead, including some clever technology to stop its fence posts rotting when they are in the ground - technology since ‘borrowed’ by some competitors, but still a selling point.

“We are immensely proud of our heritage and family legacy; what’s been key to our success is offering a personal service,” he said.

“We’ve tried to keep everything as consistent as we can to offer the same high-quality service, support and products as our long-serving customers have been used to seeing.”

We’ve gone over the ongoing challenges in his in-tray, but outside of his office the mood is upbeat, the nerves steady and it’s all systems go.

“Cheltenham has had a great start to the year. It has been doing really well since November. We have a great team and great people there,” said Smith.

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Accelerating Action: Women in SME Leadership

Tue, 11 Mar 2025 12:00:00 Z

International Women's Day, celebrated annually on March 8^th since 1911, serves as a global platform to recognise women's achievements and advocate for gender equality.

At the current rate of progress however, it will take until 2158, which is roughly five generations from now, to reach full gender parity, according to data from the World Economic Forum.

The 2025 theme comes as no surprise then: "Accelerate Action” to emphasise the urgency of advancing women's roles across all sectors and is a reminder of the work that still needs to be done to achieve gender equality and address the issues of the United Nation’s Sustainable Development Goal 5: Gender Equality.

Increasing Representation

Women have made significant strides in breaking through the glass ceiling, overcoming gender biases, and contributing to social, economic, political and cultural progress globally.

And the representation of women in leadership positions in FTSE companies has been increasing in recent years too, although the pace of change varies significantly by industry, region and the level of leadership being discussed.

However, in UK small to medium-sized enterprises (SMEs), women are still significantly under-represented in leadership teams, with only 15% of SMEs being led by women.

Despite well-documented benefits of gender diversity in leadership in businesses, barriers persist, including limited access to leadership development, unconscious bias and challenges around work-life balance.

Diverse Leadership Styles

Much research indicates that by increasing representation of women in leadership positions, it brings diverse perspectives to decision-making processes. Women are often credited with bringing different leadership styles to the table, including collaborative and empathetic approaches. Research suggests that these styles can lead to high-performing and inclusive work environments, fostering creativity and innovation, which drives economic growth.

McKinsey reports consistently find that organisations with higher representation of women in leadership roles, particularly in executive positions, outperform those with fewer women in leadership in terms of profitability and value creation.

Role Models and Mentorship

The visibility of women in leadership roles can inspire and empower future generations of women leaders. However, to ensure that these future leaders do not suffer from "the broken rung" – a metaphor for the critical point where women are less likely to be promoted to managerial positions, thus stalling their progress up the ladder – focused efforts are needed, and coaching, mentorship and networking opportunities are crucial for supporting women’s career advancement and leadership development.

On our LEADlight program for middle leaders and managers, which has been running since 2019, a third of participants are female. By investing in these rising stars, they increase their confidence in leading, delegating and influencing change, and become more prepared for senior management responsibilities.

LEAD™ is the first step in the series of our senior leadership programs and we know from bench-marking against recent research that with one third of our LEAD™ delegates being women, we have over a third more ladies than those on typical national programmes, which is great, but it’s still a long way from being 50/50.

Our numbers rise in our follow-on programmes from LEAD™ where women make up one third of delegates on our GOLD™ programme and half of those undertaking our GAIN™ programme and achieving the related work-based learning MBA. 

But many of the women we first speak to about leadership often don’t have the self-belief to see themselves in that role, even though they are, invariably, already leading and growing business. Unlocking this confidence comes through reflection, collaboration and support.

We see it first-hand on LEAD™ where, by bringing together peers from other companies to learn, share, reflect and support one another as they work on real life business issues, they feel better equipped, and more confident, to deal with whatever is thrown at them. They #InspireBelief in one another.

With access to tools, techniques and frameworks through the course and that powerful community of support, all of our delegates are able to explore and reflect on their leadership skills, building their confidence and ultimately supporting success.

Winning Women

Regularly celebrating the achievements of women leaders and telling their success stories can serve as powerful inspiration for aspiring women leaders.

And investing in leadership development programmes is a commonly recommended strategy in discussions about how to support and enhance women’s leadership capabilities and opportunities.

Since our Women’s Day article last year, two more LEAD™ Cohorts have graduated, and across them, one-third of the graduates are women.

Emma Carter, Head of Service Delivery at Inflection Point, said of the programme, “A transformative leadership journey! This experience has been life changing, both professionally and personally. Thought-provoking, interactive and relevant - there wasn’t a masterclass that didn’t leave me with a call-to-action mindset afterwards. LEAD™ will enhance, improve or educate your leadership position in more ways than one, I guarantee it.”

Mischa Oosthuizen, Group Finance Manager at Taylor & Taylor Care, stated, “LEAD™ has helped me to identify what my preferred leadership style is and how it affects my ability to lead, empower and motivate my team. It has been by far the most profound and meaningful leadership development programme of my professional career.”

Samantha Sibery, Head of People & Culture at Severnside Security, shared, “LEAD™ has been transformative to my work and personal growth. It has deepened my understanding of effective leadership and provided practical tools to apply to real life situations. It goes without saying that QuoLux™ are fantastic facilitators who have helped with my confidence and ability to lead. 10/10 recommend to anyone looking to enhance their leadership skills.”

Gillian Williams, Director of People Services at Caring for Communities and People (CCP), who participated in Cohort 22, added, “Attending LEAD™ has provided me with the tools, resources and belief in myself to lead with confidence. LEAD™ has helped me understand aspects of the business that I felt were ‘others’ responsibility. This experience has truly set me up for success and I wholeheartedly recommend it for any leader seeking to enhance their leadership capability.”

Here are the new women LEAD™ Alumni in the first two rows, with the women leaders in our latest Cohort to start pictured too, on the bottom row:

L-R, top to bottom: Mischa Oosthuizen, Group Finance Manager, Taylor & Taylor Care; Gillian Williams, Director of People Services, CCP; Emma Carter, Head of Service Delivery, Inflection Point; Sam Sibery, Head of People & Culture, Severnside Security; Amy Hough, Marketing Director, Workplace Interiors Co.; Anna Clews, Senior Training & Development Manager, Taylor & Taylor Care; Lily Stokes, Director, QBD (Quality by Design); Ramona Ray, Director of Community Based Services, CCP; Gabriella Russell, Home Manager, Taylor & Taylor Care; Beth Hughes, Registered Manager, The Nelson Trust; and Louise Dawson, Head of Education, AccXel Construction School

We’re incredibly proud of all that all our Alumni have achieved and watch now as they ‘pay it forward’ developing their next generation of leaders in their businesses.

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World Book Day: Essential Reads for Business Leaders

Tue, 04 Mar 2025 12:00:00 Z

Books have long been a source of wisdom, inspiration, and challenge, shaping the way we think and act as leaders. This week it's World Book Day and so it’s worth reflecting on how reading can sharpen our leadership skills, broaden our perspectives and give us the tools to lead more effectively.

Leadership isn’t a single skill - it’s a combination of self-awareness, strategic thinking, decision-making, and the ability to motivate, inspire and develop others. Books provide a way to explore these dimensions, offering lessons from psychology, business strategy and personal development.

In celebration of World Book Day, we have explored key themes of effective leadership through the ‘Riveting Reads’ section featured across the five issues of our award-winning business publication, Leading: Meeting of Inquiring Minds. This section showcases recommendations from delegates and alumni of our leadership and business development programmes, LEAD™, GOLD™ and GAIN™, highlighting the business books that have shaped their thinking and practice.

Our very own CEO, Dr Stewart Barnes, has co-authored several books and contributed chapters in many books relating to leadership and purpose-led leadership in small to medium sized businesses.

LEADing Small Business: Business Growth through Leadership Development by Stewart Barnes, Steve Kempster and Sue Smith is one of the first books to fully explore the connection between leadership and learning in SMEs. It follows the development of three owner-managers over a ten-month period, providing a real-life narrative of their leadership journey. Each chapter combines an engaging story with a 'theory sandwich' - a section that explains the key models, theories and techniques underpinning their learning. This unique approach allows readers to step into the shoes of SME leaders, making it an essential read for business owners, managers and leadership development practitioners alike.

By exploring how small business leaders develop their leadership identity, navigate challenges and create value for their organisations and stakeholders, it provides practical insights into how leadership in a smaller enterprise setting differs from that in larger corporations, making it an essential read for those looking to refine their leadership approach in an SME environment.

Malcolm McDonald, Emeritus Professor at Cranfield University School of Management, and LEAD™ Masterclass speaker, said of the book, "The top 50 US corporations lose $50 billion a year through failed strategy implementation, ie. poor leadership. Without effective leadership, even the most outstanding growth strategies will fail. But whilst no one has succeeded in defining precisely what leadership is, there are nonetheless common elements that this book has brilliantly identified in the context of SMEs. The two ingredients of profitable growth are a robust, customer-centred strategy and inspirational leadership. They go hand in hand. They are inseparable. I will recommend this excellent book ato all my SME clients."

Understanding human behaviour is also key to effective leadership. The Chimp Paradox by Professor Steve Peters delves into the neuroscience of decision-making and emotional control, helping leaders manage their inner ‘chimp’ - the part of the brain responsible for impulsive reactions. Mastering this can improve communication, conflict resolution, and resilience.

LEAD™ alumna Karen, said this, “I often have a strong ‘gut feeling’; I just know something without being able to say why. Steve Peters refers to this as your Chimp. It’s the thing inside us that was originally to identify risk or danger. Some people’s Chimp (like mine) tends to be a little overactive. This book helped me to recognise what I’m feeling, but think more factually so that I know any action is evidence-based, rather than my overactive Chimp telling a little Jackanory story to myself.

I’ve had my whole family read the book for different reasons. It’s helped us as individuals and provided a common language that provides a non-emotional, safe way to tackle difficult subjects without causing offence.

The self-awareness that this book has provided has helped me to manage myself more effectively and become more confident. Having practised on my family first, it’s now helping others in the workplace!”

But leadership isn’t just about personal mindset; it’s about creating high-performing teams and executing strategy. The 12 Week Year by Brian Moran and Michael Lennington offers a fresh perspective on goal-setting, advocating for a compressed execution cycle that drives focus and accountability. It’s a practical framework that challenges traditional annual planning and encourages leaders to create momentum in their organisations.

LEAD™, GOLD™ and GAIN™ alumna, Hayley Coombs MBA, Homes Sales and Operations Director at MF Freeman, recommended the book, saying, “Get more done in 12 weeks than others do in 12 months … it is an outstanding concept and having followed the advice in this practical and highly tactical book, it works! Redefining the “year” as being 12 weeks means there isn’t time to procrastinate.

The book gives clear and practical guidance on how to plan in 12 week cycles, connect short-term goals to long-term visions and get things done. Most people and businesses plan in annual cycles but having a year to do something often doesn’t give the momentum to get started. Change to 12 weeks and guaranteed you will execute quicker!

The regular process of taking your goals, identifying critical strategic activity you need to do to achieve them and breaking that down into weekly actions really does get results. I have rolled this system out to our new homes sales team who are more focused and driven than ever before and some now also use it to achieve personal goals too.”

Then there’s The Goal by Eli Goldratt, a book that revolutionised business thinking with its Theory of Constraints. By following the journey of a struggling manufacturing plant manager, it demonstrates how leaders can identify bottlenecks, streamline processes, and improve efficiency—principles that apply far beyond the production floor.

Managing Director of Cotteswold Dairy, and LEAD™, GOLD™ and GAIN™ alumnus, George Workman, said of The Goal, “Very early in LEAD™ I learnt a lot of new leadership and business skill-sets and questioned how best they could be applied in my workplace. The book The Goal was recommended and although I am not an avid reader, it appealed to me as it was written as a novel. It is a story based on a manufacturing business that was threatened with closure unless it improved its performance. Reading this book really revitalised my thinking and throughout the novel I was able to relate to my own business and to some of my new learning from LEAD™. I realised there were so many improvements that could be made in my own business, such as identifying bottlenecks, improving throughput, optimising the whole system and effective change management. I was so inspired by it that I purchased extra copies for members of my team, who in turn were also inspired. I would fully recommend The Goal for anyone involved with manufacturing and looking to make improvements – many of which can be achieved at very little cost.”

Corporate governance and ethical leadership are also vital themes. The Fish Rots from the Head by Bob Garratt is a stark reminder that leadership starts at the top, exploring how boardroom decisions influence organisational culture and performance. It reinforces the idea that leadership accountability is crucial for long-term success.

Emma Griffiths MBA, CEO of FOWA and LEAD™, GOLD™ and GAIN™ alumna, commented, “Having spent the last year on LEAD™ focusing on my leadership style, developing my team and culture, I was aware that I needed to think about how to engage our Board of Trustees with the organisational development that was taking place. I wanted to better understand my position and relationship with the Board as CEO, and this book was recommended to me.

It is not just informative of the roles and tasks expected of Boards, it provides a range of development processes to follow, enabling the growth of a collegiate, a learning board and advocates a new mindset of collective, strategic thinking.

Absolutely crucial to glue this model together is the relationship between CEO and the Chair; the Chair’s ability to shape the Board in line with organisational objectives, the CEO maintaining enough distance between the detail of the day to-day, whilst at the same time informing the Board with enough detail to be able to function. I would highly recommend this book as a resource for Board development.”

Marketing is also a critical component of business leadership, and Marketing Plans: Profitable Strategies in the Digital Age by Malcolm McDonald is a definitive guide to strategic marketing. One standout chapter, contributed by Stewart Barnes, is entitled 'Marketing Planning: Yes, it really works! Experiences from the real world'.

This chapter provides valuable insights into how businesses can implement structured marketing plans that drive real results. Barnes brings practical, real-world examples of marketing planning in action, demonstrating how a strategic approach can lead to sustained business growth.

Innovation is at the heart of long-term business success, yet managing it effectively remains a challenge for many leaders. Innovation Management: Effective Strategy & Implementation by Keith Goffin and Rick Mitchell provides a practical framework for fostering innovation within an organisation. Covering real-world case studies and actionable strategies, the book helps leaders understand how to develop a culture of continuous improvement and creative problem-solving. Whether driving new product development or refining internal processes, Goffin’s insights equip business leaders with the tools to turn innovative thinking into tangible results.

One of the chapters in the book, which is out in June this year, is a case study co-authored by Stewart Barnes and Mark Stewart MBA, CEO of Stewart Golf and LEAD™, GOLD™ and GAIN™ Alumnus. It is entitled 'Leading by Following' and details how the leadership team at Stewart Golf recognise the importance of the company culture supporting innovation and its role in driving growth across all areas in the business.

And finally, Leaders Eat Last by Simon Sinek captures the essence of servant leadership - putting people first to create strong, trust-based cultures. Sinek’s insights into why some teams thrive while others falter provide a compelling case for leaders to foster environments where people feel valued and motivated to contribute their best.

Jessica Fairhurst, Managing Director of Premiere Healthcare, and LEAD™ alumna, stated, “This is a thought provoking read which takes you on a journey to becoming a leader and links in perfectly with my learnings on LEAD™ about ‘in-groups’!

Simon draws on plenty of examples to put his thoughts into context; this really cemented his ideas and allowed me to think of examples in my own organisation. His major values really resonate with me in this excerpt: “It is not the work we remember with fondness, but the camaraderie, how the group came together to get things done”.

The book highlights the importance of camaraderie and the team’s trust in the leaders; a point which many businesses appear to overlook in times of austerity or business pressures, which in fact should be the very time you need the team to pull out all the stops and turn the ship around.

I was intrigued to see the version I read had a new chapter on Leading Millennials – a great read for the leader and the millennial!”

These books, recommended by QuoLux™ delegates and Masterclass speakers, offer a blend of inspiration, strategy and practical guidance. Whether tackling team dynamics or personal effectiveness, they remind us that leadership is a continuous learning journey.

Next week look out for exciting news about Stewart’s new book, Developing Financial Leadership in Small to Medium Businesses, out on 12^th March. In this book, Stewart and his co-author, Professor Malcolm Prowle, bring financial acumen into the leadership equation.

They demonstrate that the most effective financial leaders have a sophisticated and thorough understanding of their organisation's financial health, making decisions grounded in financial realities and using robust financial management approaches to assess performance.

So, on this World Book Day, perhaps the best question to ask is: what book has shaped your leadership the most? And what’s the next one that will challenge you to grow?

To meet and hear from Malcolm McDonald, Steve Kempster, Malcolm Prowle and Stewart, get in touch for more information about our next LEAD™ programme, by clicking here.

Our next Cohort starts on 3rd and 4th April 2025.

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How a Gloucestershire charity beat a £billion business to double in size

Mon, 24 Feb 2025 21:32:20 Z

This week our blog comes from guest writer Andrew Merrell, founder and lead journalist of The Raikes Journal who first published this article in The Raikes Journal on Friday 21^st February 2025.

An interview with the in-coming CEO of The Nelson Trust in its 40^th year has revealed not just her own journey, but the charity’s life-saving work, an incredible contract win - and a familiar face as catalyst.

This is a significant year for The Nelson Trust, the Gloucestershire-headquartered charity that supports people with dependency issues and more – much more. It celebrates its 40^th year.

It’s been an astonishing journey that began in a converted Five Valleys pub (hence the name) and today is an operation dedicated to offering ‘holistic, trauma-informed and gender specific support’ to thousands of individuals annually across the Southwest and Wales.

That support is delivered via four single-gendered residential treatment centres for abstinence-based recovery, three more housing units for those leaving treatment, and five community projects as part of its Hub enterprises.

These include the Hub Academy in Stroud and The Sober Parrot cafe in Cheltenham, with all of them offering training and work experience for what the Trust calls the recovery community to help build lifelong skills and return successfully to society.

In 2010, after years of paving the way for gender responsive support throughout the UK, the Trust also opened its first women’s centre in Gloucester, providing holistic support to women leaving prison, and women in the community on probation orders, as an alternative to custody.

And that’s still only part of what it does - it works now also outside Gloucestershire, a sign not just of the recognition of its success, but the ambition of its leadership team.

The Raikes Journal was lucky enough to speak to its incoming chief executive officer, Christina Line, who helped us understand how the charity has developed, the recognition it now gets and partnerships that make it all possible.

And through talking to others too it led us to understand how that success is being driven by a focus on staff development, and how it is using a Gloucestershire business to achieve that - one we are also very familiar with here at Raikes.

Plus, we got the inside track on how that partnership delivered a knockout blow to one of the UK’s biggest firms in a truly David v Goliath-like contract battle.

A contract that jet-propelled the Trust’s growth! We’ll get into all that and more below

“The Trust now has a 12 million turnover and has undergone significant growth in the last few years. We now support over 5,000 people annually,” said Line, who until she takes over her new role remains chief operating officer.

Christina Line, incoming CEO of The Nelson Trust

She’s been with the charity for more than a decade now, and integral to its growth as it has sought to shape its services and build the relationships with all stakeholders that make it work so effectively.

That work remains at the very forefront helping to change attitudes for the better, especially around the treatment of women caught up in drugs, alcohol, abusive relationships, prostitution, and the criminal justice system.

“We have helped develop best-practice for working with women in difficult circumstances and delivering better outcomes,” said Line, who referenced the ground-breaking review of vulnerable women in the criminal justice system, carried out in 2006 by Baroness Jean Corston for helping explain the value and potential of the work it does and drive change.

The review made 43 recommendations about the treatment of women in the criminal justice system and argued “the need for a distinct, radically different, visibly-led, strategic, proportionate, holistic, woman-centred, integrated approach”.

It focused more generally on vulnerable female offenders, recognising a large proportion of them were mothers, and recognising the effects of imprisonment on their children, recommending that those young people should be taken into consideration by the criminal justice system.

It is this that has helped the Trust help women to break destructive behaviour and find ways to rebuild, reconnect and live meaningful lives again.

“It can cost perhaps £50,000 a year to keep a woman in prison. We can help provide rehabilitation for about £3,000 to £4,000,” said Line.

It is truly difficult and challenging work on all fronts – personally, for all involved, and financially for the organisations trying to deliver sustainable services.

How on earth does it actually work?

“We have incredible, passionate and dedicated staff,” she added.

What Line neglected to say, and what Raikes found out afterwards through others, is that the Trust’s expansion into South Wales was a true David and Goliath moment.

The charity pitched for a contract to deliver its services across the border and found itself in the ring with an industry giant with major resource and an annual turnover close to a billion pounds.

“It was bidding for a contract that was half the size of its existing turnover. It was for the whole of Wales – and it was up against G4S.

“And the Welsh Government was asking what each bidder had done towards particular sustainable development goals,” Dr Stewart Barnes, the CEO of leadership development specialists QuoLux™.

Why does Barnes know this?

Kirsty Day, The Nelson Trust’s director of recovery, has been on QuoLux’s LEAD™, GOLD™ and GAIN™ leadership programmes, and the trust turned to Barnes’ Gloucester-based business for help in a consultancy capacity.

Kirsty Day, Director of Recovery Services, at her LEAD™ programme graduation

That’s how it came to use what QuoLux™ calls its Sustainable Development Goals (SDG) configurator, a digital tool that helps a business align what it does with the United Nation’s SDGs (sustainable development goals).

It helps firms demonstrate in a meaningful way how they’re focusing on areas like people, operations, social innovation and how its leaders create lasting impact and ‘ensure a sustainable future for generations to come’.

It’s a tool that allows a business to spell out what QuoLux™ calls the ‘Good Dividends’ it is delivering, and to understand how those actions benefit its bottom line.

“Basically, it allowed The Nelson Trust to demonstrate the social value it delivers,” said Barnes.

It proved a key differentiator for the Welsh Government and the Trust walked away with the five-year rolling contract, delivering a 50 per cent boost to its turnover.

According to the Trust it’s meant more women’s centres, more help supporting women at a point of crisis and that’s resulted in reduced reoffending, homelessness, pressures on services like the NHS and other statutory services, and reduced harm and substance use.

It’s kept more families together safely, disrupting intergenerational cycles of abuse, substance use and offending.

Line has been with the charity for 10 years, a graduate in psychology and criminology from the University of Gloucestershire, who worked her way up from an initial role as rural outreach worker.

She’s made a success of roles including team lead, service manager, women's community service business development manager, director of partnerships and development and head of business development.

And it was Line who helped develop the ideas of the women’s centres that help identify and work with vulnerable women, many at risk from predatory gangs and known to the police.

Those safe havens aim to offer a way out for women, by creating a network of communication across all manner of agencies.

For most of us the leafy rolling hills of Gloucestershire and relative wealth of the county don’t fit with such stories, but they are here and many – our eyes just don’t see them, or we choose not to.

A clue to Line’s ambition to continue making an impact is in her CV. Today she also holds an MBA from the same county university and she sits on The Howard League for Penal Reform.

When she takes over from current CEO John Trolan later this year she will take the reins at an organisation which now runs nine centres across England and Wales, in Swindon, Somerset, Bristol, and a first of its kind inside HMP Eastwood Park; as well as more recently centres in Newport, Swansea, Cardiff and a mini centre in Dyfed Powys, as lead partners of One Wales, established in 2024.

Although Line knew the organisation inside out and was brandishing an MBA she turned to a familiar name to make sure she stood out.

Through its Mentoring service, QuoLux’s consultancy helped her prepare for an interview series which saw her in the ring with outstanding candidates from across the country.

QuoLux™ has also just begun working with The Nelson Trust to help take all 250 of its staff through its How-To SkillBuild programme, contained in its e-learning library, and Beth Hughes, Registered Manager, is currently also on its LEAD™ programme.

How-To SkillBuild launch at The Nelson Trust

One of the great strengths of the Trust that has also helped it grow and be effective is its ability to work with other organisations.

“We are now working with 43 different women's centres nationally, helping support the range of services they deliver. We are part of a network of women’s centres that collaborate, share learning and best practice,” said Line.

One such group is Via. Based in Harlow. The organisation started life 30 years ago as the Westminster Drug Project (WDP), changing its name in 2023 in recognition of it now supporting adults and young people across the UK around their mental health and sexual health.

We asked Via why it worked with the Gloucestershire charity. Its answer was comprehensive, and name-dropped Line too.

Prince William's visit to The Nelson Trust

Anna Whitton, CEO of Via, said: “We approached The Nelson Trust a couple of years ago to explore how we might work in partnership to meet a significant gap for women who needed access to residential detox services.

“We knew that their organisation had important expertise in the delivery of services for women, in women-only residential rehab services and in drug and alcohol service delivery.

“What we knew about them made us feel like they were likely to be a good partner for Via. Essentially, we needed to understand whether our culture, values and approach were a good fit.

“Christina was part of our initial meeting, and it was clear from the start that as leaders in our respective organisations, we were going to be able to work together well.

“We shared an ambition – address a much-needed gap in the system – and recognised and respected the strengths that both organisations could bring to a partnership.

“There are some significant overlaps in our organisations’ strengths and expertise, so there was of course a possibility that this could create a competitive tension.

“However, we were able to have transparent and honest conversations about who was best placed to deliver the different elements of the partnership, with the focus always being about doing the right thing for the women that we work alongside.

“When the Gloucestershire Integrated Drug and Alcohol Services came out to tender, The Nelson Trust was an obvious partner for us, and we were delighted to have been successful in that tender process.

“This new service is heading towards the end of its first year now and our partnership continues to strengthen, underpinned by honesty, integrity, and a focus on finding solutions with and for local people.

“Christina and the senior team at The Nelson Trust are key to our working relationship and to making the partnership a success.

“They are genuinely exciting to work with and I know we’ll make lots of important things happen together.”

* The story of how The Nelson Trust won the contract is about to be featured as one of the case studies in a forthcoming book by QuoLux™, due out in March, called ‘Realising Good Growth’.

If you would like to find out how we help our clients to become more effective leaders and develop their organisations, please contact us here.

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(Main photo from SoGlos.com)

Leaders who Coach

Tue, 18 Feb 2025 12:00:00 Z

Great leaders don’t just manage — they inspire, guide and develop the people around them. One of the most effective ways to do this is through coaching. Rather than simply directing tasks or solving problems on behalf of their teams, leaders who coach empower individuals to think critically, grow in confidence and take ownership of their own development. This shift in leadership style not only enhances team performance but also boosts engagement, innovation and long-term success.

Why Coaching Matters in Leadership

A Gallup study of over 1 million employees found that the number one reason individuals leave their jobs is dissatisfaction with their manager. Poor leadership leads to disengagement, turnover and reduced productivity. Coaching-oriented leaders, on the other hand, build trust and create environments where people feel supported and motivated to do their work.

Google’s landmark research study, Project Oxygen, identified key behaviours of great managers — at the top of the list was "being a good coach." This means asking more questions than giving answers, listening actively and enabling employees to solve problems themselves rather than stepping in with solutions.

10 Coaching Behaviours of Great Leaders

1. Empower rather than micromanage – Give people autonomy to make decisions and take ownership of their work.

2. Ask great questions – Instead of providing immediate solutions, encourage problem-solving by asking thought-provoking questions.

3. Listen actively – Focus on truly understanding what employees are saying before responding.

4. Provide constructive feedback – Offer guidance in a way that is specific, actionable and designed to help employees grow.

5. Encourage self-reflection – Help team members assess their own performance and identify areas for improvement.

6. Foster a growth mindset – Encourage learning, resilience and viewing challenges as opportunities.

7. Develop emotional intelligence – Recognise and manage emotions — both your own and those of your team.

8. Build psychological safety – Create an environment where people feel comfortable sharing ideas, admitting mistakes and asking for help.

9. Support career development – Show interest in employees' long-term goals and help them build the skills they need to advance.

10. Lead by example – Model the behaviours you want to see in your team, from continuous learning to embracing feedback.

The Business Case for Coaching

Organisations that prioritise leadership coaching see measurable benefits. Studies show that companies with coaching cultures experience:

Higher employee engagement – a 46% increase in engagement levels
Greater productivity – a 12% boost in performance
Stronger retention – employees are more likely to stay when they feel supported in their development
Higher ROI – leadership coaching delivers an average return of seven times the initial investment

Coaching in a Hybrid Workplace

As remote and hybrid work continue to shape the current business environment, coaching has become even more essential. Leaders must adapt by fostering connection, using technology to maintain regular coaching conversations and ensuring employees feel valued despite physical distance. Virtual coaching, structured check-ins and digital collaboration tools can help maintain the coaching culture even in a dispersed workforce.

Shifting from a directive management style to a coaching approach is one of the most effective ways to unlock potential within a team. Leaders who coach don’t just drive performance — they build workplaces where employees feel engaged, empowered and motivated to succeed. By embracing these behaviours, leaders can create lasting impact, not just within their organisations, but in the careers and lives of the people they lead.

If you would like to find out how we help our clients to improve their leadership skills in order to develop themselves, their teams and their organisations, get in touch with us here. Our next LEAD™ programme for senior leaders starts on 3rd and 4th April.

Our next programme for future leaders - middle managers and supervisors - is called LEADlight and starts on 20th March. It helps those managers below the Board and senior management team to develop their skills and awareness, improve their performance and that of their teams, and to prepare themselves for senior management responsibilities.

We’ll leave you with a quote from one of our expert Masterclass speakers, Dr Frank Dick OBE, who said in his Masterclass for us on coaching elite sporting figures and the similarities with high performing businesses, “You don’t have to be sick to get better.”

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The Power of Skills Development in Boosting Employee Engagement

Tue, 11 Feb 2025 12:00:00 Z

In an ever-changing business landscape, organisations are realising that true employee engagement extends beyond competitive salaries and perks — it hinges on continuous learning and professional growth.

When employees have opportunities to develop their skills, they become more confident, innovative and committed to their roles. One of the most effective ways to achieve this is through targeted skills development.

Why Skills Development is Key to Employee Engagement

At its core, skills development is a strategic investment in the workforce. It equips employees with the latest knowledge, hones their talents and prepares them to tackle new challenges head-on. Here are some of the ways targeted skills development drives employee engagement:

Enhanced Job Competence: Continuous learning ensures that employees remain at the forefront of industry developments. When workers gain new skills relevant to their roles, they feel more capable, efficient and valued.
Boosted Confidence: Acquiring new skills enhances an individual’s self-confidence, translating into improved job performance and encouraging employees to take initiative and propose creative solutions.
Clear Pathways for Advancement: Development programmes provide employees with tangible career progression paths, increasing motivation, job satisfaction and organisational loyalty.
Strengthened Workplace Culture: A commitment to professional development fosters a culture of learning. When everyone, from entry-level employees to senior managers, is encouraged to grow, it creates an environment of collective progress and mutual support.

Forging Leaders: Present and Future

Strong leadership is the cornerstone of an engaged workforce. The QuoLux™ LEAD™ programme is designed for those in significant leadership roles, taking a comprehensive approach to leadership development. By focusing on strategic, personal and interpersonal skills, LEAD™ equips leaders with essential capabilities, including:

- Strategic Thinking and Vision

- Effective Communication

- Advanced Problem-Solving

- Personal Development

By cultivating these skills, LEAD™ prepares leaders to inspire their teams, drive organisational change and enhance overall employee engagement. When leadership is strong, it creates a ripple effect — each senior manager empowered through the LEAD™ programme fosters an environment where every team member feels valued and motivated.

LEADlight: Empowering Middle Managers, Supervisors and Team Leaders

While LEAD™ is ideal for senior leaders, LEADlight is designed to support middle managers, supervisors and team leaders - those responsible for translating strategy into action. The programme provides practical management training, equips participants with essential leadership skills and helps them navigate the unique challenges of their roles. By bridging gaps between frontline teams and senior leadership, LEADlight fosters a more engaged and high-performing workforce.

Building a Culture of Continuous Improvement

Both the mentioned above underscore the importance of continuous improvement in today’s business environment. When organisations invest in skills development, they send a clear message: employee growth and success matter. This investment not only enhances individual performance but also cultivates a knowledgeable, innovative and engaged workforce.

A company that prioritises learning and development is better positioned to adapt to market changes, drive innovation and remain competitive. Employees who feel supported in their professional growth are more likely to contribute, lead and stay committed to the organisation. In turn, this culture of continuous improvement becomes a key differentiator in today’s competitive business landscape.

As we have seen from our blogs over the past couple of weeks, employee engagement is multifaceted, but one proven pathway to success is through the targeted development of skills at all levels of an organisation. The QuoLux LEAD™ and LEADlight programmes exemplify how focused training unlocks the potential of both senior leaders and the vital middle management layer that supports them.

By embracing these innovative programmes, organisations can build a robust leadership pipeline, foster a culture of continuous learning and development and ultimately drive long-term employee engagement and business success.

To learn more about how these programmes can transform your workforce, please contact us here and take the first step towards a more engaged, capable, and dynamic team.

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Boosting Employee Engagement Through Emotional Intelligence

Tue, 04 Feb 2025 12:00:00 Z

Employee engagement is the cornerstone of a productive, motivated and high-performing workforce as engaged employees are more likely to be committed to their organisation, demonstrate higher levels of creativity and problem-solving and contribute positively to workplace culture. However, achieving strong employee engagement is not just about offering competitive salaries or benefits; it requires effective leadership. Here we look at how leaders who develop and apply Emotional Intelligence (EI) can create a more connected, motivated and engaged workforce.

Understanding Emotional Intelligence in Leadership

Emotional Intelligence is the ability to understand, manage and regulate one’s emotions while also being able to recognise and influence the emotions of others. EI comprises five key components:

1. Self-awareness – Recognising and understanding your own emotions and how they affect your behaviour and decision-making.

2. Self-regulation – Managing emotions effectively, staying calm under pressure and responding rather than reacting to challenges.

3. Motivation – Harnessing emotions to drive personal and organisational goals with passion and persistence.

4. Empathy – Understanding the emotions of others and responding with care and consideration.

5. Social skills – Building relationships, fostering collaboration and resolving conflicts effectively.

When leaders embody these five elements, they create a work environment that fosters trust, communication and collaboration — essential ingredients for employee engagement.

The Link Between Emotional Intelligence and Employee Engagement

Leaders set the emotional tone of an organisation. Employees look to their leaders for cues on how to behave, react and interact within the workplace. Leaders with high EI can positively influence their teams in several ways:

Building Trust and Psychological Safety – When leaders demonstrate self-awareness and authenticity, employees feel safe to express their thoughts, share ideas and take calculated risks without fear of criticism. A culture of psychological safety leads to higher engagement and innovation.
Enhancing Communication and Active Listening – Leaders with strong EI actively listen to employees, validate their concerns and ensure open and transparent communication. Employees who feel heard and valued are more likely to stay engaged.
Recognising and Valuing Employees – A key component of EI is empathy, which allows leaders to acknowledge employees’ efforts and achievements genuinely. Simple acts such as personalised recognition, gratitude and constructive feedback can significantly boost morale and engagement.
Managing Conflict Effectively – Workplace conflicts can damage engagement if not handled properly. Leaders with EI navigate conflicts with fairness, objectivity and emotional control, fostering resolution and stronger team relationships.
Inspiring and Motivating Teams – Emotionally intelligent leaders understand what drives their employees. By aligning team goals with individual aspirations, they can ignite passion and purpose, resulting in greater commitment and engagement.

Practical Ways to Apply Emotional Intelligence to Improve Employee Engagement

Leaders who want to harness EI to improve engagement can take the following practical steps:

1. Develop Self-Awareness through Reflection
Regularly reflect on your emotions, strengths and areas for improvement. Consider seeking feedback from colleagues and team members to gain a deeper understanding of your leadership style.

2. Practice Self-Regulation in Challenging Situations
Maintain composure during high-pressure moments. Take a moment to pause before reacting to a stressful situation, ensuring a measured and thoughtful response.

3. Show Genuine Empathy
Take the time to understand your employees’ challenges, aspirations and personal circumstances. Engage in active listening, ask open-ended questions and demonstrate that you care about their well-being.

4. Encourage Open and Honest Communication
Create an environment where employees feel comfortable sharing their thoughts and concerns. Regular one-on-one check-ins, team meetings and anonymous feedback channels can facilitate transparency and trust.

5. Recognise and Celebrate Contributions
Acknowledge employees’ hard work. A culture of recognition boosts engagement and reinforces a positive workplace atmosphere.

6. Lead by Example
Demonstrate EI in your daily interactions. Show resilience, humility and authenticity in your leadership approach. Employees will model the behaviours they see in their leaders.

7. Invest in Emotional Intelligence Training
EI is a skill that can be developed and strengthened over time. Leaders who undergo coaching can gain deeper insights into their emotional responses and learn how to apply them effectively in the workplace.

At QuoLux™, we specialise in developing responsible leadership through our LEAD™ and LEADlight programmes. These structured learning journeys provide leaders with the tools and insights needed to enhance their Emotional Intelligence, build stronger relationships and drive engagement within their teams. By focusing on self-awareness, empathy and effective communication, our programmes help leaders create workplaces where employees feel valued, motivated and inspired to perform at their best.

Emotional Intelligence is a powerful tool that enables leaders to foster deeper connections, improve communication and create a workplace culture where employees feel valued, motivated, and engaged. By developing self-awareness, practicing empathy and leading with emotional intelligence, leaders can inspire their teams to perform at their best. Employee engagement is not just about policies and perks — it’s about human connections, and EI-driven leadership is the key to unlocking a truly engaged workforce.

For further insights on the impact of leadership on employee engagement, read our blog on The Cost of Disengagement and the Power of Effective Leadership.

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The Cost of Disengagement and the Power of Effective Leadership

Tue, 28 Jan 2025 12:00:00 Z

Employee engagement is a critical factor in organisational success, influencing productivity, job satisfaction and overall company culture. However, recent statistics reveal that many UK businesses struggle with disengaged employees, leading to significant financial and operational challenges.

The Financial Impact of Disengagement

A Gallup State of the Global Workplace report found that in 2023, disengaged employees cost the UK economy over £257 billion annually, or 11% of UK GDP - a figure comparable to the annual budget of the National Health Service. This substantial loss stems from decreased productivity, increased absenteeism and higher turnover rates. Addressing disengagement is not merely a human resources concern but a financial imperative for businesses aiming to maintain competitiveness and profitability.

The Leadership-Engagement Nexus

Effective leadership is pivotal in fostering employee engagement. Leaders who provide clear direction, support professional development and recognise employee contributions create a positive work environment that encourages engagement. However, only 27% of UK workers consider their managers to be highly effective, highlighting a significant opportunity for improvement in leadership practices.

Strategies for Enhancing Leadership and Engagement

1. Invest in Management Training: Equipping managers with formal training enhances their leadership capabilities. Programmes like LEAD™ and LEADlight from QuoLux™ (read more below) offer structured development pathways, focusing on strategic planning, change management and organisational development. Such initiatives prepare leaders to effectively engage their teams and drive organisational success.

2. Implement Regular Feedback Mechanisms: Conducting regular 'pulse surveys' can help organisations stay attuned to employee sentiments and address issues or concerns promptly. Despite a decline in such practices, reinstating them can reverse negative engagement trends and demonstrate a commitment to employee well-being.

3. Recognise Contributions: Establishing recognition programmes that celebrate employee achievements boosts morale and reinforces a culture of appreciation. When employees feel valued, their engagement and productivity levels rise, contributing to overall organisational success.

4. Offer Professional Development Opportunities: Providing avenues for career advancement and skill development signals an investment in employees' futures. This commitment not only enhances individual capabilities but also fosters loyalty and engagement, and employees are more likely to remain with an organisation that invests in their growth and development.

5. Foster a Positive Workplace Culture: Cultivating an inclusive and collaborative environment where open communication is encouraged leads to higher employee satisfaction. Nearly half of UK workers consider company culture a top factor when job searching, underscoring the importance of a positive workplace atmosphere.

6. Empower Employees: Involving employees in decision-making processes and granting them autonomy in their roles fosters a sense of ownership and trust. Empowered employees are more likely to feel trusted and valued, and therefore more likely to be engaged and committed to the organisation's goals.

7. Promoting Work-Life Balance: Supporting flexible work arrangements and respecting employees' time off can enhance engagement. The rise of remote work has added complexity to employee engagement strategies, but a healthy work-life balance reduces burnout and can enhance employee satisfaction and engagement.

QuoLux™ Leadership and Management Programmes: LEAD™ and LEADlight

To address the challenges of leadership effectiveness and employee engagement, QuoLux™ offers specialised programmes designed to develop leadership skills at various organisational levels.

Aimed at senior leaders and business owners, LEAD™ focuses on enhancing strategic leadership capabilities. Participants engage in a range of leadership learning and experiences to develop skills in areas such as strategic planning, change management and organisational development. The programme emphasises practical application, enabling leaders to implement learned strategies directly into their businesses.

Recognising the pivotal role of middle managers in driving organisational success, QuoLux™ developed LEADlight, a six-month programme tailored for 'middle leaders.' It aims to develop their skills and awareness, improve their performance and prepare them for senior management responsibilities. LEADlight includes interactive workshops, think tanks, action learning projects and strategic action planning challenges, culminating in a final presentation to a panel of senior leaders.

Both programmes have been instrumental in transforming leadership practices within participating organisations, leading to enhanced employee engagement, improved performance and a more positive workplace culture.

Addressing employee disengagement requires a multifaceted approach centered on effective leadership. By investing in leadership development programmes like those offered by QuoLux™, implementing regular feedback mechanisms and fostering a positive workplace culture, organisations can enhance employee engagement. These efforts not only mitigate the substantial costs associated with disengagement but also pave the way for a more dynamic, productive and successful business environment.

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Embracing Leadership Growth in 2025: A New Year's Commitment

Tue, 14 Jan 2025 12:00:00 Z

As we step into 2025, it’s natural to reflect on the past year and set intentions for the year ahead. While personal resolutions often take center stage — like adopting healthier habits or learning new skills — it’s equally important for business leaders to focus on professional growth and the impact of their leadership on their organisations.

This year, we encourage leaders to go beyond fleeting resolutions and embrace purposeful, sustained development. The challenges of leadership, especially in fast-paced and growing businesses, require more than just good intentions: they demand resolve, vision and the willingness to learn and adapt.

From Resolutions to Resolve

Traditional New Year’s resolutions often falter because they lack structure, support and a clear sense of purpose. Studies show that two-thirds of people abandon their resolutions within a month, slipping back into old habits. For leaders, this can be a critical missed opportunity.

Effective leadership is not about quick fixes or short-term gains. It’s about cultivating a resolute mindset; a purposeful and steadfast approach to creating meaningful change. At its core, resolute leadership is about holding a vision for the future and inspiring others to work together toward it.

Navigating the Challenges of Growth

For small and medium-sized enterprises (SMEs), growth brings unique opportunities but also significant challenges. Rapid expansion can leave businesses feeling like they’re constantly firefighting, with leaders ricocheting from one issue to another. These pressures can strain teams, processes and even the leaders themselves.

Recognising these patterns and preparing for them is essential. Leadership skills are not innate - they are learned, practised and refined. This means that every leader, regardless of their starting point, has the potential to grow and adapt to meet the demands of a dynamic business environment.

Taking the LEAD™ in 2025

At QuoLux™, we understand the complexities of leadership and the importance of continuous development. For over 12 years, we have been delivering our highly regarded leadership programmes, supporting hundreds of leaders from diverse industries to grow, adapt and succeed.

Our LEAD™ programme, the next Cohort launching this spring, provides a structured environment where leaders can step back, reflect and develop alongside like-minded peers.

The LEAD™ programme is designed to help leaders:

Develop a clear vision and plan for their organisation.
Build strategies to navigate growth challenges effectively.
Enhance their ability to inspire and engage their teams.
Gain insights from experiential learning and peer collaboration.

Through a blend of expert guidance, practical tools and real-world application, participants emerge from the programme with renewed confidence and a clear roadmap for success.

"QuoLux™ is the number one boutique leadership development company in the country."

Professor Steve Kempster, Emeritus Professor of Leadership Learning & Development, Lancaster University Management School

Why Leadership Development Matters

Leadership isn’t just about achieving business goals; it’s about creating a positive impact that extends beyond the organisation. Strong leadership drives employee engagement, fosters innovation and contributes to a thriving workplace culture. It also sets the tone for sustainability, resilience, and long-term success.

In 2025, let’s make leadership development a priority. By investing in yourself as a leader, you’re also investing in your team, your business and the wider community.

Join Us on the Journey

If you’re ready to transform your leadership approach and drive your organisation toward sustained success, we invite you to join our upcoming LEAD™ cohort. Embrace the new year with a commitment to purposeful leadership and make 2025 a year of impactful growth.

For more information and to reserve your place, visit our website or contact us directly.

Let’s make this year a turning point for your leadership journey. Think Leadership, think QuoLux™.

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Inside the 'movement’ delivering business growth by doing good

Tue, 07 Jan 2025 12:00:00 Z

The Raikes Journal were guests at our annual Alumni Showcase Masterclass last month, with journalist and founder, Andrew Merrell, kindly sharing his write-up on it as a guest on our blog.

Raikes gets an invite to the inner sanctum of a group of Gloucestershire firms adopting a different approach to business and finds companies delivering for people and the planet as well as profit too.

Two businesses on course to double turnover respectively, a new CEO for a county manufacturing legend, benefits of being purpose-led and how culture and AI have been harnessed as powerful forces for growth.

These were the headline-grabbing lines from an end-of-year conference-come-masterclass Raikes was invited to that revealed an eclectic family of firms forging a powerful economic and social catalyst for change - right here in the county.

This was a glimpse into the inner sanctum of that community, forged by those embracing the leadership development programmes delivered by Gloucester-based B Corp certified business QuoLux.

It was an end-of-year Alumni Showcase of the impact its imparted learning is having. But it seemed more than that.

So much so that I picked the phone up to Professor Stephen Kempster of Lancaster University Management School, an associate of QuoLux who has helped develop some of its key ideas around leadership, including its LEAD™ programme.

Some of the business leaders in the room, I said, had jokingly said they were part of a ‘movement’, to which he laughed.

“I think we have been travelling for the last 200 years on a journey as mapped out by Adam Smith; one of self-interest,” said Kempster.

Smith being the 18th-century economist whose key principle still taught today is that the best business is driven by self-interest, and that approach is ultimately good for us all.

“I think some time ago we reached a fork in the road where there is the traditional path (Smith’s) and another path which asked ‘what is the real purpose of a business – is it simply to accumulate profit?'

“Can it not be an enabler of other things? Profit is necessary, but is it sufficient?” said Kempster, who is a professor of leadership.

“This alternative pathway has various labels – regenerative, interwoven, connected, emerging, flourishing - but they are all about a more enlightened idea of self-interest.

“They are about partnerships with customers, with suppliers, with communities and staff, and about interdependency. They’re about being part of bigger ecosystems.

“The idea is, that if we can nourish those ecosystems it is good for everyone and still good for the bottom line and for shareholders.”

Those positive impacts are what he and QuoLux call ‘Good Dividends’ - real, positive payback or incentives to see the bigger picture.

The core idea being that if a business can develop six areas of value (people, innovation, operations, finance/profit, reputation/brand and planet/community) a circle of value is created and those dividends are realised. 

And these are what make a business, in their words, ‘purposeful’.

The QuoLux Alumni Showcase was not for public consumption. It was leaders from different businesses sharing openly, not sales pitches, but how they had put into practice the learning they all now shared.

Here, right before our eyes, was one of those ecosystems Kempster mentioned - an 80-plus cohort, but just the tip of a growing iceberg of what now exists here in Gloucestershire.

The Alumni guests at the Showcase Masterclass

Dr Stewart Barnes, who founded QuoLux in 2011 and is its chief executive officer, said, “We now have 24 LEAD™ cohorts, 12 GOLD™, seven GAIN™, 10 LEADlight, and more than 1,000 learners.

“I am amazed at the reach we have. This year, we’ve supported more than 562 people and worked with more than 64 companies and continue to grow.”

LEAD™, GOLD™, GAIN™ and LEADlight are the development programmes for everyone from aspiring and current middle and senior managers to senior leaders wishing to attain a full-blown MBA.

The achievements of the growing cohorts are already being hoovered up as case studies for business books dedicated to productivity, not least by some of the expert lecturers from the likes of Cranfield School of Management who speak on some of the QuoLux programmes.

“In Gloucestershire, and extending from Gloucestershire, it is becoming an eco-system. It is building into relationships that are more than profit.

“Some of the individual businesses' stories will contain their work with charities, with community groups and the impact that is having,” said Professor Kempster.

“What you were probably beginning to see in that room (the QuoLux Alumni Showcase) was what may occur as a result of that ecosystem.

“If you imagine a 10-fold increase in businesses taking that other path, think of the shared learning and number of charities and communities that will start to benefit.

“The collective business and social value will be staggering.”

Similar ideas putting businesses at the forefront were also working in the same direction, he said – quoting B Corp, Doughnut Economics Action Lab and Wellbeing Economy.

The latter is already influencing policy in Scotland and Wales where it had been adopted by Government there. Could it really spread further?

Kempster has pointed out elsewhere that the European Union legislation (EU Climate Law, 2021) with regard to the ‘Corporate Sustainability Reporting Directive’ (CSRD) is currently nudging EU economies towards requiring all businesses to obtain a proxy licence to operate.

And that legislation pending in the United Kingdom will require all central and local government activities, including the National Health Service, to pursue the realisation of social value in procurement contracts (Public Services (Social Value) Act, 2013).

“Nevertheless, while this ‘other way’ is growing in popularity, it is still somewhat unclear,” said Kempster.

“People are still working out best practice and they are having to collaborate to do that. It is a dynamic ecosystem that is finding its way.

“That is probably also some of what you were seeing happen in the room (QuoLux’s event).”

There was a reason the event at Delta Marriott Hotel in Brockworth was not public. When you stand before your peers – leaders sharing insights with leaders - there is nowhere to hide. And humble becomes the norm.

“The whole process of approaching business this way cultivates curiosity and that feeds a hunger for more knowledge and a desire to keep learning and developing. It can be very powerful,” said Kempster.

Eight keynote speakers led the day-long event, explaining how they had taken the lessons and tools from their respective QuoLux programmes to deliver a culture that embraced change through a focus on purpose, people, planet, productivity and profit.

First speaker of the day was Adam Padmore of Rappor, who relayed how his business was founded - out of a desire to deliver for clients - and how it had thrived early on despite no real business strategy or plan.

“Right from the beginning I took pride in it being about delivering for the client and enjoying work, and believed that was all that was needed for success,” said Padmore, who went on to explain that as the firm grew he quickly realised he needed to find a way to lay down foundations that would allow Rappor to fulfil its potential and harness its winning values.

He found that in QuoLux.

“We predominantly work for developers looking to submit planning applications. Our role is to identify and understand all the pertinent environmental constraints around development and then to mitigate them and make sure the clients’ development achieves its goals, to make sure the outcomes are good, and to make sure councils are achieving all targets too.”

Today Rappor is Investor in People Wellbeing Gold accredited, hoping to secure its platinum accreditation shortly, has more than 70 staff across six offices and is a business he is immensely proud of.

“Twenty-six members of the team are now on QuoLux programmes. I am a big believer in the importance of leadership, and I continue to challenge myself to be better at it always,” he said.

Adam Padmore, Managing Director, Rappor

Growth and the culture that helps drive that change were also at the core of the talk by Andy Barham of Premiere Kitchens, who was not alone in reflecting on the talent and CVs of those in the room.

“I feel like I am playing football in front of David Beckham,” said Barham, jokingly.

Premiere Kitchens, he explained, was part of the Markey Group of companies and another business which had bought in wholly to the QuoLux programmes to deliver its leadership development.

Currently, he said, the Premiere Kitchens had 17 staff on QuoLux’s programmes, he had just completed the GAIN™ programme and was now looking towards doing his MBA – where QuoLux has partnered with the University of Gloucestershire.

For a man who admitted that school was not somewhere he had excelled, his enthusiasm for learning had become infectious.

And it was not just how the culture within the £22 million turnover Hardwicke firm had been transformed as a result of what he had learned and applied, it was how the impact on its 150 staff in the giant warehouse workspace had exceeded his expectations.

Following the challenges of the pandemic, the brave decision was to push on and build for the future to a point at which today they make 18,000 kitchens a year.

There was lots of talk again of the ‘four Ps’ that contribute to those Good Dividends mentioned earlier - planet, people, productivity and profit.

Barham had remodeled and distilled into a DNA blueprint for a culture that had engaged and invigorated staff and given fresh purpose to their roles.

Another ‘P’ that was evident to all watching was passion. One businessperson afterwards nodded towards Barham, declaring ‘I think I want to go and work for him’.

“Our next goal is to significantly grow revenue again by 2030. The market is there. The only thing that will stop it is our ambition,” said Barham.

Andy Barham, Managing Director, Premiere Kitchens

Mark Stewart, of Stewart Golf, took the room on a deep dive into how his MBA had explored the potential to embrace artificial intelligence and how it had applied that to his business.

Stewart Golf, he said, started with a single idea – to make beautiful, performance-focused remote control golf club-carrying trollies. It was an idea he was told would be ‘too costly to ever work’.

“Today we are a business with a £6.5 million turnover and 33 staff,” he said.

Its products are manufactured here in Gloucester and that ‘Made in Britain’ branding helped give unique appeal for overseas buyers.

“Around half of our revenue now comes from the States (USA),” explained Stewart.

Using tools and modelling ideas introduced to him through his time with QuoLux and on his MBA, not least Gartner’s Hype Cycle, he explained his thinking around AI - and how he suspected it could be used to help make Stewart Golf even more productive.

With a majority of initial questions from customers being near identical, Stewart had been able to develop AI to respond to 70 per cent of those enquiries via ZenDesk (an artificial intelligence chatbot) in ‘the right tone’ to deliver a speedy early response for his customers.

The impact, he said, was not cost savings through redundancies but time for staff to focus on delivering quality and a human response as customer questions became more complicated further down the line of inquiry.

Ultimately, said Stewart, from a start point that included concern over job security, the outcome had been to make the roles more interesting, and they had helped deliver that Holy Grail - greater productivity.

Mark Stewart, CEO, Stewart Golf

If it was numbers those in the room were after the headline fourth speaker had it all.

Dan Hodgson, Chief Commercial Officer of Prima Dental, is another graduate of QuoLux’s programmes and the related MBA – where his focus was innovation. Dan shared how he has been bringing all the tools, models, and his learning from the past eight years together.

It is a learning journey that has allowed him to develop his own skills to make the next big leap in his career early in 2025. “Dan will become CEO of Prima Dental in the New Year,” said Barnes, by way of introduction.

Innovation has been central to the success of the business and a key factor in last year’s major contract win worth £35 million over the next five years,” said Hodgson.

Building on the foundation of their values with the four Pillars of Partners, Productivity, Process and People, Dan showed how they use these to drive innovation and growth across the organisation. A focus on innovation and how that can impact productivity, improve communication and knowledge share, is at the heart of the journey for the incoming CEO. He believes the change he is helping drive has the potential to transform the business even further in his drive for the constant pursuit of better.

Dan Hodgson, CEO, Prima Dental

It was a day rounded off with no little drama and plenty of insight as Barnes brought together two teams from its GAIN™ programme that had been parachuted into two businesses from its wider family to conduct critical analysis of just how ‘purposeful’ they really are.

Victoria Petkovic-Short of APT Marketing and PR, and Kirsty Day from The Nelson Trust came face-to-face with the owners of Optimising IT, Gary Smith, and Amy Hough from Workplace Interiors for the first time since the pressure test.

Barnes teased out of each team’s representative just how challenging the process has been, but also the value all had gained from a collaborative process that had tested their new-found skills.

“The hardest part in all the learning anyone takes on board,” said Barnes, “was in breaking the cycle which sees you simply ‘do, review, plan and repeat’. The key was to do something new until you get those better results.”

Gary Smith, Optimising IT; Amy Hough, Workplace Interiors Co; Victoria Petkovic-Short, APT Marketing & PR; Kirsty Day, The Nelson Trust; and Stewart Barnes, QuoLux

As much as the growth numbers grabbed the attention in the room, it was the lessons and insight that were hoovered up most – how others had taken the same learning and adapted it to their own companies, the wins and the insights.

In a world now familiar with B Corp and QuoLux’s adoption of the Good Dividends concept – which sees purpose-led businesses as ones that deliver not just profit but for the planet too – there was one common thread front and centre through everyone’s narrative – that other P, people.

The achievements outlined above, said Barnes, were not going unnoticed as he revealed the latest publications to use their real-life examples to prove the potential impact of the theories and strategies – from Global Climate Change, by Professor Malcolm Prowle, Marketing Plans: Profitable Strategies in the Digital Age, by Malcolm McDonald, Hugh Wilson (both from the Cranfield School of Management) & Dave Chaffey, and its own Positive Impact Report for the year gone.

“We also have two books of our own coming out in 2025 and a case study with Stewart Golf in one of the world’s leading books on Innovation Management.”

If you would like to arrange a meeting with QuoLux to share your development plans and hear more about their leadership and business strategy programmes, please contact us here.

To read more about Good Dividends, creating Good Growth and being a purposeful leader, please click here.

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QuoLux™ Alumni Showcase Masterclass 2024

Tue, 17 Dec 2024 12:00:00 Z

We had a fantastic day with alumni and delegates at our Showcase Masterclass 2024 last week and it was brilliant to see so many of them from across our programmes, from our very first cohort from 2012 up to LEAD™ Cohort 24 delegates who started last month!

A huge Thank You to our speakers from our annual Showcase Masterclass last week who spoke so openly and shared what they are doing in their businesses using tools, techniques and models learned on our LEAD™, GOLD™, GAIN™, bespoke programmes and MBA projects. With over 80 delegates and alumni gathered for the Masterclass, each of the presentations was truly engaging and inspiring, and it was wonderful to hear their stories and successes 🎉

Read more to hear what they spoke about and scroll through our photo gallery at the end.

Growing a Business and Taking your People with You: First we heard from LEAD™ and GOLD™ alumnus, Adam Padmore Managing Director of Rappor who shared how the business has grown to 70 employees across 6 offices and how they strive to harness the belief and passion of their people as they continue to grow and develop. Adam talked about their 4 non-negotiable values and how they prioritise wellbeing as well as carefully structuring the balance of communication, recognition and reward, and celebration. It's no coincidence that Rappor won the Best Place to Work award at this year's SoGlos Gloucestershire Business Awards and continue to #InspireBelief. Thank you Adam and well done!

Adam Padmore, Managing Director, Rappor

Next was LEAD™, GOLD™ and GAIN™ alumnus Andy Barham, Managing Director of Premiere Kitchens, who shared how they tackle the challenges in a fast growing organisation. He spoke of how deeply understanding who their customers are and what they want meant that when they created their corporate goals using the 4 Ps of Planet, People, Productivity and Profits, every employee was on-board. Andy shared the road-map they have put in place for achieving the 4 Ps, and how they look to the future. Mapping core accountabilities across the organisation based on their road-map has provided a visible development pathway and line of sight through the business. Thank you for sharing so much with us, Andy, and inspiring belief in so many!

Andy Barham, Managing Director, Premiere Kitchens

Next we listened to Mark Stewart, CEO of Stewart Golf who shared his discoveries from his MBA project. Having completed LEAD™ - GOLD™ - GAIN™ and recently graduated with his MBA, Mark shared advanced research with his peers on how AI can improve the marketing and customer care functions of the business. With AI here to stay, the focus was on how to use this free and accessible tool to augment human creativity and productivity and make it work for you and your business. Thanks, Mark, for inspiring belief in your peers and for encouraging us all to be curious and try it out!

Mark Stewart, CEO, Stewart Golf

Having also been through our LEAD™, GOLD™ and GAIN™ programmes and successfully undertaken and achieved his MBA, Dan Hodgson, Chief Commercial Officer of Prima Dental, shared how he has been bringing all the tools, models and his learning from the past 8 years together. Building on the foundation of their values with 4 Pillars of Partners, Productivity, Process and People, Dan showed how they use these to drive innovation and growth across the organisation.

Thanks, Dan, for giving us all an insight into the pursuit of better - a true #InspireBelief moment!

Dan Hodgson, CCO, Prima Dental

The final session of the day was with a panel of speakers who talked us through the Good Growth Challenge they undertook in July as part of their GAIN™ programme. Dividing the GAIN™ delegates into two teams, each team went into a different LEAD™ company to develop a strategy for the host business and by doing so, developed and enriched their understanding of how businesses can innovate products, services, systems and structures to realise Good Growth.

Good Growth is the concept of growth in revenue and profits alongside growth in employee capability, knowledge and innovation, productivity, customer experience and growth in our communities and environments. Thank you to Gary Smith, Founder and Non-Executive Director, Optimising IT and Amy Hough, Client Services Director, Workplace Interiors Co for sharing their stories as the host companies, and thank you to Victoria Petkovic-Short, Managing Director, APT Marketing & PR and Kirsty Day, Director of Recovery, The Nelson Trust, for sharing their teams' experiences of the challenge.

The speaker panel, talking about the Good Growth Challenge, L-R:Gary Smith, Amy Hough, Victoria Petkovic-Short and Kirsty Day

It was a fantastic day bringing so many senior leaders together to hear from each other, catch up with their peers and make new acquaintances - thank you to all of you for your continued support!

If you are interested in receiving more information about our programmes and how they may benefit you, your team and your organisation, please get in touch with us here.

The Speakers

Have a scroll through the photo gallery and see who was there

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