Slide 1

Is there funding available to grow your business through expert leadership?

If you are an SME looking to grow you can apply for funding grants to support your growth. RSE Group has a strategic link with an agency which is a growth funding consultancy- T4CUK ltd.

There are many pots of funding available at local, regional, National and International level that can support your growth plans. There are many aspects of growth which can be supported – including leadership training.

Everyone knows that you can only grow your business successfully if you grow your team properly too. That can mean adding new roles to the business, adding new team members and also developing your leadership team to take the business through the period of growth.

Nothing in your business happens which is not the direct result of an act of leadership and at a time of growth this is even more significant. Investment in growth can only generate a return if the team leading that growth are expert leaders.

You can access grant funding to invest in the team that will lead your business to that next level.

Many of our Clients have taken advantage of this service. Working together RSE Group and T4C can support you to get the right team in place with the right leadership skills to maximise the return on your investment and achieve the growth results you desire.

The Process is as follows:

  • You decide you are ready to grow

  • You meet with RSE Group to discuss your training needs and your growth plans

  • A bespoke training plan is agreed

  • You speak with T4C UK and complete a Fact find form.

  • You have an interview with T4C and agree the plan.

  • You work with T4C and RSE Group for a year to develop your team and access the funding for your training plan (between 20% and 50% of the investment)

  • T4C UK continue to search for funding opportunities throughout the year.

  • RSE Group continue throughout the year to grow your team to meet your objectives.

See the examples of ambitious companies like yours, who have accessed funding to grow. Call us to discuss how we can help you achieve the growth you desire.

What do I do to help leaders?

I am a leadership coach and trainer. I work with people to develop them to become expert leaders.

What does it mean to lead?

When you stop to consider what a leader is, it boils down to one thing, which is that to be a leader you need followers.

Why should one person follow another? How do you do this?

This is about that special quality of inspiration.

To inspire someone means that you move people to take action. Leadership is about Change. It is about changing people’s behaviours.

My favourite quote on leadership is from Lau Tzu who said “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.”

That’s why I develop leaders who are coaches. All coaches are leaders but not all leaders are coaches.

Working with me is about a journey into transformational leadership wherever possible. This is a process based on the work by James McGregor Burns, and Bernard M. Bass,

Transformational leadership:

  • Is a model of integrity and fairness.

  • Sets clear goals, has high expectations.

  • Encourages others.

  • Provides support and recognition.

  • Stirs the emotions of people.

  • Gets people to look beyond their self-interest.

  • Inspires people to reach for the improbable.

The process starts with working with your top team to establish the vision for the company and the values and purpose that underpin everything that drives the business. Starting from the top down we work together to set a leadership framework and then we meet monthly in interactive workshops to embed the skills required to develop a solid transformational team of expert leaders. Each leader also receives 1:1 monthly coaching. Once this process is embedding securely we then move to the next layer I the leadership structure to ensure the culture of leadership is consistent throughout the business.

We develop a listening and learning culture where everyone strives for excellence in their work through active coaching and feedback.

It’s a truly transformational process that supports growth in every way.

What Stephen Covey would tell Joe Root about leading his team?

Congratulations to this aspiring leader Joe Root. He has achieved one of his life- time goals. At thirteen he knew he wanted to be part of the England Cricket squad. He had a vision. Now he is leading that team.

Of course his recent success is not a coincidence. Like all great performance it is based upon many factors. To be truly great at something takes a combination of obvious things such as practising skills, but also less obvious ones such as self- belief.

Joe Root’s cricket skills are not in doubt, but becoming a great leader of his team is not a given just because his cricket skills are great. What can Joe do to truly lead his team? My advice would be to move from operational to inspirational.

Leadership is about moving people to follow you. After all, you cannot call yourself a leader if nobody follows! What does it take to make people follow you? It’s inspiration. I believe the key to this is belief. For people to be moved to follow your lead they need to believe what you believe. Joe will need to be clear about what he believes and communicate this with expert communication skills.

According the Steven Covey (world famous author of “Seven Habits of Highly Successful People and leadership guru) the way to build inspiration is to first work on trust. To build trust Covey says there are 13 key behaviours. These are:

  1. Talk Straight

  2. Demonstrate Respect

  3. Create Transparency

  4. Right Wrongs

  5. Show Loyalty

  6. Deliver Results

  7. Get Better

  8. Confront Reality

  9. Clarify Expectation

  10. Practice Accountability

  11. Listen First

  12. Keep Commitments

  13. Extend Trust

Covey says, “My experience is that significant distrust doubles the cost of doing business and triples the time it takes to get things done.Trust is like a performance multiplier, enabling organisations to succeed in their communications, interactions, and decisions, and to move with incredible speed. A recent Watson Wyatt study showed that high trust companies outperform low trust companies by nearly 300%! ”

That's why it's so important.

So often in business good people get promoted to lead teams based on a specific skill set, for example, being the best sales person often leads to becoming the sales team manager. In many cases it’s a disaster! The sales person moves away from what he/she is good at and fails to lead the team because he/she is never understood how to manage others. I am sure this won’t be the case with Joe Roots.

Developing expert leadership skills requires both the obvious elements and the less obvious (and often over looked) ones.If you’d like to discuss moving from operational to inspirational then please do get in touch.

Rachel Stone, 07545217966.

Can David Beckham teach you about Failure and Leadership?

I have most definitely discovered my favourite and most helpful leadership book, Black Box Thinking by Matthew Syed. Here is a crucial nugget to take your leadership forward from a celebrity figure.

Beckham reacted badly to being provoked by Diego Simeone, which resulted in the UK rising star being sent off in front of 20 million fans watching the game. It was 30th June 1998. He was 23. His first World Cup, the crucial knockout match against Argentina for a place in the quarter finals. England lost the game and Beckham was hated. He needed security guards afterwards. He received bullets in the post.

Many pundits said it could end his career. How could he come back from that?

They didn’t know the whole story about Beckham and his relationship with failure.

Leadership and great achievers must love failure. Let me explain.

Beckham was six when he started to learn about failure and what it taught him. He spent three years practising “keepy-uppies” to hone his ball control skills. At first, he could manage 50 touches of the ball, aged six. By the age of nine he could manage a record-breaking 2003 touches without losing control. He practised every available moment. Beckham knew that each failure was an opportunity to learn. He stuck at it and became a master of that part of his craft.

He then turned his attention and discipline to free kicks. His dad reflects that he must have seen his son take at least 50,000 free kicks in the park. He failed until he got it. He understood failure as the key to learning to improve.

The next big game straight after Beckham was sent off in 1998 he had to block out the mistake. He had learnt from it. He wanted to improve and he most definitely bounced back after it. He became quite a good footballer!

Beckham could be said to have a Growth Mindset.

In 2010 Jason Moser, a psychologist at Michigan State University,

carried out one of many studies to try to understand the human brain and its response to failure. Using an electroencephalography (EEG) cap, and electrodes to measure voltage fluctuations in the brain, Moser wanted to see what was happening at a neural level when mistakes are made.

He investigated two brain signals, one being the Error Related Negativity (ERN) coming from the part of the brain which helps to regulate attention. It’s largely involuntary. The other being Error Positivity (Pe) which comes from a different part of the brain and is linked to heightened awareness and comes when we focus on mistakes.

From previous studies, Moser understood that people tend to learn more quickly when their brains show a larger ERN signal and a steady Pe.

To build on research he used a group of participants, which he had organised into two groups. The first group had responded to a questionnaire showing that they tended to have a Fixed Mindset – i.e. they believed things such as “You have a certain amount of intelligence and you can’t really do much about it”.

The other group had responded to the questionnaire showing they had a Growth Mindset. They believed that you can work on being smart through persistence and dedication.

The questionnaire polarised the respondents and overcame the general view that most people hold which is that success is based on a combination of talent and practice.

Moser’s experiment measured electrical activity in the brain as participants in the two groups carried out tasks and occasionally made mistakes.

The Fixed and Growth Mindset groups provided significantly different results for the Pe reading. Some readings were three times higher.

Growth Mindset participants paid much more attention to their mistakes and this correlated with improved performance.

Getting involved with your mistakes is a great way to improve performance. The results from Moser’s experiment discussed in Syed’s book is just a small part of research taking place into the brain and peak performance.

Syed’s book tells us in detail about the need to learn from failure in a nut shell. “When we engage with our errors we improve”.

Leaders need to take this on board in their organisational culture. There is no learning when blame prevails. People who think about their errors, engage with them, discuss them, own them, can reflect and learn from them to improve their performance. People will not do this is they are afraid to admit mistakes.

A culture of learning can be created when healthy discussion can take place around what goes wrong. Successful companies understand this and embed a learning culture as opposed to a blame culture. The work of Carole Dweck is outlined in Syed’s book around the benefits of a Growth Mindset in a workforce. More honesty and collaboration are generated which minimises the drawbacks of fear of failure.

Innovation comes from solving problems. Being scared dampens creativity. Creativity and Growth Mindsets are linked. In the modern economy being able to adapt is key.

There is so much in Syed’s book about the need to engage with failure. I would go as far as to say that leaders need to love failure so that they can build a culture of learning from it. This enables improvements to take place at every opportunity.

Beckham is one of many successful people living this way. He might not be the most obvious person to teach you about how to be an excellent leader, but he certainly understands excellence and learning.

Call me on 01323 332316 or 01424 830000 to learn how to grow your business through expert leadership.

What is the big leadership lesson in a Chinese takeaway?

The seductive temptation that a takeaway offers can teach us all a crucial lesson in leadership behaviour. The glorious satiation of hitting that spot with what you crave! It’s right up there. It’s part of our culture in many ways. It is unusual to know of someone who has never experienced a takeaway food experience.

Whatever your reasons for calling up for a takeout you most likely know you will get what you want. Whether it’s a late night rush to unexpectedly grab something quickly, or a planned social occasion with best mates round for a good night in, you generally are satisfied. You use the suppliers you like best and they give you want you want. It is an exchange that works. In that moment your desires have been satisfied. It’s a fairly simple process that happens millions of times every day.

I love spending time investigating what works well and what does not. For most people, most of the time, the takeaway routine is an example of something which works well. If it didn’t, you would stop using that provider. Think how disappointing it can be if you are expecting king prawn balls and you end up with steamed broccoli! So what is the key to this success?

The relationship between you and the supplier may not be a very deep one, but it is a successful one. You most likely hardly know the person at the other end of the line. But it works.

A common frustration I hear in organisations is when problems occur that result in a right old mess. Confusion, recriminations, blame, scapegoating, emotional baggage and much more all fall out of unsuccessful situations. I spend a lot of time working with excellent companies, but even then there always plenty of examples of when communication goes wonky.

Poor communication is the single most important factor in any unsuccessful business situation.

Everything stems from communication. You can’t do anything without it. Yet there is a simple way to minimise the impact of this and to create some great habits in your organisation. This can easily be done by using the takeaway model.

When you think about the routine of placing your takeaway order, it goes something like this:

“Hello can I place and order please?” you ask “Yes certainly. What would you like?” they reply
“Number 11, number 24, 2 lots of number 32 and a 46” you reel off.

This is the important bit, because they don’t say, “Thanks very much it will be ready in 15 minutes. How would you like to pay?”

They do say “OK, so you’d like one number 11, 2 number 32s and one number 46, is that correct?”

And here’s the BIG LESSON! They check and clarify before they do anything else. They do this because they can’t afford to make a mistake. They value your order and they want to please you so that you keep coming back.

It is surprising how many leaders do not use this bit of communication technique when working with their teams.

You have something really important to tell someone, which will move your organisation forwards towards its objectives. The stakes are high. The value is huge. The time is short.

You pass on the details and move on.

Then you come back with an expectation that things will happen how you expected them to. They don’t always. It’s frustrating, time consuming and costly. The costs are mostly obvious, but there are also many hidden elements.

If your staff let you down they usually will feel awful. This will impact on their productivity. That costs you. They feel bad.

If only you could adopt the Chinese takeaway model when giving information to your staff!!

How great would it be if you built in a listening culture? What about if you could create an atmosphere where you check and clarify so that everyone is 100% clear?

Of course you don’t want to give your staff the impression that they don’t listen and they are not clever enough to know what you mean when you are telling them something important, but when have to ever really stopped to check that what you think in your head is what actually comes out of your mouth – AND what has been said has been interpreted in the right way?

What you don’t say is “Right, what did I just tell you?!”

I have worked with many very successful leaders who have improved by taking time to embed “Check and Clarify” into their business culture. Two wonderful side effects come out of adopting the Chinese takeaway routine.

Firstly when people know you will ask them to feedback what you have said they will take even more care to listen properly. Secondly they will tell you what you said and that might not be what you meant, (!) you get better at making what is in your head come out of your mouth!

To do this you have to declare that you are working on YOUR communication skills and you are checking that WHAT YOU SAY IS CLEAR (not that you are doubting them). As a truly great leader it always starts with you. It is you who needs to model excellent communication.

“I’m going to ask you to feedback what you have understood so that I am sure I am being an excellent communicator”.

So next time you have something important to talk to your team about, build in the check and clarify routine, just like the people do when you order a takeaway!

This big bit of leadership improvement is free and will save you time, money and gain you respect if you deliver it properly.


If you’d like to find out more about developing growth in your business through expert leadership skills please do not hesitate to call 01323 332316 or email This email address is being protected from spambots. You need JavaScript enabled to view it.