# Richard Gourlay Business Strategy, NED and Growth Consultant Vision + Strategy + Growth + Leadership for success = Your Route To Business Success - Site: https://www.richardgourlay.com/ ## How Mentors use the GROW and GROWTH Models in Mentoring - Link: https://www.richardgourlay.com/how-mentors-use-the-grow-and-growth-models-in-mentoring/ - Published: 2026-10-06T15:57:16+01:00 - Author: Richard Gourlay The post [How Mentors use the GROW and GROWTH Models in Mentoring](https://www.richardgourlay.com/how-mentors-use-the-grow-and-growth-models-in-mentoring/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Using the GROW and GROWTH Models in [Mentoring ](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/) supports mentors work through key challenges that mentees face in the workplace. The GROW model is a widely used framework for structuring mentoring and coaching conversations. It guides a mentee from defining a meaningful objective to examining the current situation, exploring possible approaches and committing to action. Its straightforward structure provides direction while ensuring that the mentee retains ownership of the thinking, decisions and outcomes. Developed by Sir John Whitmore and his colleagues during the 1980s, **GROW** stands for **Goal**, **Reality**, **Options**, and **Will** or **Way Forward**. An extended version, known as **GROWTH**, adds **Tactics** and **Habits**. These additional stages help a mentee move beyond intention by planning the details of implementation and establishing behaviours that support lasting progress. # How the GROW Model Works ## **1. Goal**: Define the** Destination** The first stage establishes the destination. The mentor helps the mentee describe what they want to achieve and why the outcome matters. A useful goal is sufficiently specific to guide action and clear enough for progress to be recognised. The SMART framework—Specific, Measurable, Attainable, Realistic, and Time-bound—can help refine a broad ambition. Questions such as _“What do you want to achieve?”_ and _“What would success look like?”_ encourage the mentee to define the desired result in their own words.  ## **2. Reality**: Understand the** Starting Point** The Reality stage examines the mentee’s current position. This requires an honest exploration of what is happening now, what has already been tried, and what may be helping or obstructing progress. The mentor’s role is to listen carefully, test assumptions, and encourage evidence-based reflection rather than impose an interpretation. Helpful prompts include _“Where are you now?”_, _“What evidence supports that view?”_, and _“What is helping or holding you back?”_ ## **3. Options**: Explore the** Possibilities** Once the destination and starting point are clear, the conversation turns to possible routes forward. The purpose of this stage is to generate several choices before evaluating them. Open exploration can reveal solutions that may be missed if the mentor or mentee settles too quickly on the first idea. They can then consider the benefits, risks and practical constraints of each possibility. Questions such as_“ What could you do?”_, _“What else?”_ and _“What are the advantages and disadvantages of each option?”_ support this process. ## **4. Will **or** Way Forward**: Commit to** Action** In the final GROW stage, the mentee selects a preferred option and commits to action. A strong Way Forward identifies the first step, a realistic timescale, evidence of progress, any required support, and a date for review. Asking _“What will you do first?”_, _“When will you do it?”_, and _“How committed are you on a scale of 1 to 10?”_helps test whether the plan is sufficiently clear and achievable. If commitment is low, the mentor can explore what would raise it.  ## **Why **the GROW Model** Works in Mentoring** The model is effective because it combines structure with learner ownership. Rather than giving immediate advice, the mentor creates the conditions for the mentee to analyse a situation, generate ideas, and choose a course of action. The stages are also flexible: a conversation may return from Options to Reality when new information appears. Most importantly, the process ends with a commitment, turning reflection into purposeful activity. ## Extending GROW into GROWTH in 󠀁[Mentoring](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 Many mentors add to the GROW model with GROWTH to add more detail to the mentee on how to achieve and sustain their skills. This, the GROWTH model delivers more guidance and includes developing sustainability in ensuring change is achieved and sustained. ## 5. Tactics: Plan the Detailed Execution Tactics translate the chosen action into a workable sequence. The mentee identifies the tasks involved, decides when each task will begin and end, and considers what resources or support will be needed. This stage answers the practical question, _“ How will the plan be carried out?”_ Useful prompts include _“What specific steps will make this happen?”_ and _“What support will you need?”_ ## 6. Habits: Sustain Progress Over Time Habits focus on sustaining progress after the initial action has been taken. The mentee considers how the new behaviour can become part of a daily or weekly routine and anticipates triggers that could lead back to an old pattern. Questions such as _“What will remind you to use the new approach?”_ and _“What will you do if you return to an old habit?”_ help prepare for setbacks and make change more durable. ## Applying the GROW Model in Practice Consider a mentee who wants to become more confident when leading team meetings. Their **Goal** might be to lead the next monthly meeting clearly and within the allotted time. During **Reality**, they may recognise that they prepare the technical content well but become uncertain when discussion moves off topic. Under **Options**, they could rehearse with a colleague, use a timed agenda, prepare questions, or observe an experienced chairperson. At the **Way Forward** stage, they might commit to drafting an agenda by Friday and running a short rehearsal the following week. When using the GROWTH variant of the GROW model **Tactics** would define the rehearsal activities and timings, while **Habits** could include reviewing each meeting afterwards and recording one improvement for next time. For the model to work well, mentors need to listen actively, ask open questions, summarise accurately, and allow time for reflection. They should resist the temptation to solve the problem for the mentee. Used in this way, GROW provides a clear framework for a single discussion, while GROWTH extends the process into detailed action and sustained learning. ## Choosing the GROW or GROWTH Mentoring Model ## When to Use GROW in Mentoring The traditional **GROW** model is well suited to short-term, focused or immediate problem-solving. It is particularly useful when a single conversation needs to produce clarity, a decision and an achievable next step. * **Transactional issues:** resolving a specific conflict, making an immediate decision or preparing for an upcoming meeting. * **Time-limited conversations:** single-event coaching or brief, informal check- ins where only 15 to 30 minutes are available. * **Self-directed mentees:** individuals who already demonstrate strong self-discipline and need a sounding board to clarify their objective and immediate next steps. ## **When to Use GROWTH** in Mentoring The expanded **GROWTH** model is better suited to longer**-term development and ** sustained** behavioural change**. It is valuable when an action plan alone may not provide enough detail or reinforcement to support consistent follow-through. * **Complex skill development:** developing public-speaking capability, strengthening leadership practice or improving time management. * **Recurring barriers:** situations in which a mentee repeatedly struggles to follow through because of established routines, competing priorities or procrastination. * **Extended mentoring programmes:** longer-term professional relationships in which sustainable routines and measurable development are central objectives. ## **Direct Comparison** | **Feature** | **GROW Model** | **GROWTH Model** | | **Primary focus** | Immediate clarity and action | Sustained development and behavioural change | | **Best suited to** | Short-term issues or focused conversations | Medium- to long-term development | | **Typical outcome** | A defined goal and action plan | A detailed implementation plan and supporting routines | | **Typical time commitment** | One focused conversation | Multiple conversations or a longer development cycle | | **Principal consideration** | Follow-through may require further support | Greater time and reflection are required | GROW and GROWTH Models in Mentoring ## Key** Trade-**offs between GROW and GROWTH in 󠀁[Mentoring](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 * **GROW offers speed and simplicity.** It can move a mentee efficiently from an issue to a clear action plan. However, additional support may be needed if the detailed method of implementation or existing behavioural patterns have not been addressed. * **GROWTH offers greater depth and continuity.** It strengthens accountability by addressing implementation and routine formation. The trade-off is a greater investment of time, effort and reflection, which may be unnecessary for a relatively straightforward issue. In practice, the choice should reflect the complexity of the issue, the time available and the level of support required. GROW is often sufficient for focused decisions and immediate action, whereas GROWTH is more appropriate when success depends on detailed implementation and sustained behavioural change. Richard Gourlay is a founder member of [MentorsME](https://www.ukfinance.org.uk/mentors-me/organisations/cowden) professional mentoring organisation. [contact-form-7] The post [How Mentors use the GROW and GROWTH Models in Mentoring](https://www.richardgourlay.com/how-mentors-use-the-grow-and-growth-models-in-mentoring/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Boost online learning engagement: 27 best-practice tips for L&D professionals  - Link: https://www.richardgourlay.com/boost-online-learning-engagement-27-best-practice-tips-for-ld-professionals/ - Published: 2026-09-21T16:30:42+01:00 - Author: Richard Gourlay The post [Boost online learning engagement: 27 best-practice tips for L&D professionals ](https://www.richardgourlay.com/boost-online-learning-engagement-27-best-practice-tips-for-ld-professionals/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ## Online Learning Online learning is often viewed as a modern step forward in workplace development, but it is frequently reduced to a way to cut costs, defined as an improvement by its potential to reach more employees. For L&D teams, the risk is assuming that making online learning available company-wide will automatically make it effective. But that is not necessarily true.  Build it and they will come is a big assumption. According to Gallup’s _St_[https://www.gallup.com/learning/](https://www.gallup.com/learning/) _ate of the Global Workplace_ report, **only 10% of UK workers feel engaged at work**. People are usually motivated in two ways: extrinsically and intrinsically. Many  L&D teams assume intrinsic motivation will naturally drive online learning, that’s the belief that self-development will drive outcomes. However, self-determination theory, which focuses on autonomy and competence and was popularised by Daniel Pink in Drive, suggests this is unlikely to work if it is left to happen on its own. ### Extrinsic Learning Extrinsic motivation, on the other hand, I snow seen to be a very powerful driver of behavioural change in learning. These include rewards, recognition, and competition, which many organisations have found to be highly effective. Am extrinsic learning culture actually matters. While no two companies are the same, L&D must lead on online learning engagement to achieve results and not leave online learning success to chance.  The first key rule for L&D is to secure[ board-level champion](https://www.richardgourlay.com/leadership-development-skills-by-richard-gourlay/) s who can support online learning and help drive it across the organisation. Soft steps can recognise employees who dedicate time to online learning. Use your internal communications channels to give top learners the spotlight they deserve. ### Extrinsic Soft Step Ideas * Make online learning a company and department key performance indicator. * Highlight top learners on your social media channels * Send a personalised video message from the CEO to top performers. * Link online learning to personal growth plans rather than just compliance.  * Ensure content is engaging and relevant to learner’s needs.                   The above are low-to-no cost ideas that deliver meaningful impacts on learning culture in the workplace. ### Incentives These can be as simple as gift cards or even a reward package. Small rewards in online learning act to support behavioural learning, and often include:-    * Additional holiday time / flex time  * Work from home days if you’re in-office, or remote rewards package for home-office. * Reward points vouchers or points for people to accumulate and spend as they like on goods or holidays * A monthly subscription to a service, such as a gym membership or a meal out. * Create learning champions by allowing top performers to contribute to e-learning design and reward them for leading active engagement.   ### Gamification Making learning fun, engaging, and competitive can be highly effective when point scoring, goals, challenges, and rewards are clear. Learners often like to compete, win, and compare their progress with others. Gamification should always be optional, so it does not alienate learners. There  can only be one winner at the end, so team-based gamification can reduce stress and conflict while improving motivation, communication, participation, and learning results. Gamification works best when it involves everyone, is simple and clear, and has distinct phases or outcomes. If it is too long, too complex, or developed by one narrow group, it is less likely to engage the whole company. ### Key Tips for Gamification Don’t assume a game works, remember you need to make sure:- * Define the game parameters. Make sure participation, progress, and winning criteria are simple and clear to everyone. * Pick an attractive prize like a team outing, or individual prizes like gift cards or event tickets. * Build in champions across the company who have natural enthusiasm for running the game and make sure they have the resources they need to drive participation. * Marketing matters. Use it to generate engagement, build momentum, show ongoing progress, and encourage learners to compare progress. * Celebrate quick wins as well as final success wins. Make sure all participants feel they have enjoyed being part of the game as well as the winners. Use your internal communications, social media, and more to boost recognition. The learning company culture mindset does not just assume people want to learn, it makes learning integral part of the organisational culture.  For L&D professionals, extrinsic rewards are a good way to kick-start online learning engagement, but they are not the long-term solution. E-learning is most successful when it supports an intrinsic learning culture, where employees take ownership of their personal development. ### Online **Learning as its own reward** The Workplace Learning Report identifies the top three factors that lead people  to consider new jobs: learning, growth, and career development. 1. Opportunities for challenging and impactful work 2. Opportunities for career growth 3. Opportunities to learn and develop new skills So online learning is a perfect match for employees to achieve those goals. This is the intrinsic learning, self-motivation model which L&D has to actively support for it to succeed. To achieve that, L&D professionals need to communicate the benefits of ongoing learning to employees and create a learning pull culture. 1. Publicly recognise employees who learn new skills, achieve new standards 2. Call out how skill development influences internal promotions 3. Publish lists of in-demand skills in your organisation and explain how you are  helping employees develop them. **L&D creating an online learning culture ** L&D needs to lead employee development by creating and sustaining a culture that supports ongoing personal and professional growth. Research shows that employees who receive an internal promotion by the two-year mark are more likely to stay with the company than those with no internal move. As part of the recruitment structure, make sure potential employees understand the learning culture from their first day in the role. Ongoing learning should be presented as a key part of career advancement. The first steps are: * Ask about skills employees want to develop, as part of the recruitment and on- boarding process. * Map out a plan for 30-, 60-, and 90-day professional-development goals, quick wins to longer term growth plans. * Show how the available online learning courses relate to competence development and possible career paths, train them to learn * Ensure they can dedicate time weekly for professional development with initial and periodical support from L&D as to progress and next steps. * Make learning and skill development part of performance reviews. ### **L&D **e learning** metrics** How we are measured shapes how we perform, so L&D metrics should support both extrinsic and intrinsic online learning. Total spend per head is a simple cost measure, but relevant learning hours per employee is a more meaningful measure of L&D impact. Measures around in-demand skills development should also be tailored to employee and department needs. ### In **Summary** If people are not learning, it is up to L&D to identify and resolve the barriers. These may include a weak learning culture, poor learning platforms, or ineffective learning content. L&D must think strategically about building a learning culture that improves performance, employee development, and retention. These tips and ideas can work for companies of any size or sector. For L&D professionals, the key is to be proactive with online learning provision. The post [Boost online learning engagement: 27 best-practice tips for L&D professionals ](https://www.richardgourlay.com/boost-online-learning-engagement-27-best-practice-tips-for-ld-professionals/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## How Mentoring Works (or How to get right Mentor for you) - Link: https://www.richardgourlay.com/how-mentoring-works-or-how-to-choose-the-right-mentor-for-you/ - Published: 2026-07-21T10:27:03+01:00 - Author: Richard Gourlay The post [How Mentoring Works (or How to get right Mentor for you)](https://www.richardgourlay.com/how-mentoring-works-or-how-to-choose-the-right-mentor-for-you/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ![](https://www.richardgourlay.com/wp-content/uploads/2026/07/Tell-to-mentor.webp) #### **󠀁[Mentorship](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 is about providing support, guidance and advice. It’s about connecting with an experienced professional who accelerates your growth through structured support, accountability, guidance, and real-time advice**, That is how mentoring works in supporting people succeed. Whether you’re looking to break through your current ceiling, push past your barriers, or build a company from scratch, having the right mentor provides you with someone who has already walked the path you’re on and can help you avoid the mistakes they made along the way. For mentoring to work effectively for you as a mentee, it requires a desire to develop your skills while utilising a mentor to guide you in your role and improve your contributions. How mentoring works is by supporting mentees to grow through active support, here’s how. I’ve been a mentor since 2003. In that time, I’ve supported people as they grow and develop in their roles, and their business through adversity and challenges. I have helped them adapt and change to meet those challenges. Here’s how to choose the right mentor for you. ## Making Mentoring Work This article covers the thinking you should go through behind finding an effective mentor. How different types of mentors compare, what mentoring sessions actually look like. Ultimately, how to evaluate whether mentoring is worth your time and money. By the end, you’ll have a clear picture of what to look for and what to avoid. ### **What is mentoring?** * Mentoring is an ongoing relationship with an experienced guide, not a one-time call or course * The best mentoring happens when you are well matched, based on goals, communication style, and industry experience. * Expect to invest between £300 and £750 per month for quality mentorship packages, from monthly stand-alone support to ongoing weekly packages. * Pick a mentor that works for you, a vetted[ mentorsme mentor](https://www.ukfinance.org.uk/mentors-me/organisations/cowden), providing flexible format options (face-to-face, Teams meetings, and calls), and action-plan outcomes. * Most people see measurable results within 3-6 months, but only if they come prepared with specific goals! ### **How Mentoring Works** A mentor solves the three biggest problems professionals face when trying to grow: isolation, decision fatigue, and blind spots you can’t see on your own. While many business owners start of picking up tips and ideas from a variety of general sources. They often find it frustrating and fruitless. That’s because general advice doesn’t account for your specific situation, your industry, your company culture, your strengths, your weaknesses. A mentor who knows your story can give you the context-specific feedback that generic resources never will. Short term coaching, quick generic courses, provide motivate and shared support. The motivation in those programmes can be highly valuable. But they vanished the moment you needed them most. That gap is why mentors like myself exist. I watched peers spend money on generic feel-good courses. The courses ended, the mentors disappeared, and people were left alone right when they needed guidance most. #### Why is having a mentor important for professional development? Because growth doesn’t happen in a vacuum. A [2019 study from the Association for Talent Development](https://www.td.org/) found that 75% of executives credit their mentors with helping them achieve success within their roles. The Return On Investment (ROI) isn’t abstract. It shows up in rational analysis; better thinking, and better decision-making, better results. But here’s where people get tripped up. Not every mentoring programme delivers results, and when mentoring isn’t delivering, the problem usually falls into one of three categories. Either the mentor-mentee match was poor, the mentee didn’t come with clear goals, or the programme structure didn’t support ongoing accountability. ### **Mentoring vs Coaching ** People often ask whether mentorship or coaching is better. The honest answer: they serve different purposes, and the lines are blurry. A coach typically follows a structured methodology and works toward predefined outcomes over a set number of sessions. They are solving a single tangible problem. A skill need. A mentor draws from personal experience, adapts to your evolving needs, and builds a relationship that grows with you over time. For most professionals looking for a wide range of business support, mentorship is the better fit because your challenges change over time, that’s how mentoring works. The question you have in month one won’t be the question you have in month six. A good mentor accounts for that evolution. An average mentoring duration is over 12 months. Long enough for your mentor to understand your full context and adjust their guidance as your situation shifts. ### **Online mentorship vs In-person** Online mentorship programmes have a clear advantage for most professionals: you can work with the best person for your specific challenge, regardless of geography. In-person mentorship has its strengths, body language, rapport built over coffee. But, travel time, meeting location, and actual mentoring support time are now often better managed online. What matters most is clear thinking time. That delivers real tangible outcomes that can be supported with an action plan that is then acted upon. That is when a mentor is making a real difference to a mentee, that’s how mentoring works.  ### **How Mentoring Works: What to expect from mentoring sessions** Your sessions will typically combine live conversations (Teams call, usually 30- 120 minutes) with potential check-ins between meetings, covering whatever matters most to your goals right now. There’s no single template that works for everyone, and that’s actually the point of mentoring. But understanding what a mentor does and what they don’t do helps you get the most out of the relationship. A good mentor will look to cover recap on progress made against goals, discuss your current thinking on key topics and set the landscape for the new challenges. ### **The roles your Mentor plays** in supporting you A mentor plays many roles: **“the 7 roles of a mentor,”** and while the exact labels do vary, the functions are consistent. Your mentor acts as a **teacher** when you need knowledge. A **coach** when you need accountability. An adviser** **when you need a decision framework. A **connector** when you need introductions. An **advocate** when you need someone in your corner. A **sounding board **when you need to think out loud. A **role model **whose career path you can learn from. The best mentors all share a common trait: they ask more than they tell in early sessions. They’re diagnosing, not prescribing. The mentors who struggle, will jump to offer advice before understanding the full picture. When you’re evaluating a mentor notice whether your potential mentor spends the first session listening or lecturing. That tells you everything. ### **Mentoring models that really matter** You’ll find dozens of mentoring models online; the most common ones are:   GROW model, (Goals, Reality, Options, Will) sets the mentoring framework  5 C’s (Competence, Confidence, Connection, Character, Compassion),  3 C’s (Clarity, Communication, Commitment),  4 P’s (Purpose, Preparation, Participation, Plan),  3 A’s (Availability, Active Listening, Analysis).  They all point to the same core concept. Rather than memorising models, focus on what they share. Effective mentorship has three ingredients. 1. Clear goals that both people understand. 2. Open and honest communication. 3. Mutual commitment to the process. If those three things are present, the relationship works. If any one is missing, it won’t matter how fancy the framework is. Good mentoring matches share three things: aligned communication styles, realistic expectations, and chemistry on the first call. Expertise match matters less than most people think. A senior mentor who communicates well and genuinely cares about your growth will outperform an industry celebrity who gives you generic advice. ### **How mentoring works : being mentored** Come to every session with specific questions or challenges. The mentees who drift into calls without an agenda leave disappointed. The ones who show up with “here’s what happened this week, here’s where I’m stuck, here’s what I’ve tried” get ten times the value. Secondly the follow-up accountability: what new have you tried to make a difference? Stretching mentees to try something different is vital for getting the most out of mentoring, that’s how mentoring works. Set goals early. Within your first two sessions. You and your mentor should agree on what success looks like within the first 3 months. Write them down. Revisit it monthly. Successful mentoring follows a clear precise pattern. They start with internal clarity (what do I want?). Move to skill mapping (what gaps exist?), and only then, go external (networking, applications). Most people start with step three and wonder why they’re stuck. Between sessions, use touch points to support you with check-ins on key challenges. Mentoring today usually includes messaging  touch points between calls. Meaning you don’t have to wait to ask a quick question about a job offer or a difficult conversation without mentoring support. That ongoing thread is where some of the best mentoring happens. ## **How to choose the right mentor** Start by defining what you need in support and advice. Then evaluate the mentors ability to support you against those specific requirements, not their marketing promises, nor their name dropping, or qualifications. When you are selecting a mentor, look for the person who is focused on you. ### **What to look for in a professional mentor** The criteria that matter most when choosing a mentor include: mentor quality, programme flexibility, and how easy it is to leave if things don’t work out. Mentor quality means verified experience, not just impressive titles. Look for mentors who take time to get to know you, track records of having worked as mentors with the same types of mentees over significant periods of time. Another useful factor is domain expertise that matches your specific goals. Mentor flexibility means you can adapt the cadence, format, and focus as your needs change. A good mentorship programme doesn’t lock you into a rigid schedule. Exit options matter because not every match works. The ability to cancel anytime, no long-term commitment, no penalty that protects you from staying in a relationship that isn’t delivering.  ### **Red flags to watch for** Avoid mentors that require long contracts before you’ve even met. Avoid mentors who talk more about themselves than about you in your first conversation. Always be wary of mentors that promise specific results; mentorship is collaborative, not transactional. Avoid a mentor who just wants to just chat. If there is no development, no actions and outcome ownership, then you will not be stretched to achieving your goals.  ### **How to know if your mentor is the wrong fit? ** If you dread your sessions, if your mentor consistently cancels or shows up unprepared, or if their advice feels generic rather than tailored to your situation. You probably have a poor fit. A mentor should challenge your thinking, not just agree with you on everything. If they do not listen and understand your thinking process, then it is unlikely they will be a good fit with you. Finally, a contrast is a good thing. Diversity in backgrounds, thinking and perceptions, while it may seem difficult at first often creates the strongest mentoring relationship. While it is important to get on with your mentor. Don’t expect them to be your best friend. A good mentor gets along but also pushes you forward. That tension, challenge and stretch, is what a successful mentor should do. ### **How long should a mentorship last** Most mentees start seeing tangible results within 3-6 months, but the most successful relationships really start to built around the 8 month point.  Mentoring works as the relationship builds. It takes time to establish the relationship and develop the trust between the mentor and the mentee. The length depends on your goals. If you’re preparing for a specific goal, a focused 2–3-month engagement might be enough. If you’re building a company or transitioning into an entirely new career, plan for 6-12 months, as a first stage. ## **Mentoring is an Investment** Quality mentorship typically costs between £300 and £750 per month, depending on the level of support you require. Those numbers might seem high if you’ve never paid for mentorship before. But consider what you’re comparing it to. A single career mistake, taking on the wrong contract or staff member. Missing a negotiation opportunity, or building the wrong product, can cost you tens of thousands of pounds in lost income or wasted time. A mentor who helps you avoid even one of those mistakes pays for themselves many times over. ### **What affects the cost** Mentor experience and specialisation drive pricing more than anything else. A mentor with 5 years of experience in HR will charge less than a former entrepreneur who’s scaled three companies. Both can be excellent. The right choice depends on where you are in your career. The other factors in mentoring costs are what type of mentoring support you require. A fixed single touch monthly session, compared to a flexible multi touch monthly support, with action plans, text / WhatsApp support and additional support calls will cost more, but will deliver significantly more value. A great mentor can be like having an extra director onboard within your company, but at. fraction of the cost. ### **Evaluating the value** of Mentoring The right question isn’t “how much does mentorship cost?” It’s “what’s the cost of staying where you are today?” If you’re feeling locked in without guidance, consider what another 6-12 months of spinning your hamster wheels is worth. Set yourself a clear goal and measure the investment you make against the progress you make. Like to know more about how mentoring works? Then get n touch with me today. The post [How Mentoring Works (or How to get right Mentor for you)](https://www.richardgourlay.com/how-mentoring-works-or-how-to-choose-the-right-mentor-for-you/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## The TOP TWELVE Business Planning Mistakes - Link: https://www.richardgourlay.com/the-top-twelve-business-planning-mistakes/ - Published: 2026-06-11T11:34:25+01:00 - Author: Richard Gourlay The post [The TOP TWELVE Business Planning Mistakes](https://www.richardgourlay.com/the-top-twelve-business-planning-mistakes/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Business planning is often talked about as a challenging process to go through either to start a new business or as the essential process of taking ownership of an existing business. Many business plans fail to achieve their objective, not because they represent a bad idea but because they fall into classic business planning mistakes or fall over blinding obvious credibility cliffs. The business-planning process is in itself a very worthwhile pursuit, they take a lot of effort and resource. A business plan’s primary purpose is to convey an idea with a view to achieving a specific goal, most typically in securing funding. [What makes a good business plan is less clearly defined.](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/) Always remember that a business plan needs to be tailored to its target audience, if you have different audiences you will need to be able to flex your plan to that audiences specific needs. That means shaping it, edit it and amending it to achieve your objective. ## Business Planning Mistakes If you would like to know how to avoid these top ten pitfalls and credibility cliff edges then click on the subject titles which are links at any time to see my step- by-step videos on how to avoid these pitfalls and credibility cliff edges. Here’s the top twelve business planning mistakes I come across:- ### 󠀁[1](http://www.cowdenconsulting.co.uk/)󠁿. 󠀁[Lack of Viable Opportunity](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/)󠁿 Every business plan needs to describe the opportunity in detail. It must also detail how that opportunity can, and will by this plan, be exploited profitably, effectively and successfully.  A good business plan can visualise the opportunity and articulate the company’s ability to reach a viable opportunity, this is a credibility cliff. Tomorrow is a difficult place to plan for, but being able to identify and make that opportunity viable is the most critical test any business plan has. It is also the most common reason they fail. Your executive summary and the wider plan describes the viability of the opportunity in terms such as:- 1. What is the problem which people  will pay to have solved? 2. Does your solution solve this issue for a specific target market? 3. Why would someone buy your solution over someone else’s? 4. Why are the benefits of your offering so compelling? 5. Can you reach that target market with a compelling message quickly and directly? ### 󠀁[2. Unbelievable / Unsupported Financial Numbers ](http://www.richardgourlay.com)󠁿 Where any assessment of a business starts and often finishes is at the numbers, specifically on the projected Income Statement or Profit & Loss. Projections are just that, but they are vital and must be based upon clearly stated assumptions. Many business plans are written with numbers which just do not stand up even to a first glance. **Dream numbers**: in overestimating income and understating costs. Your numbers have to make sense and be realistic, if you are a new start-up then they must grow rationally from nothing, but costs will be incurred before turnover is generated, these need to be realised and recognised in your financials. The financials must also make sense and be presented in a format which presents a clear case for the investment and the return you will deliver. Ultimately, they need to be credible, defensible and consistent. ### 󠀁[3. No Accessible Route(s) to Market ](https://www.richardgourlay.com/non-executive-director/)󠁿 All opportunities are only prospective ones without evidence that the target market can be accessed profitably, this is a big cliff to fall over. Entrepreneurs are inherently product focused, concentrating their energies on **‘ the winning idea’** to the exclusion of many other important elements such as how they intend to access their customer base, a classic cliff edge for any plan. **“Built and they will come” **is a great dream but a poor plan. A business plan must include a comprehensive, credible and costed analysis of how the company is going to access their target market in a cost effective manner. For that to happen your plan needs to really understand the target customers, their needs, and purchasing priorities. Turning historical data into information and drawing knowledge from it ascertain insight into their future purchasing habits. Only then can you demonstrate cost effective routes to market within a business plan. ### 󠀁[4. Executive Summaries Which Aren’t](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 Somewhere between a pitfall and a cliff edge, is the failure of the Executive Summary, to be either a summary or aimed at executives. The only part of any plan that will certainly be read is the Executive Summary and yet they rarely provide an effective summary of the business plan. A good plan highlights the key proposition of the plan and sells the proposal. Too many Executive Summaries either throw everything down in a jumbled mess, making them pages long and randomly pulling facts together, or they are so bland they say nothing! What’s a good Executive Summary, one that states the proposition clearly and succinctly, a page is sufficient for any plan. The Executive Summary should clearly explain the whole picture including what investment is required and what it will deliver. The point of an Executive Summary is to inform the executives, so many it punchy, outcome focused and only ever write it at the end. ### **󠀁[5. Over Estimating Turnover](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿** Another associated key element of the plan which relates to this element is the estimations of projected turnover. While every business plan talks in positive terms (hopefully), the obvious and persistent danger is that the innate optimism of all entrepreneurs and their tendency to exaggerate every business opportunity. This pitfall is most easily managed using a realistic method for estimating income is to calculate the number of customers the business intends to capture and the average revenues. These two averaged inputs are easier to calculate and also to justify within a business plan. ### 󠀁[6. Absence of Clear Objectives](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/)󠁿   I could have put this pitfall at number one very easily. What is the main purpose of the plan? If the plan’s objective is to seek funding then it is vitally important to clearly describe the investment opportunity. While the plan describes the concept in detail, it must also address the primary purpose of the plan. So many plans fail to make it explicitly clear what the company’s needs to be successful or what the investment will mean to the company. A good business plan answers: * **Why investors should investing in this business rather than anywhere else?** * **When will they recoup their initial investment and how and when it can be realised?** * **What is their expected return on investment?** * **How the company has managed all aspects of risk? ** * **Is the investment merely cash or do they need to bring other assets such as expertise to the table**?   If you can answer these key questions, the intended audience will feel comfortable and be able to recognise that they fit the brief.   #### 󠀁[7. Non-Existent Cashflow Management](https://www.richardgourlay.com/sales-and-marketing-consultancy/)󠁿 Particularly relevant to a new business, this is often an invisible cliff edge which business plans fall over on, is the ability of the business to articulate the differences between cash and profit. Running out of cash is the highest risk any new business or re-engineered business faces. Good, positive, and conservative cash flow management is vital when businesses pursue investment opportunities where there are significant cash flows out, in advance of the cash flows coming in. This is the classic business plan cliff, which sends potential investors running. If a business plan’s financial model is based upon selling on credit, then they receive the cash in the future, but need cask to pay expenses before that income hits their account, then they have a cashflow risk. This outflow of cash is the single biggest reason companies fail, its not margin, its rarely the product, it is invariably that they run out of cash. ### 󠀁[8. Non existent Management Teams](https://www.richardgourlay.com/sales-and-marketing-consultancy/)󠁿 Throwing a few CV’s into a business plan does not create a delivery team. Likewise a generic organisational chart with missing pieces and TBC (To Be Confirmed) is not going to inspire confidence  with investors to part with their cash. Entrepreneurs can often sell an idea but they do not always inspire they can select a balanced team of people with the right skill mix, from the financial management to key leadership roles and the right operational team to deliver your ambitious plan. Having a structured management team with operational structures is essential for success. Track records matter, as much as having clear roles and responsibilities laid out in delivering the operational plan which underpins the business plan. ### 󠀁[9. Poor Evidence of Demand](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 A significant area of concern when planning is justifying the sales forecast or demand levels for a product or service. This breaks down into the two main elements used in forecasting: the use of historical facts and the dependency of subjective assessment. Sales forecasting, is the vital tool to identify the basis of all projected revenue figures that can be considered credible in the wider context of the plan. Unless there is verifiable demand for the idea, the risks grow out of all proportion, particularly if the initial start-up or investment costs are high. Minimising risk in a business plan is all about gaining an understanding the potential demand and how the company will with this plan create or drive that demand rather than concentrate on **‘the product or the idea’**. This classic cliff edge is a silent killer for investors, they don’t believe in it. ### 1󠀁[0. Gaping Inconsistencies](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 An effective business plan needs to be consistent throughout as all the various strands are brought together into one single entity, the plan. It is pitfall which entrepreneurs gloss over, but investors relentlessly prod before committing to any plan. If there are multiple authors of the plan the risks of inconsistencies will exponentially increase. Extrapolating data can also cause problems, using research data and then jumping from possible market size to sales potential and then sales forecast are classic pitfalls which need to be thought through. Presenters of the plan must have a simple narrative that runs through their plan, using key facts and staying ‘on script’ so as to ensure that a cohesive story is communicated. The numbers must also be consistent with the broader content so that there are no contradictions between them. ### **11󠀁[. Not Appreciating the Competition ](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿** There is always competition. Yet the number of times the phrase** “there are  no competitors” **appears in plans is considerable. It does not matter how unique the proposition is there will also be some other business competing for people’s money. While there may not be a direct competitor it will certainly be a transfer investment that customers will be making. The business plan must recognise where the customers invest is coming from. If competitors are not identified in a business plan then the only credible assessment is that the company has not been diligent enough in its research. Also remember that no company lives in a vacuum, as soon as you launch (or before) the marketplace will change. What will the competitive landscape look like in a few days, weeks, months or years? Can you create or establish significant barriers to entry, or is it likely that a successful market entry will be followed by better- placed competitors with greater resources, etc ### 󠀁[12. Throwing Your Plan Out Too Soon](https://www.richardgourlay.com/sales-and-marketing-consultancy/)󠁿 **You never get a second chance to make a great first impression.** Your plan needs to be right the first time and the content needs to be accurate, clear, concise and correct. More often than not business plans need to be completed by a certain date and hence the final stages can be rushed, a classic pitfall. Consequently, in many instances the final output does not do justice to the plan. Attention to detail at the end is vital, so ensure you have a completed plan with references and formatted correctly. Also ensure the content of the plan has been edited down to a digestible size, use appendices for details. Get someone removed from the process to proof the plan. If a presentation is part of the process, it should reflect the Executive Summary. **In Summary** Business plans by definition have a purpose of communicating a course of action so make sure they do that primary role. Support inevitably means resources with the primary aim of the plan often being to secure financial investment. Explain the invest what it will be used for and how it will be protected from these classic pitfalls and cliff edges. Writing a successful business plan is all about preparation, about being as thorough in your research and planning as is possible. By avoiding the cliff edges and pitfalls above, the chances of the plan objectives being met increase substantially. If you would like to know how to avoid these classic business planning pitfalls then why not click through to my step-by-step video:[ ](http://www.cowdenconsulting.co.uk/)** [How To Take The Guess Work Out of Your Business Success, click here.](http://www.cowdenconsulting.co.uk/)** Or read more about strategic planning ond business planning in my blog. Please enable JavaScript in your browser to complete this form. Please enable JavaScript in your browser to complete this form. 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The post [The TOP TWELVE Business Planning Mistakes](https://www.richardgourlay.com/the-top-twelve-business-planning-mistakes/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Developing a Mentoring Culture in the Workplace - Link: https://www.richardgourlay.com/developing-a-mentoring-culture/ - Published: 2026-06-08T13:59:50+01:00 - Author: Richard Gourlay The post [Developing a Mentoring Culture in the Workplace](https://www.richardgourlay.com/developing-a-mentoring-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Most organisations say people are their greatest asset, yet far fewer build the conditions that help people learn at pace, think more clearly and grow into bigger roles. That is where mentoring culture becomes a leadership differentiator. It is not a soft extra or a nice-to-have. It is one of the clearest signals of whether an organisation is serious about developing capability for the future. That’s where developing a mentoring culture in the workplace comes into play. A strong mentoring culture does not emerge by accident. It is built when leaders treat mentoring not as an informal conversation on the margins, but as a core part of how trust is built, judgement is sharpened and future leaders are developed. When that mindset is embedded well, mentoring stops being a programme and starts becoming part of how the organisation operates. [⌊developing a mentoring culture in the workplace ⌉⌊developing a mentoring culture in the workplace ⌉[ ## **ABC Key Mentoring skills ** There are many ways to strengthen mentoring inside an organisation, but the starting point is always the same: a clear leadership commitment to learning and development. Great mentors are rarely created overnight. They are developed through experience, reflection and practice. Across different organisations and sectors, three behaviours consistently stand out as the foundation of effective mentoring: active listening, genuine interest in people and a relentless focus on creating value. ### 󠀁[A Being an Active listener ](https://www.richardgourlay.com/mentoring-supports-success-in-business/)󠁿 Mentoring only works when people feel safe enough to be honest. No one is finished learning, regardless of title, tenure or track record. Mentees need space to acknowledge mistakes, uncertainty and blind spots without fear of judgement. Without that openness, mentoring becomes superficial. Active listening is what creates that space. It signals respect, builds trust and helps mentors understand what is really happening beneath the surface. In practical terms, it means listening to understand rather than listening to respond. That shift is subtle, but it changes the quality of every mentoring conversation. For leaders, modelling this matters. When senior people speak candidly about missteps and learning curves, they give others permission to do the same. That does not weaken authority; it strengthens credibility and makes leadership more human. ### **B. Be Genuinely Interested in your People** Strong mentoring starts with seeing people as more than job titles or outputs. When mentors take time to understand an individual’s ambitions, strengths, frustrations and context, the relationship becomes more useful and more credible. That genuine interest helps leaders spot patterns that would otherwise be missed: where someone is ready for stretch, where confidence is holding them back, or where support is needed to navigate the organisation more effectively. In that sense, mentoring is not separate from leadership. It is one of the clearest expressions of it. This is also where great questions matter. Good mentors do not dominate the conversation or rush to fix every issue. They listen carefully, challenge constructively and ask questions that help people think more clearly about the real issue in front of them. For many leaders, that is the hardest discipline of all: resisting the urge to provide the answer. Yet self-discovery is precisely what makes mentoring effective. People grow more from insight they uncover than advice they merely receive. ### **C. Mentoring Must Create Visible Value** Mentoring cultures become sustainable when both mentors and mentees can see the  value they create. That value may show up as stronger decision-making, faster readiness for broader roles, better collaboration or greater confidence in tackling unfamiliar challenges. Over time, those individual gains become organisational advantages. That is why mentoring cannot sit in isolation. It needs to be backed by a wider learning culture where development is resourced, expected and valued. When organisations give people time to learn, reflect and improve, mentoring stops being aspirational language and starts becoming real practice. That support can take many forms: structured development plans, protected learning time, targeted skills programmes and investment in mentor capability. The point is simple: if leaders want a mentoring culture, they must design for it rather than assume it will happen on its own. The ABCs of mentoring are straightforward, but not simplistic: listen actively, invest genuinely in people and ensure the process creates real value. Organisations that do those three things well are not just developing better mentors. They are building stronger cultures. ## How Leaders Embed** Mentoring into Culture** If leaders want mentoring to shape culture, it must be connected to how people are developed day to day. Development planning gives mentoring a practical foundation: it clarifies priorities, identifies where support is needed most and helps both mentor and mentee measure progress against meaningful goals. The bigger point is this: mentoring is not simply a people initiative. It is a leadership choice about the kind of organisation you want to build. Cultures that mentor well are often cultures that learn faster, retain capability more effectively and prepare future leaders more intentionally. ### Developing a 󠀁[Mentoring Culture](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿 As roles become more complex, the ability to think well, learn continuously and navigate ambiguity becomes increasingly important. Mentoring helps people build exactly those capabilities. That is why organisations that take mentoring seriously are often better equipped for change.In the end, mentoring culture is not about adding another programme. It is about creating an environment where people think better, grow faster and contribute more. If you are looking to developing a [mentoring culture](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/) then why not get in touch with Richard Gourlay is a founder member of [MentorsME a UK Finance i](https://www.ukfinance.org.uk/mentors-me/organisations/cowden) nitiative , and if you would like to discuss mentoring then [just complete the form below lets start the conversation](https://www.richardgourlay.com/contact-richard-gourlay-to-discuss-how-we-can-support-you/). The post [Developing a Mentoring Culture in the Workplace](https://www.richardgourlay.com/developing-a-mentoring-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Why a Mentoring Culture Is a Leadership Advantage - Link: https://www.richardgourlay.com/a-mentoring-culture-is-great-leadership/ - Published: 2026-06-08T13:43:56+01:00 - Author: Richard Gourlay The post [Why a Mentoring Culture Is a Leadership Advantage](https://www.richardgourlay.com/a-mentoring-culture-is-great-leadership/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Mentoring is often described as a people-development tool, but that definition undersells its strategic value. In strong organisations, mentoring is a leadership practice that shapes culture, strengthens capability and improves how people work together. When leaders actively mentor, they do more than support individual growth — they create an environment where confidence, accountability and learning can spread across the organisation. That’s what a mentoring culture can deliver. That is why mentoring matters beyond one-to-one conversations. Its real impact is cultural. When leaders experience the value of being mentored, they are more likely to lead in the same way themselves. Over time, that creates a multiplier effect: better conversations, stronger relationships and a more resilient organisation from the top team through to the frontline. ## Mentoring as a Strategic Leadership Practice [⌊Growth is painful without mentoring support⌉⌊Growth is painful without mentoring support⌉[ Growth and change are rarely comfortable, but the cost of standing still is usually far greater. This is where mentoring becomes especially powerful. In periods of pressure, transition or expansion, leaders need more than technical capability; they need the ability to guide others with clarity, perspective and trust. Leaders who mentor well build confidence in others, accelerate team development and create stronger alignment between strategy and day-to-day execution. Mentoring also helps senior people stay connected to the reality of the business. It breaks down vertical silos, opens up communication and brings leadership closer to the issues that matter most on the ground. A willingness to mentor says a great deal about the kind of leader someone wants to be. The most respected leadership styles are rarely defined by control alone; they are defined by the ability to develop others. Mentoring sits at the heart of transformational and servant leadership because it shifts the focus from authority to growth, from direction to development, and from hierarchy to shared progress. ### Leadership Development That Actually Changes Behaviour Many leadership programmes build knowledge, but mentoring helps turn that knowledge into behaviour. It gives leaders the space to reflect, test ideas and improve how they communicate. That matters because leadership is not only about having a vision— it is about expressing that vision in a way that engages people and helps them see their role in delivering it. Mentoring supports leaders in developing both what they communicate and how they communicate it. It creates the time to review goals, challenge assumptions and practise better conversations. Just as importantly, it helps leaders recognise that they do not need to have every answer immediately. In complex organisations, asking the right questions is often more valuable than offering the fastest response. ### **Trust, Engagement and Better Organisational **Conversations One of the clearest signs of leadership maturity is the ability to create an **open engagement culture** where ideas can move freely. Leaders do not need to dominate every discussion; they need to create the conditions for better thinking across  the organisation. Mentoring helps build that discipline by encouraging curiosity, listening and constructive challenge. When leaders model open, developmental conversations, teams are more likely to share ideas, raise concerns early and work through challenges together. That is how trust becomes operational rather than aspirational. It moves from being a value on paper to a daily habit that improves collaboration, decision-making and performance. ## Mentoring Culture The result is not simply a more supportive culture. It is a stronger, more adaptable organisation. Mentoring reduces unnecessary pressure on senior leaders by developing confidence and judgement more widely across the business. It builds resilience, strengthens succession and helps organisations sustain performance without relying too heavily on a small number of individuals. [Mentoring ](https://www.richardgourlay.com/mentoring-supports-success-in-business/) creates and sustains better, stronger and more resilient teams.  For leaders looking to reduce the pressure on themselves mentoring is a vital skill for themselves and others within their organisation. Leaders reduce pressure on themselves and their fellow senior people and to get the best out of their people by creating a mentoring culture.  This seen as the most effective way to sustain a positive business culture. ## The Leadership Choice A mentoring culture does not emerge by accident. It is a leadership choice. Organisations that treat mentoring as a strategic capability — not an optional extra — are better placed to build trust, develop talent and navigate change. In that sense, mentoring is not just good leadership practice. It is one of the clearest indicators of leadership strength. The post [Why a Mentoring Culture Is a Leadership Advantage](https://www.richardgourlay.com/a-mentoring-culture-is-great-leadership/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Experienced Mentors Deliver Mentoring Results - Link: https://www.richardgourlay.com/experienced-mentor-delivers-results/ - Published: 2026-06-08T13:31:01+01:00 - Author: Richard Gourlay The post [Experienced Mentors Deliver Mentoring Results](https://www.richardgourlay.com/experienced-mentor-delivers-results/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Mentoring leaders works best when the mentor can bring a wide range of experience, know how and skills to support the mentee. Mentors with experience and diversity bring the most to the table in supporting leaders succeed. Experienced mentors challenge and support leaders to succeed. Mentors who been there themselves and lived through similar challenges across a range of business environments provide the best insight. Mentors who have walked the walk can support leaders through scenarios and solutions that leaders will face in their role. Always look for an experienced mentor. Experienced mentors have the knowledge and understanding of how to support leaders effectively to build their skills for the future. Being able to lead people through a wide range of challenges successfully, with ideas and advice which develops leaders skill-sets.   ### **Mentors With Diverse Backgrounds Add Most Value To Mentees** The most effective mentoring is delivered by experienced mentors who faced diverse range of workplaces.  Diversity of skills and experiences in mentoring is an important consideration in when selecting a mentor. If the mentor has only ever worked in one field, then their width of experience maybe limited to a certain sector and set off scenarios. This lack of diversity in experience of dealing with different workplace cultures. The lack of experience across business sectors or people is often a reason why mentoring does not deliver the expected results that were intended. Being relevant to different sectors, differing workplace cultures and to growth & development stages is where mentors can add the most value.   ## Delivering Results Successful mentors need to have experience of these key diversity issues if they are to be able to add value in mentoring leaders.  Diverse business backgrounds are important if you want to understand people’s full set of needs. Width of experience matters as it brings a variety of situational experience that  have faced and increases the solutions and advice they can provide. ## Experience Matters Experience is the second key factor that matters in the quality of mentoring. Mentors give the best advice hen they have faced the same (or similar) issues themselves. Having been mentored or mentored leaders through those situations before is vital to give appropriate advice. Then the advice they can provide is based upon solid foundations.  Mentors with a limited experience often give generic advice and limited support.   **[Richard Gourlay enables leaders to grow their skills and their business.  ](http://www.richardgourlay.com/profile-richard-gourlay-background-experienced-leadership-consultant/)** [Richard ](http://www.richardgourlay.com/profile-richard-gourlay-background-experienced-leadership-consultant/) provides mentoring support packages which create confident, focused and motivated directors, leaders and senior people in organisations both large and small. Contact [me here](http://www.richardgourlay.com/contact/) to learn more about mentoring packages: [leadership mentoring.](http://www.richardgourlay.com/contact-richard-gourlay-management-consultant-leadership-coach-business-consultant/) [Like to discuss your mentoring requirements then click here to contact Richard Gourlay click** link here**](https://www.richardgourlay.com/contact-richard-gourlay-to-discuss-how-we-can-support-you/) The post [Experienced Mentors Deliver Mentoring Results](https://www.richardgourlay.com/experienced-mentor-delivers-results/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Mentoring Supports Success In Business - Link: https://www.richardgourlay.com/mentoring-supports-success-in-business/ - Published: 2026-06-08T12:58:10+01:00 - Author: Richard Gourlay The post [Mentoring Supports Success In Business](https://www.richardgourlay.com/mentoring-supports-success-in-business/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ![Mentoring leaders to success Richard Gourlay](https://www.richardgourlay.com/wp- content/uploads/2026/06/kubio-image-144.webp) [Mentoring leaders ](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/?kubio-preview=saved&kubio-random=3obMCOiYE-2KqkG7a9DO) for success in business is essential for directors and owners in business today. Leadership is a lonely place, where leaders are expected to make critical decisions, motivate their people and ensure they plan for the future often with little support. Mentoring provides an external set of ears, eyes and thought process for senior people to openly discuss their challenges. Mentoring supports success by enabling leaders to find and sustain their performance in their role and develop them.  That’s why mentoring success is vital in business today. ## **Where Mentoring Fits In Supporting People** Mentoring fills the gap between management telling and coaching people through a particular situation.  Firstly, it is not a management role in telling and solving problems for people. Nor is it how to resolve a particular problem, or developing a new skill. These have been the skill-sets which managers and trainers fulfil within an organisation.  Mentoring creates the ability for a learner to speak and listen to someone who has experience and know-how and who can provide “offline” support and guidance for people within a company. It removes the line manager limitations. It is focused on long- term people development, therefore not a training role.  ## Mentoring Supports Success Mentoring supports success for companies in supporting people to be able to succeed. Proving people with the space, time and support to think through and act decisively and with confidence of having thought through their actions and its likely impacts. This reduces risk and supports leaders to deliver more effectively their impact within their role. Mentoring is therefore a reflection of company culture that values and develops people. Its popularity today is in that leadership teams recognise that people are a valuable resource. Costly to hire and their skills difficult to replace. That small investment in mentoring therefore supports not only retention but also long- term people development.   ![Mentoring supporting people](https://www.richardgourlay.com/wp-content/uploads/ 2026/06/Tell-to-mentor.webp) ### **Mentoring leaders to success in business** Mentoring leaders by actively supporting leaders is the most effective ways to support existing and new leaders develop their leadership skills in the workplace. The termmMentoring covers many aspects of people development in business today, from how to face challenges, deal with business culture, deal with new roles and stakeholder engagement through to personal development skills. ### **Mentoring Supports Success** Successfully mentoring starts by creating a safe-space where leaders can share and discuss their challenges, openly and frankly. This is where a non-aligned, highly experienced mentor can provide an effective environment to support and develop leaders to achieve their full potential. Non-aligned mentoring provides an external sounding board which provides both diversity of opinion and external experience to build a robust mentoring experience.  Creating a mentoring space and time to think, reflect, plan and review progress as a leader with support and advice enabling someone to grow into their role.  Mentoring develops confidence & competence, by widening leaders thinking beyond the current operational issues to think strategically, lead effectively and succeed personally. Mentoring is growing in importance, we are a founder member of [MentorsME a UK Finance ](https://www.ukfinance.org.uk/mentors-me/organisations/cowden) initiative support UK business. Like to know more about Richard Gourlay and his mentoring, then get in touch [click this link](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/richard@cowdenconsulting.com). The post [Mentoring Supports Success In Business](https://www.richardgourlay.com/mentoring-supports-success-in-business/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Delivering Successful Public Sector Management Consultancy - Link: https://www.richardgourlay.com/delivering-successful-public-sector-management-consultancy/ - Published: 2026-06-04T15:19:05+01:00 - Author: Richard Gourlay The post [Delivering Successful Public Sector Management Consultancy](https://www.richardgourlay.com/delivering-successful-public-sector-management-consultancy/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) [⌊Ongo commercial founded by Richard Gourlay⌉⌊Ongo commercial founded by Richard Gourlay⌉[ # The Ongo Case Study This case study outlines how I led a housing association to build a commercially successful business division, strengthen service delivery, and create a scalable model for community-focused growth, the Ongo Case Study: Public Sector Management Consultancy ### Overview I was approached, in a [management consultancy](https://www.richardgourlay.com/management-consultancy-services-by-richard-gourlay/) capacity, to create a stand-alone commercial business model within a high-performing small housing association. The housing association, now called Ongo, had taken over 10,000 homes in North Lincolnshire and managed these properties for its residents. It wanted to modernise through diversification into commercial business development and housebuilding. The organisation operated within a complex stakeholder environment, including external regulators, board committees for housing, community and commercial matters, and around 400 staff led by directors and management teams. ### My Role: Ongo Commercial Founder My role began with building support for the housing association’s evolution by using benchmarking and external governance models to define a clear vision of the organisation as more than a management body. I then led the selection of a c[ommercially viable ](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/) venture that could deliver tangible benefits across stakeholder groups. This resulted in the acquisition of Ashbridge Roofing. Negotiating the purchase was complex and required careful alignment of both parties’ requirements, management realignment, operational improvements, and stronger compliance to meet governance expectations. ### Commercial Ventures We acquired Ashbridge Roofing to provide in-house re-roofing delivery, improving both quality and capacity while also building the business to win external work. It became the largest company in its sector in the region, serving a portfolio of more than 50 diverse customers. This created multiple apprenticeship opportunities, with some apprentices going on to win national awards. It also improved the quality of in-house roofing delivery, reduced re-roofing costs, expanded services into new external markets, and built a profitable, resilient company that contributed back to Ongo Commercial. Following this success, we identified two heating companies that could be combined and added to the portfolio under the new Hales and Coultas brand. Retaining the existing owners ensured a smooth transition, customer continuity, and the retention of key employees. This business improved service delivery to Ongo Housing Association, strengthened best practice, lowered costs, and improved delivery times and capability. The same model was later applied to the acquisition and development of a scaffolding business alongside the roofing business. ### Strategic Organisational Development Building on these new capabilities, the Ongo board agreed to move into new-build homes. Rather than focusing on acquiring completed homes or responding only to infill requirements from external stakeholders, we developed a model aligned to Ongo’s values and led the shift toward mixed-community developments in smaller village settings. This strategy focused on creating more sustainable communities through small mixed- tenure housing developments. By combining housing association homes with privately sold properties, we helped young people remain in rural communities through affordable housing, while private sales supported the funding of further development. Using our in-house delivery businesses in partnership with small local housebuilders, we supported local employment, strengthened skills, and delivered high-quality housing solutions that also contributed to rural community development. ### Stakeholder Development Stakeholder involvement evolved as [Ongo Commercial](https://www.ongo.co.uk/about-ongo/our-group/) grew. Initial reactions shifted from curiosity to a desire to participate and benefit. Risk appetite remained cautious until the model was proven, then increased as confidence grew. This was not always successful: in one example, directors sponsored the creation of an estate agency business but did not respond to early warning signs about poor role fit. As Ongo Commercial became more successful, other boards sought greater oversight, creating competing expectations and conflicting agendas. In response, we strengthened the commercial board by recruiting members with strong commercial backgrounds who understood business structures and could support further market access. ### Ongo Commercial Success Ongo Commercial started with a small loan and developed into a financially successful division, able to fund new business development and return value to the parent group to improve services. Around five new housing communities are delivered each year, and approximately 100 local people are now employed by Ongo Commercial. Ongo Commercial’s success is now used by other housing associations as a model for commercial development. Ongo Commercial now works across North Lincolnshire with housebuilders, other housing associations, and private companies, reinvesting profits back into the community. ### Public Sector Management Consultancy Successful Implementation As the business grew, the role outgrew a part-time consultancy arrangement. The new [Ongo Group](https://www.ongo.co.uk/about-ongo/our-group/) l[eadership team ](https://www.richardgourlay.com/leadership-development-skills-by-richard-gourlay/) agreed that the position should be held by a full-time professional, and we went to market to recruit a permanent Head of Ongo Commercial. The handover required careful engagement across multiple complex stakeholder groups. We also expanded the supporting leadership team, streamlined oversight arrangements, and designed a single operational base for all commercial activities. Ongo Commercial has continued to be a successful, sector-leading division within Ongo Housing Association. The post [Delivering Successful Public Sector Management Consultancy](https://www.richardgourlay.com/delivering-successful-public-sector-management-consultancy/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Non Executive Director Successfully delivering strategic diversification, long-term growth and leadership succession - Link: https://www.richardgourlay.com/successfully-delivering-strategic-diversification-long-term-growth-and-leadership-succession/ - Published: 2026-06-04T12:08:16+01:00 - Author: Richard Gourlay The post [Non Executive Director Successfully delivering strategic diversification, long-term growth and leadership succession](https://www.richardgourlay.com/successfully-delivering-strategic-diversification-long-term-growth-and-leadership-succession/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ## The Absolute Solar Case Study [⌊Absolute Solar⌉⌊Absolute Solar⌉[ ## Overview I worked with the owner-director of a family business seeking to expand his business. He wanted to grow beyond its established market and build a more resilient platform for long-term growth. What began as [management consultancy s](https://www.richardgourlay.com/management-consultancy-services-by-richard-gourlay/) upport on a series of strategic initiatives quickly developed into a broader Non Executive Director role focused on growth, governance, operational discipline, and leadership development. ### The Non Executive Director Challenge The business had built a strong position in the insulation market for new-build homes, but continued growth exposed increasing operational and regulatory complexity. To scale effectively, the [leadership team](https://www.richardgourlay.com/leadership-development-skills-by-richard-gourlay/) needed stronger systems, clearer accountability, and broader management capability. At this point, I was asked to assess the commercial potential of solar and advise whether the company should move early into what was then an emerging market. The opportunity for diversification was significant, but success depended on entering a new sector with the right strategy, operating model, commercial discipline, and leadership confidence. # 󠀁[Non Executive Director](https://www.richardgourlay.com/non-executive-director/)󠁿 My role combined strategic [Non-Executive Director](https://www.richardgourlay.com/non-executive-director/) oversight with practical management consultancy support. I worked closely with the owner-director and senior team to challenge assumptions, strengthen decision making, and translate strategy into an executable plan. This included support on director development, compliance with emerging standards, business modelling, product and process selection, financial analysis, and commercial negotiation. Supporting the leadership team plan, do and review their progress within a complex and rapidly expanding sector. This required regular reporting and governance to support the solid profitable growth was built upon successfully delivered work and key stakeholder engagement. ### Non Executive Director Results I supported the leadership team in evaluating the solar opportunity through structured market assessment, external insight, and disciplined commercial analysis. A key contribution was enabling informed decision making in a sector that was new to the business, reducing reliance on instinct and increasing confidence in the chosen direction. Once the decision was taken, I worked with the directors and senior team from [strategy through to implementation](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/). This included shaping the market proposition, helping develop the brand, establishing operating systems, strengthening the organisational structure, and supporting both direct and channel routes to market. The role extended beyond advisory input into practical delivery support to give the new venture a credible platform for growth. ## Non Executive Director Mentoring [Mentoring t](https://www.ukfinance.org.uk/mentors-me/organisations/cowden)he leadership team through step changes in performance and succession, supporting a successful transition of the leadership team. ![Non executive director supporting SME](https://www.richardgourlay.com/wp-content/ uploads/2026/06/Inroof-by-Absolute-Solar.webp) ### Outcome and Impact The strategic value of this work became clear when a sudden change in government policy disrupted the original business model. Because the diversification strategy had already been developed and implemented, Absolute Solar became central to the company’s resilience and recovery. The business went on to grow across domestic installation, new-build housing, and commercial solar, creating a stronger platform from which the wider company could rebuild and later re-enter its original market. ![](https://www.richardgourlay.com/wp-content/uploads/2026/06/Absolute-Solar-rooftop- 1.webp) ### Leadership and Succession Development A further element of my role was supporting the owner in developing the next generation of leadership within the family business. Through structured guidance and development support, family members were able to build capability, assume greater responsibility, and prepare for a managed succession. This gave the owner confidence to step back from the Managing Director role and helped secure longer-term continuity under a stronger leadership team. The post [Non Executive Director Successfully delivering strategic diversification, long-term growth and leadership succession](https://www.richardgourlay.com/successfully-delivering-strategic-diversification-long-term-growth-and-leadership-succession/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Leadership Mentoring for Successful Leadership - Link: https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/ - Published: 2026-05-18T17:08:43+01:00 - Author: Richard Gourlay The post [Leadership Mentoring for Successful Leadership](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ## Mentoring Success Success in anything in life comes from having a vision of where you are going and why. Supported by getting the support you need to get you there. To achieve that successful leaders must be focused and clear on where they are today, where you are going with your business and having a course of action to achieve those goal. That’s where Richard Gourlay’s mentoring delivers leadership mentoring for successful leadership can support you. Knowing where you are going, having a goal, puts you in control of your destiny and ultimately ensures you are successful.  To make success happen you must have your route map to make that change happen. It is the vital connection which makes the changes that need to happen to achieve the outcomes which delivers the success. ## Leadership mentoring for successful leadership Many leaders can see that they are not where they want to be. It its those leaders who can understand the need for change, and take action that succeed. To achieve change leaders must see the necessary changes they need to make to be even more successful. Recognising the outcomes which those changes make, are the ones that will ultimately succeed. How to take control is one of the biggest issues leaders face. Where to start and even how to start making changes to your business, making it become more successful is never easy. Moreover, the order you do all those elements, makes a real bottom- line difference to your business success. ![#Mentoring for #business #leaders by #Richard #Gourlay](https://blogger.googleusercontent. com/img/b/R29vZ2xl/AVvXsEj2DKlLLBm9vMC5SsGDFOXH4FN2vTN6VNK7zoQwNZVpiREWQN6v1bTBXDktsYGPRCjm3ajQX8VwcakAi00qoC- 1qjCtacFh1U8rKb6yCtsKg1vXpG_xYPisCQMdUpztiqHSaWJLkyfrxIoD/w320-h286/The+Complete +Step-by-Step+System.jpg) ## Richard Gourlay Mentor Over the last 20+ years I’ve mentored hundreds of business owners, from micro-businesses through to PLC’s. I’ve identified that there are some key factors that very successful owners do which ensure their success. While other business owners struggle to keep their heads above water. What I’ve learnt is that these simple and logical steps that successful people undertake, which make that ‘something different’ in what they do, delivers real results in taking the guess work out of their business success.  I’ve spent years working with leaders of businesses across many sectors. Including retail, manufacturing, SaaS businesses through to professional services, amongst many others, helping senior people develop their skills to lead their businesses more successfully.   ## Leadership mentoring for successful leadership   My mentoring programmes support leaders to step out of their day job to discuss and review where they are going and how they have got to where they are today.   By providing a neutral, objective and experienced mentor, leader’s can freely discuss key concerns, personal issues and business challenges they are facing.      ### Mentoring Mentoring is about providing support and guidance to enable senior people to develop where they are going and how best to proceed. No two programmes are the same, as every leader is different, with their own personal challenges and priorities. So we define your precise needs as the starting point of our mentoring support programmes. My aim is to work with leaders on their business skills, but that is only part of what someone needs to be successful. The Japanese model called Ikigai , which means balance and for leaders as for everyone else, your business skills are only part of someone’s whole person. [⌊Mentoring business leaders covers a wide-range of skills by Richard Gourlay⌉⌊Mentoring business leaders covers a wide-range of skills by Richard Gourlay⌉[ My bespoke programmes enable business owners to work ON their business and improve their leadership skills effectively rather than just spending more time IN their business.  Every programme is designed around clients precise needs. With a timetable and rate of development to meet leaderrs expectations.   ### Leadership mentoring for successful leadership Below are some of the key things to consider in taking the guess work out of your business success:-   ### **1.󠀁[ Know what Leaders need to work ON](https://www.richardgourlay.com/leadership-development-skills-by-richard-gourlay/)󠁿** Knowing what you need to focus on makes a huge difference in where to invest your energy and resources.  I’m a huge fan of the leadership culture of **working ON it not IN it**. If you are not working on your business then how is it going to improve, how is it going to be ready and able to face tomorrow’s challenges? But you need to know what is important to work on within your business, and why!   ### **󠀁[2. Why you are working ON your business](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/)󠁿** Change is the only certainty in business. Today that has never been truer, the pace of change in every market has, and is, changing at an ever faster rate. The rise of the web, for example, has created rapid online trading and shopping which has rapidly accelerated change.   How should you respond to change, fast and effectively enough to take advantage of the opportunities they provide, but safely enough to not loose control of your business. We assess risk appetite and how to develop risk profiling to suit your personality and business sector.   Developing your skills using a mentor will stretch and develop your ability to work on your business and present back where your business is sign and why. ### 󠀁[3](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/#)󠁿󠀁[. Where to Grow](https://www.richardgourlay.com/sales-and-marketing-consultancy/)󠁿 [[Every business owner wants to grow turnover, profitability or customer base, but how is the important question.   Where is tomorrow’s growth coming from and how can you access it effectively and efficiently? This step-by-step programme will show you where growth is going to come from and how you can effectively access it. Developing people is about moving them from where they are safe, comfortable and experienced into areas where they are not so comfortable, but need to be to be more successful, to grow.    [⌊mentoring by Richard Gourlay GROW models for leaders to improve their leadership skills⌉⌊mentoring by Richard Gourlay GROW models for leaders to improve their leadership skills⌉[ ### 󠀁[4.](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/#)󠁿󠀁[ How to Make Change Happen](https://www.richardgourlay.com/management-consultancy-services-by-richard-gourlay/)󠁿 Doing what we’ve always done is the natural default behaviour that people fall back into despite best intentions.  Change is always easy to talk about, but harder to actually deliver. Change is always necessary to achieve success. My bespoke mentoring programme enables leaders to create the right changes for their business at the right time. Supporting leaders to  deliver the right results for success.  By delivering my mentoring support to allows leaders to see the impact of each step as they grow and develop their competence as well as their confidence in the decisions they are making. By supporting leadership mentoring for successful leadership over time we can see the impact of step changes as they rollout across your business. This model is the classical Plan, DO, Check, Review. It is not about sudden change. But about planned change, seeing the impact and then seeing the outcomes achieving the goals you want to achieve. In making small changes and reviewing their impact upon people, process and performance of the business. Leaders can understand their leadership style in making change work and succeed.        ### **󠀁[5. ](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/#)󠁿󠀁[Reduce the Risks](https://www.richardgourlay.com/management-consultancy-services-by-richard-gourlay/)󠁿** Taking your business from where it is today to where you want it to be tomorrow is essential to keep your business competitive and successful, but change involves taking risk. My bespoke mentoring programme reduces business risk by evaluating and balancing the risk factors effectively. Each step is focused around making sensible proactive decisions which have been tried and tested.  ### **󠀁[6](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/#)󠁿󠀁[. Mentoring Works for Leaders](https://www.richardgourlay.com/mentoring-leaders-to-succeed-in-business/)󠁿** Taking the risk out of your business success is all about taking small, simple but highly effective steps which move your business where you want it to go. I have designed the mentoring programme to fit every type of business. By size and sector and at every stage of its development.  Mentoring is about support and advice. Mentoring provides a neutral, experienced and challenging advisor who supports leadership mentoring for successful leadership. ### Leadership mentoring for successful leadership My bespoke mentoring programme is designed with planned interventions. From bi-weekly to monthly sessions, with action planning built around developing the leaders whole skillsets.  Like to know more about leadership mentoring for successful leadership? Then get in touch to discuss your needs click here: [Contact Richard Gourlay](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/#) The post [Leadership Mentoring for Successful Leadership](https://www.richardgourlay.com/richard-gourlays-leadership-mentoring-creates-successful-leadership/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## How to create an effective workplace learning culture - Link: https://www.richardgourlay.com/creating-an-effective-learning-culture/ - Published: 2026-03-06T14:32:34+00:00 - Author: Richard Gourlay The post [How to create an effective workplace learning culture](https://www.richardgourlay.com/creating-an-effective-learning-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ![](https://www.richardgourlay.com/wp-content/uploads/2026/03/Train-People-819x1024. jpeg) In today’s workplace an effective learning culture is not a “**would like to have**” it is becoming a **“must have” **to successfully compete for many businesses for both talent and customers.  A learning culture creates not only a better place to work, but also reduces key staff turnover, while driving productivity and growth. This is why workplace learning is at the top of the do list in 2026 for HR managers and L&D directors.  The importance of developing an effective workplace learning culture today’ has never been more important to leadership teams or more able to be delivered.  Let me share a few thoughts about why and how this can be achieved. ## **The Challenges for L&D in 202**6 The Workday Global Workforce Report identifies key HR’s challenges for 2026 Many still view HR through lenses of hiring or firing role, but today its value is in helping shape an organization’s workforce for success both now and in the future. Modern HR and its L&D professionals are data interpreters, change facilitators, and advisors, connecting people strategies with business outcomes. Their work is a driving force in how effective companies are at adapting to rapidly changing markets and emerging opportunities through people development. * **Talent acquisition and retention:** Attracts talent to not only fit current roles but also support future growth, while creating an environment that motivates employees to stay and build careers. Workday global workforce report * **Keeping pace with rapid skills evolution **Udeny 2025 Global learning skills trend. * **Making Learning Strategically Effective – **Does learning make a tangible difference to the organisation results * **Integrating New learning Wisely **– 94% of learning leaders see digital learning as central to their strategy – Elucidat Digital learning 2025 **Delivering personalised learner centric experiences **– engagement needs to be a key focus for learning and measured  ## **Attracting and Retaining Top Talent** The CIPHR report from 300 companies in January 2026 reported their biggest challenges: that 85% of companies report skills shortages, 87% reported struggling to find the right talent and 79% reported building capable managers where major challenges. Skills Shortages [[ | Struggling to find talent  | [[ | Capable Manger Challenge | [[ Today’s top talent expects competitive pay and benefits but also meaningful work and connection to the organisations forward strategy. Being engaged from the start is now the expected normal. This trend originally documented by Dan Pink’s in his research on motivation at work called [Drive](https://www.ted.com/talks/dan_pink_the_puzzle_of_motivation) defines the new way today’s employees look at employment opportunities. Employees perform when they are left to develop mastery of their subject. That culture shift leads towards ROWE work environments (Results Only Work Environments). Which many companies now adopt headlined by global brands Facebook (Meta) and Google.  That means that LD need to develop employee retention and engagement within the workplace for earlier, than was traditionally thought.   62% of organizations struggling to find qualified workers, impacting sectors like construction, manufacturing, and health. This gap, which has more than doubled since 2017, is hindering growth, driving up wage costs by billions, and delaying projects. ## **Key Sectors of the UK Skills Shortage** **Impacted Sectors:** Construction (52% vacancy issues), manufacturing (42%), and health/social care (40%) are heavily affected. **Economic Consequences:** Skills shortages are estimated to cost the UK economy £39 billion annually, according to [The Open University Business Barometer 2024](https://business.open.ac.uk/business-barometer-2024). **Root Causes:** Key factors include a post-pandemic rise in economic inactivity( e.g., long-term sickness), an aging workforce, and the end of free movement following Brexit. **Response Strategies:** Businesses are increasing salaries (67%), hiring at lower levels, or struggling to adopt new technologies like AI, [The Access Group](https://www.theaccessgroup.com/en-gb/hr/resources/employee-talent-skills-development-skills-shortage/) notes. **Future Outlook:** Skills England is being established to address these gaps, with projections suggesting 20% of the workforce could be under skilled by 2030, according to Grant Thornton UK. ## **Attracting and Retaining Top Talent** Workday Global Workforce Report 2025 shows that are losing top talent. 75% of industries are experiencing voluntary turnover of high potential employees.  | Voluntary Turnover of High-Potential Employees 75% | [⌊75% of companies loosing voluntary High Potential Employees⌉⌊75% of companies loosing voluntary High Potential Employees⌉[ That talent drain holds companies back, while driving wage inflation and slows company growth. This talent loss reduces organisation’s ability to grow and develop. The big challenge is that employees are not just going to the competition. Research shows that talent is not just going to direct competitors over 40% of it is moving across sectors.This gap, is hindering growth, driving up wage costs by billions, and delaying projects. ## FOMO to FOBO Why are key people leaving companies? Well pay is not the highest factor for employees today. You’ve heard of FOMO – FEAR OF MISSING OUT has a new L&D big brother FOBO. The McKinsey survey 2025 identifies that 45% of employees are worried by FOBO, affecting mainly younger employees with digital skills and outsourcing.  FOBO or the **Fear Of Becoming Obsolete**, is now identified as a key driver for skilled people to move to better development and opportunities. FOBO means that while we all know that the grass is NOT always greener on the other side of the fence, employees today are not taking the risk in missing out. Employers at the cutting edge of any sector are drawing in talent like never before. Today, AI investment is the buzz that is driving not only investment but also drawing people into this new world.  AI is being led by companies with cultures that enable employees to be more engaged, more focusing on continually learning. ## **Build Competitive Advantage: Attracting and Retaining Top Talent** Companies today are struggling to build and sustain competitive advantage. Loosing good people due to FOBO is hugely damaging and for L&D and yet The Workday Global Report also points out that 94% of employees would stay at a company if it invested in their learning.   | 94% of employees would stay at a company if it invested in their learning. | [[ UK employer investment in training fell to £53.0bn in 2024, a significant decline from £59.0bn in 2022 and down 18.5% since 2011. Expenditure per employee correspondingly dropped to £1,700, a 29.5% decrease since 2011, making it one of the lowest levels in over a decade. While some of that decline is a shift to online learning rather than in person learning, many larger public sector organisations have pulled back on investing in their people. The Learning and Work Institute reports that around 40% of employers offer no training at all. According to the Workday Global State of Skills report, the majority of business leaders are worried about skills shortages in the next three years. Only[ 32% believe](https://forms.workday.com/en-gb/reports/workday-global-workforce-report/form.html) their organizations currently have the skills they’ll need in the immediate future. [[ Only 54% of leaders have a clear view of the skills within their organisation.   That is a major issue in competitive global markets.  [[ With that snapshot now in your mind this is why building a learning culture within your organisation really matters. ## **Benefits of An Effective Learning Culture** What are the benefits to having an effective learning company? Creates improved performance  There are many benefits in creating an effective learning culture, here are just 6 that make the point so well-  * ** Innovation:** They are **92%** more likely to innovate. * ** Profitability:** They are **17%** more likely to be a market leader.  * ** Skills:** They are **58%** better prepared to meet future challenges. * ** Time to Market: **They are **34%** better at responding to customer needs. * ** Quality:** They have a **26%** greater ability to deliver quality solutions. * ** Productivity:** They enjoy **37%** greater employee productivity. Other key metrics which companies with a learning culture consistently delivers. They have on average 59% lower costs of recruitment and retention  Absenteeism is around 40% lower. And 72% Higher employee engagement  Source The Access Group  So how do organisation start to develop a learning culture? ## **First Steps Towards Creating High Performance Company** * High-performing companies are shifting their focus from roles to capabilities. * Mapping Critical Skills rather than job titles * Creating clear progression pathways to retain and develop talent Organizations that fail to plan for future workforce needs often find themselves reacting to crises instead of leading through change.  Most HR leaders recognize the criticality of better and more holistic planning, but [Gartner reports](https://emt.gartnerweb.com/ngw/globalassets/en/human-resources/documents/three-steps-to-initiate-a-strategic-workforce-plan.pdf?_gl=1*bb7xkb*_gcl_au*MjAxNzMwNzc4LjE3NTE2NTcwMTYuMTUzNTE2MTIxNi4xNzUxNjU3MzQwLjE3NTE2NTczNDA.*_ga*OTY4Mjg2MDU4LjE3NDI5Mjg1Mjg.*_ga_R1W5CE5FEV*czE3NTE2NTcwMTQkbzMwJGcxJHQxNzUxNjU3MzQyJGozNCRsMCRoMA..) that today only 15% are engaged in it at a truly strategic level.  Making it an HR priority and planning effectively in collaboration with other stakeholders across the company will be a strategic differentiator in the future, both for optimizing budgets and resource allocation and for retaining top talent that drives performance. By forecasting demand, analysing skills inventories, and running scenario planning exercises, HR leaders can align their company’s people strategy with long-term business goals. **The question for 2026 is no longer:-** **         “How do we recruit better people?”** **It is:- ** **         “How do we build and protect the skills our business depends on?”** Creating a learning culture is a competitive advantage not only in winning the right new talent into a workplace but also in retaining it. A learning culture creates and sustains a competitive advantage in the workplace. Requires a clear vision and support from the leadership team to make it happen. Understand the benefits from doing it and the risks from not adopting it. Develop a whole team culture to make it work.  ## **L&D Creating an Effective Learning Culture ** A true continuous learning environment isn’t created by hanging motivational posters or offering the occasional webinar. It’s baked into daily workflows.  Hallmarks include: **Provide company wide learning **– developing everyone simultaneously – move the whole not the few **On-demand, ongoing training:** Learning is accessible anytime, not relegated to annual workshops. **Microlearning integration:** Short, focused bursts of training that fit naturally into busy schedules. **Leadership advocacy:** Leaders model curiosity and growth, encouraging teams to follow suit. **Engaging Content – **Genuine learning not simply tuckbox compliance with pathway options towards specialisations Modern LMS platforms can help address these challenges by making learning more flexible and accessible. Quick, ongoing updates and bite-sized training modules transform the experience — shifting from overwhelming to manageable. The post [How to create an effective workplace learning culture](https://www.richardgourlay.com/creating-an-effective-learning-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## How to Make Mentoring Effective in your Workplace - Link: https://www.richardgourlay.com/making-mentoring-matter/ - Published: 2026-02-04T17:01:47+00:00 - Author: Richard Gourlay The post [How to Make Mentoring Effective in your Workplace](https://www.richardgourlay.com/making-mentoring-matter/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) Mentoring is a long-term collaborative and confidential relationship where an experienced individual (the mentor) provides guidance, knowledge, and support to a less experienced person (the mentee) to foster their personal or professional growth. It focuses on building confidence, enhancing skills, navigating transitions, and empowering the mentee to develop their own solutions, rather than just providing answers.  Making mentoring matter in business creates a strategic competitive advantage. That overall objective of empowering the mentee to develop themselves through guidance is ultimate measure of a successful mentor. Making mentoring effective in your workplace takes several key cultural and skillsets to make it effective. ## **Effective Mentoring** [Making mentoring matte](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/) r inside an organisation requires a culture of mentoring to be built within the organisation. Mentoring can create problems inside a vertically structured business as it develops new lines of communication often across, through and outside traditional business structures. Dotted lines of communication and support can threaten traditional structures of command and control.  To make mentoring effective it must be a strategic decision. Led from the top to move those traditional vertical lines of command and control to a newer often called networked structured models of leadership support. Making mentorship effective typically consists of several key components. Successful mentors have to be good listeners, not just to hear the problems mentees are facing but also to understand the backgrounds and perspectives that have shaped and formed mentees experiences. Buying into mentees, seeing their potential and learning how to share stories and experiences is central to making a good mentor. Mentee to mentor matching is therefore a vital skill, knowing why a mentor was selected to be paired with a mentee provides not only confidence but also clarity of the overall objective of the mentoring programme. Good mentors should be clear to understand what mentees long-term goals are and how they see the mentor assist them towards achieving them.  That can be career goals, or skill and experience goals.   Effective mentoring always starts with good matching that builds a good mentoring relationship. That does not mean simply getting on or having some shared interests, but in mutual respect that enables and challenges both mentor and mentee to grow as people. A relationship that can open up both parties and evolve over the long- term. ## **What mentoring does for the mentors** [Mentoring i](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/) s not just for mentees. While it is their outcome that matters as a measurable result of mentoring, there are several reciprocal metrics which are as important in soft skills metrics in modern organisations.   The McKinsey’s S7 model of hard S factors, Strategy, Systems, Structure is now matched by soft S factors in Style, Staff and Skills. It is today that soft skills is where the biggest competitive advantage can be seen in organisation development. Mentoring, the style of supporting staff with skills is very much driving how shared values are being disseminated through, across and into a business today.     **McKinsey S & Model** ![McKinsey S7 Model by Richard Gourlay](https://www.richardgourlay.com/wp-content/ uploads/2026/02/McKinsey-S7-Model.png) For mentors learning about different people’s challenges within the business, from departments, backgrounds and generational experiences all open up new learning for even the most experienced mentor.  Working with the next generation of professionals creates new challenges especially in a mentoring relationship. It is not command and control, or even a direct line of authority but one built upon mutual respect. For many mentors it is an excellent opportunity to develop softer leadership skills and to use their know-how, valuable networks and experiences to shape new people into the company. Giving back is also a powerful motivator for many mentors, a chance to use their experience to grow new talent. ## **Successful Mentoring Framework** To achieve a successful mentoring programme there are four key P’s Framework. which provide the foundations of any successful mentoring programme. These successful foundations are the definition of where any mentoring programme designer should start. The first P in the framework is a clearly defined PURPOSE. This should ask the question why are we mentoring someone? What are the meetings and possible structure for?  Both parties should clearly define the mentee’s specific goals, challenges and expectations. The purpose of the matching mentor to mentee should identify what the mentor offers the relationship in resources, connections and relationship building.   The second P covers PREPARATION. For a good mentoring programme both parties need to prepare, putting their respective and matched agendas together. From identifying initial goals, both some quick wins as well as longer development goals, from the mentee though to mentors identifying possible mentoring paths of support. Mentors need to prepare deeper questioning on key topics and what experiences to share to make key points.   The third P is PARTICIPATION. Mentoring is a long-term, often monthly arrangement, it is distinctive period but requires ongoing participation and commitment. Do both parties really value it? Participation is therefore essential form both sides, seeing it as important. Being present, having an agenda, venue, active full listening throughout, ensuring notes and action plan are made and followed through. The fourth and final P is POSSIBILITIES. The outcome from participation is that the plan of possibilities from the initial plan to the evolving roadmap of the mentoring programme is mapped out in detail. A good plan exploring all possibilities and in priority format to achieve the original goals is essential.    ## **Mentoring Challenges** Mentoring starts as a good idea, and many people volunteer especially is the sponsors are Senior Leadership Team led. But for many mentors there is little training on how to make mentoring work.   Mentoring often fails because the mentor does not know how to set up their role as a mentor.  Meetings can end up being chats and moans if not structured. They become nothing more than a nice to have with little progress and experience story- telling by the mentor if the mentor does not know how to structure their support. The 5C model of problem solving is useful here in creating high-value mentoring programmes.  ## **The 5 Cs Problem-Solving Model for mentoring** This framework provides structure for successful mentoring conversations: 1. **Challenges**: Identifying and defining the specific difficulties the mentee is facing.  2. * Think **SMART **goals not “better at wishes” 3. **Choices**: Exploring various paths or options available to address the challenges. 4. * Create several options and scenarios routes 1,2,3 to support mentees   5. **Consequences**: Discussing the potential positive and negative outcomes for each choice. 6. * Change shapes and reshapes people and relationships, make sure that mentees have a wide base of skills for any new role or relationship.  7. **Creative Solutions**: Brainstorming novel ideas, with the mentor sharing experience to offer new perspectives. 8. * Bringing new ideas and researching all possible options should be discussed and evaluated with mentees with consequences and requirements in commitment fully discussed. 9. **Conclusions**: The mentee makes a final decision and commits to specific next steps. * It is always up to the mentee to make the final decision and to make the first step. Mentoring moves at the pace of the mentee’s movement. These 5C’s help mentors become effective mentors, and provide the structure to making mentoring matter. [ Get in touch here today to learn ](https://www.richardgourlay.com/contact-richard-gourlay-today-using-this-contact-form/) more. Like to know amor about mention then see theses links:- > [Director Mentoring 6 Great Reasons to Be Mentored by Richard Gourlay](https://www.richardgourlay.com/6-great-reasons-to-be-mentored-by-richard-gourlay/) Learn more about Mentoring by Richard Gourlay here:- Richard Gourlay Mentoring Get in touch below to discuss your needs:+ Please enable JavaScript in your browser to complete this form. Please enable JavaScript in your browser to complete this form. Name First Last you? Telephone help Email Email Confirm Email Telephone Number Customers telephone number How can I help you? How can I help you with your business or leadership skills? The post [How to Make Mentoring Effective in your Workplace](https://www.richardgourlay.com/making-mentoring-matter/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## How to create a high performance team that delivers results - Link: https://www.richardgourlay.com/creating-a-high-performance-work-culture/ - Published: 2026-02-03T17:31:01+00:00 - Author: Richard Gourlay The post [How to create a high performance team that delivers results](https://www.richardgourlay.com/creating-a-high-performance-work-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) In today’s competitive business environment, building a high-performance team culture is essential for sustained growth, innovation, and customer value. Such a culture encourages people to think creatively, challenge accepted practice, and pursue continuous improvement. Leaders play a critical role by setting clear expectations, modelling the behaviours they want to see, and creating the conditions for people to contribute with confidence. When done well, a high-performance culture unlocks the workforce’s potential and strengthens the organisation’s ability to deliver outstanding results. So, how to create a high performance team that delivers results? A high-performance culture extends beyond leadership alone. It reflects an organisational ethos in which every individual is committed to achieving excellent results, improving how work is done, and contributing to innovation. The hallmarks of this environment are clarity of purpose, shared standards, psychological safety, disciplined learning, and a relentless focus on customer value. ### Purpose of High Performance Teams For any leader, establishing a high-performance culture is not an instant act but a deliberate strategic endeavour. It requires creating, nurturing, and sustaining an organisational climate where excellence can thrive. The underlying purpose—the“ why”—is to build a culture that delivers measurable benefits for the organisation, its people, and its customers. This takes time, commitment, and energy, but the long-term value justifies the investment. The rewards of fostering a high-performance culture include stronger innovation, improved profitability, better market positioning, greater customer acquisition and retention, and stronger talent retention. As Dan Pink argues in _Drive_, motivation rooted in mastery, autonomy, and purpose depends on a robust supporting culture. Without that foundation, these motivational drivers cannot reach their full potential. In essence, cultivating a high-performance work culture is an essential strategic priority that yields long-term organizational resilience and success. ### **󠀁[Leading by Exampl](https://www.richardgourlay.com/leadership-development-skills-by-richard-gourlay/)󠁿e** At the forefront of any environment of excellence is the leadership’s vision. A vision explains why we are creating a high-performance culture. That starts and ends with the leadership’s actions in everyday behaviours. Are they walking the walk or just talking the talk?  Leaders must create the right environment for a culture to exist. Leaders must focus on developing the “How do we do this better” questioning while creating a [safe space](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/) for people to try, and that starts by asking awkward, uncomfortable and challenging questions.   To get better we must break what we have always done.  Not accepting the ‘good enough mentality’ or ‘it’s not costing us anything to keep it as it is’. The other major danger leaders’ face is letting a committee acceptance approach to retain the status quo. Ask the importance question ;does everything we do add value to the customer?” or “Can we find new ways to add value to our customers?” Is a better question! As is; “What do you think we should do differently to be more valuable to our customers?” This mentality creates an engaged workforce that challenges them to not only try but feel safe in looking for new ideas.  ## Leadership’s Role in Performance High-performance cultures begin with leadership clarity. Leaders must define what excellence means, explain why it matters, and demonstrate the standards they expect through their everyday behaviours. A compelling vision only becomes credible when it is reinforced by consistent action. Effective leaders also create the conditions for people to ask better questions. They encourage teams to challenge ingrained habits, test assumptions, and ask whether each activity adds value for customers. The aim is to move beyond “good enough” and build a culture in which improvement is expected, supported, and valued. #### High Performance Team Culture To create a high-performance culture, people must be continually learning so that continuous improvement becomes part of everyday work. A learning culture includes formal professional development, informal learning, mentoring, and peer support. These elements form an essential pillar of an environment of excellence and reflect Dan Pink’s emphasis in _Drive_on autonomy, mastery, and purpose. The key leadership task is to create a positive, challenging environment where people feel safe to question themselves, the status quo, and limiting assumptions about what is possible. That challenge builds a growth mindset by asking where the organisation can improve its capability and capacity. Supported by a clear vision, this mindset sustains the drive to become better and defines what truly makes a high-performance team. ## High-Performance Team Culture [⌊High Performance Team ⌉⌊High Performance Team ⌉[ ## **Trust Matters** in High Performance Teams A growth mindset is built upon doing the right things consistently. From believing in others intentions, to let them look beyond what we currently do, through to creating an emotional safety within their organisation that fosters integrity and responsibility. Leaders must enable a safe fail learn faster trusting mentality, that rewards people who try and learn rather than those who play it safe or look to shame those who fail. Giving accountability over to people to try something new and developing feedback to enable fast learning rather than running away from early failures.  That emotional safety is a cornerstone of a high-performance culture. As Steve Jobs famously said, “There is no point hiring the brightest people and then telling them what to do? ## **Trust, Feedback and Learning** A growth mindset depends on trust. People are more likely to innovate, take ownership, and learn quickly when they feel safe to try new approaches, discuss failure honestly, and focus on improvement rather than blame. Feedback is central to this process. Excellence-driven organisations create open feedback loops through discussion, project review, pilot testing, process improvement, mentoring, and peer learning. The purpose of feedback is not criticism for its own sake, but the constructive challenge required to improve performance. Learning must therefore become part of everyday work. Formal development, informal coaching, mentoring, and shared problem-solving all help teams build the capability and confidence needed to sustain higher standards. ## **Support** and Accountability An environment of excellence is underpinned by a continued support for others. From being available to walk the walk around the whole team, through to r[esource provision](https://www.ukfinance.org.uk/mentors-me/organisations/cowden) and [mentoring ](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/) through to the essential leadership role of being a resource provider.  [Supporting cultures](https://www.richardgourlay.com/richard-gourlay-mentoring-leaders-supporting-business-leaders-succeed/) are enablers and sustainers of an environment of excellence which underpins high performance. A culture of supporting is linked to the overall vision and capability creation enabling individuals and teams to perform to new higher standards. Support in resources is not just financial, although that is important but also in ideas, emotional engagement, in having time to listen and understand as well as connect people to the right resources.   ## **Managing Resistance and Sustaining Change ** Change often creates resistance, from open challenge to passive non-compliance. Leaders should treat resistance as information, listening carefully to concerns while remaining clear about the direction of travel. Addressing uncertainty with practical steps, visible behaviours, and consistent communication helps reduce fear and build engagement. Sustaining change also requires leaders to recognise and invest in positive behaviours. Time, attention, and resources should be directed towards those who are helping the organisation move forward, while ensuring others are supported to meet the required standards.Leaders Must Focus ON Excellence While many leaders over focus on those underperforming an environment of excellence requires leaders to shift their mindset away from under performers to those who excel at making change.  **“Don’t reward failure with your time, reward good behaviours with your time and resources”.** Investing your time and praise for those going in the right direction is the right messaging inside any organisation. While initially seen as counterproductive to good management, deal with under performers it works to spend time working with those who get it to pull and nudge those who should get it to make the move. This not only drive the environment towards excellence. Not only that but is far more rewarding and less energy draining.   ## **Leading by Stepping Back** To deliver a high-performance culture we need an environment of excellence, but that is not singularly down to the leadership team. Creating champions across and throughout the organisation creates a team effort in delivering results. Engage employees to construct it, find champions from early adopters, create champions of change for each stage of your development of the environment, so that you have a team effort and cohorts of people who are part of the solution which they can shape and drive.  Leading from the back can only happen when champions are in place, and leaders can step back and see what is happening and where they need to concentrate their efforts and resources. If a leader only leads form the from then they often miss what is going on behind them.  ## **Stepping Back to Sustain Excellence  ** A high-performance culture cannot depend on leadership alone. Organisations need champions across teams who can shape, support, and sustain change. By engaging early adopters and creating shared ownership, leaders build momentum that extends beyond formal authority. Stepping back also gives leaders perspective. It allows them to monitor progress, identify barriers, pace change effectively, and focus resources where they will have the greatest impact. Leadership is not only about directing from the front; it is also about creating the conditions in which others can lead well ## **High Performance Team Culture** Creating a high-performance team culture starts with a clear vision and is sustained through trust, learning, feedback, support, and accountability. The goal is to build an environment where people are confident to challenge, improve, and pursue excellence in everything they do. For organisations seeking higher performance, the challenge is clear: define excellence, model it consistently, support people properly, and create the conditions in which teams can deliver their best work. Like to know how we can support you create a high performance team culture, then get in touch below. The post [How to create a high performance team that delivers results](https://www.richardgourlay.com/creating-a-high-performance-work-culture/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## What Makes Strategic Selling Successful - Link: https://www.richardgourlay.com/why-strategic-selling-succeeds/ - Published: 2024-10-18T13:58:50+01:00 - Author: Richard Gourlay The post [What Makes Strategic Selling Successful](https://www.richardgourlay.com/why-strategic-selling-succeeds/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ## Strategic Selling A good business is based upon a clearly defined business strategy.  Strategy is the central or macro plan for any business. It the fundamental overarching plan which everyone inside the business is pulling towards.  A business with a clear strategy in place knows where it is aiming for in its market sector. That clarity and purpose enables it to build a culture to support that. A key element of a successfully designed business strategy is that it translates into a clear sales strategy. That is the definition of successful strategic selling.  ## **Sales Strategy What is it?** A sales strategy sets out clearly what the business intends to achieve and how.  Rather than just setting out a simple cold and unexplained turnover goal, a raw number, it defines the market you are in. A coherent sales strategy combines a set of strategic metrics which build to a complete set of outcomes. A sales strategy is a clear direction to take for all business activities. It identifies: – * The structure and make-up of the market you want to succeed within. * Key major market drivers – what’s driving market’s existence and development. * Market dynamics – what’s setting the pace of change and evolution of a market * The profile of the major market players and their position in that market. * And ultimately the optimum customer profile for your target audiences.   Strategic selling is a sales framework that firstly identifies the market structure that you are operating within. While that sounds obvious, it provides that clarity of purpose that involves everybody within the entire company Ensuring that everyone is pulling in the same direction at the same time, a clear sales strategy unites a company behind the strategy. A sales strategy is not just for the sales team, it is for every department to be aligned with. It enables a sales team to build companywide cross-department relationships with multiple-decision makers in a potential customer’s organisation. It creates a buyer-orientated approach that focuses on the value the entire solution provides to the whole customer. This contrasts to transactional selling which focuses on just the product itself.  ## **Strategic Selling in B2B Environments ** Strategic selling it is particularly effective in B2B sales environments. This is where there are often multiple decision-makers coming from different departments that engage with the company. It moves selling from a salesperson’s role to a company wide responsibility.   Strategic selling aligns the company towards the entire customer’s needs and expectations. An average customer decision typically involves seven people, all from different parts of a business.  Each potential customer comes with a set of unique specific needs, budgets, and decision-makers all in the mix. That’s why a well-defined sales strategy is essential to target and support winning over all the decision makers within target company.   ## Long-term Success Strategic selling is focused on creating long-term, mutually beneficial relations with target customers. It breaks down complex sales processes into simple actionable steps which evolve as the partnership with each client develops. While traditional selling focuses on the narrow and immediate benefits of the product, strategic selling’s emphasis is on the complete value it provides to the customer over a long period. Strategic selling is mainly applicable in B2B organisations where there is a high value stream relationship. Often there are multiple decision-makers and an evolving relationship or partnership between the two companies.  Selling strategically is therefore a business culture tailoring the product and or service that gives the optimum solution to all these problems.   ## **Strategic Selling Approach ** A strategic selling approach requires a good understanding of the market and who the key players. That knowledge also identifies who will resonate most and align with your brand best. This market alignment is fundamental to strategic success. Prioritising and focusing resources on target customers and their value streams. Where a company can add value is where they might positively respond and engage with you. It is an essential to understand behaviour traits, and as identified above, what is driving their sector within a market. This is where customer competitor assessments identifies opportunities for possible company entry. Even if it is no clear opening or immediate need for your product entry.   A company market entry strategy is an approach that focuses on building alignment rather than peddling product. We align with and understand the target client landscape and strategic challenges they are facing before trying to sell. Learning how we can work with them to resolve them, putting us in the driving seat in their solution search.  By developing a tailored and even joint solution, we skew or even actively remove the competition from the equation. The most obvious point is where a target customer wants to move into a new venture, or market area. That opens an opportunity to develop an entry strategy with a partner. This can be undertaken either as a joint venture or as their preferred partner. This locking in is the most obvious model. For strategic selling it can at any level of development of the target customers business evolution. Whether that be scaling up, service evolution, cost reduction, adding new value; the opportunity is there if a strategic selling culture exists.    ## **Classic Drivers Customer Change** **Growth:** The target customer is essentially aware of the desire to grow within a market or segment. Where their existing model is not suitable or competitive enough, so they will look at alternative models to get growth within their market.  **Problem Solving:** The target customer has an issue, or an underperformance with their existing model. This is where they maybe open to new ideas and solutions. This is where they are researching how do something different to remove know pain points.   **Passive Observation:** Here the target customer does not see a performance gap between what they desire and the reality, but they are aware that change is happening and potential for their position to become eroded opens doors for possible exploration of new approaches.  ## **Key Elements of Strategic Selling ** The key elements of strategic selling start with developing a strategic mindset by the leadership team. That clarity of purpose and position within a market, typically a developed or mature market, where there is a structured market with major players either in place or emerging. Without that foundation stone strategic selling is unlikely to be achievable. ## **Win / Win / Win Culture** Strategic selling identifies the triple win culture (Win / Win / Win), the customer wins, you win and the relationship between the two companies win. This triple bottom line is at the heart of strategic selling. It builds multi-level relationships across the target customer, a collaborative sales process involving identifying and removing the customer’s pain points with them and finally uncovering the real value of the relationship of the partnership with them. ## **Decision Making Unit and Process** The second key element of strategic selling is that it involves working throughout the entire decision-making unit (DMU). This shift moves selling from a 121 narrow transactional engagement, the traditional selling model, to one where the entire DMU are identified and actively engaged throughout the sales process. That really means not just for the sales period but as part of developing a long-term relationship with them. Understanding that while other stakeholders may not be actively engaged in buying but are in the decision-making process of whom the business works with, and what criteria buying decisions are made upon is vital for successful strategic selling. The second element here is for any target customer to know their Decision-Making Process (DMP) how do they buy? No two companies have the same process, in steps, time and people engagement. If strategic selling is going to be successful then it’s not just about the people but the process they go though, step-by-step and language they use which you need to know inside out. How do they score and decide? Who has what influence over whom and when? In simple transactional selling the decided decides but in complex B2b sales there are multiple voices and different levels of power and influence which the decider must engage with and respond to. If many cases the decided is there to sign-off on a decision rather and make it. ## **Customer Centric Approach ** This then leads to the third key element of strategic selling, implementing a customer centric approach. Meeting the unique needs of that customer, tailoring existing processes and sales approaching aligned with the customer priorities and needs to enable them to achieve their goals. The final part of this element is an on-going relationship. Not just a engage when selling approach which is the definition of transactional selling. Strategic selling continually engages and aligns with the customer. This is why it works most effectively with emerging and maturing markets and large players within it.      ## **The Personalised Sales Strategy for each Target Customer ** Strategic selling’s key output is the personalised solution which is presented over time to the target customer. It highlights firstly good alignment between the two companies and the measurable impact it will make to the target customer enabling them to achieve their short and long-term goals.  The win/win/win mentality should be at the heart to the solution, identifying how your USP’s could with your approach will solve and add value throughout the target customers’ business.  ## **Strategic Selling Solution ** Strategic selling solution focus’s a whole company approach tailored to the target customers’ needs, addressing all stakeholder concerns and how you will support the customer throughout the relationship. In complex B2B markets an effective solution highlights the key must have elements that the target customer has identified to you. While also focusing on the ongoing relationship and the next stage development of the relationship.  That move from a transactional relationship to strategic selling involves the whole team engagement and long-term often multiple project and product development. This creates a strategic alignment between the two companies develops within a market segment.  An effective solution highlights these elements and draws in the entire strategy not just the immediate product or service in question.  ## **Strategic Selling Summary** Strategic selling is a clear business strategy. It relies upon developing a culture of long-term relationship building with large complex companies in maturing markets. Targeted customers ideally need to be in the early adopter or early majority element of the market where the value-added elements can be easily identified.    Engaging with target customers must be undertaken throughout the company. Not just at the buyer selling point but from top down and throughout the decision-making unit. Identifying not just immediate needs, but longer-term strategic goals and target customer development plans, identifying stakeholder needs and value requirements in the partnership.  Once this is undertaken the presentation back to the target customer must reflect strategic goals as well as immediate quick wins. This is most effectively when seen as a multiple step or phase building programme, often by finding the door opener and trust builder before trying to move into the longer and more significant purchasing phases. Always focus on the value-added in the joint relationship and lifetime value which will out compete any transactional relationship that transactional competitors can offer.    Like to know more then get in touch with Richard Gourlay here. The post [What Makes Strategic Selling Successful](https://www.richardgourlay.com/why-strategic-selling-succeeds/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## In Business Growth is not always Good Growth! - Link: https://www.richardgourlay.com/in-business-growth-is-not-always-good-growth/ - Published: 2024-10-10T10:17:41+01:00 - Author: Richard Gourlay The post [In Business Growth is not always Good Growth!](https://www.richardgourlay.com/in-business-growth-is-not-always-good-growth/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) **Business Growth is not always Good Growth, it can be Bad!** For every business owner growth is the ultimate measure of success, except it isn’t! Not all growth is good growth, and bad growth can have significant negative consequences. Growth is seen as THE measure of success in business. Leaders are measured by what they deliver in results, and growth is the simplest measurement to communicate. Headline results of increased turnover are always eye-catching news but may not be good growth.  Turnover, for turnovers sake, is often the most dangerous result a leader can deliver.  Growth sounds like a good result but not all growth is good. When growth at any cost becomes the sole focus, then leaders open the pandori’s box for the wrong types of growth.  Growth for growth’s sake is a high-risk business move. It sounds great as a headline but often masks what is really going on. The short-term benefits of rapid growth often come with long term consequences for any business. This is the difference between good growth and bad growth, which need to be clearly understood by owners and directors. ## So, what is Bad Growth? Bad growth is unsustainable. It’s a short-term grab that looks good but does significant long-term damage.  Bad growth comes in many shapes such as:- 1. In grabbing market share: buying a low value contract to win a new customer, which reduces margin sets a trend to lower margins. 2. In opening the wrong type of customer: which pulls the business to somewhere outside its marketplace, stretching the brand into different unprofitable places. 3. Over rapid growth by buying market share: with a low-cost entry offer or product which stretches the company’s resources, from financial causing unnecessary debt, to brand stretch damaging brand value to customer and channel trust breakdown. The outcome of bad growth is that it stretches and pulls the company in wrong direction. Pulling a company in a wrong direction, is short-term thinking. If it is recoverable will take time, money are human resources to correct short-term bad growth. But here’s the other key problem that bad growth creates. If we incentives and measure only the growth, then we reward the people who created that bad growth. By giving them rewards and incentives to do more of the same, feeding the bad behaviour.   That creates an empowerment and acceleration off driving growth at any cost and at all costs.     ## Growth at any Cost That growth at any, and all cost, becomes a mantra which often overriders all other business and brand metrics. The first casualty is margins which become eroded, followed by key areas such as investment in new innovative product is sacrificed for cash cows. That in turn leads to brand position erosion as the brand moves from where it was. Which is where its existing valuable customers want it to be. To a new market position, which results in its former customers moving away to new brands.  ## Causes and Solutions of Bad Growth Bad growth is an outcome of poor leadership decision making. When directors, press the green button to go for growth at any cost they are the fundamental root cause of bad growth. Instead they should be developing a clear strategic plan for the business. Identifying a company’s its true value and long-term aspiration must to be laid out by its leadership team.   Clear guidelines of what the business and brand stand for is a must be defined. and protected Growth has impacts and good assessment of the full impact should always be made. If a business outgrows a market growth rate, then how is that being achieved, and what is the long-term impact on the company must be fully understood.   Bad growth is often cheap and easy, but destructive and expensive in the long-term. The classic phrase **‘_there is no such thing as a free lunch’_** should always be at the forefront of leaders minds. Bad growth takes the company in the wrong direction, moving it away from its market position, and most importantly away its existing loyal and valued customers. ## Bad Growth Business Impact As well as driving the company into wrong markets or short-term grab growth, bad growth often also has severe and significant internal impacts. Firstly, on the company’s values and its people motivators. Bad growth does not feel right to employees, demotivating good people and putting strains and stresses on systems and people as they are pulled in the wrong direction.  Often bad growth creates internal conflict as people and systems are set up for good growth in product development, operating systems and customer focused activities. Challenging these, or short circuiting them to override them for bad growth goals creates tension and disappointment, demoting and demotivating even the most loyal employees. Growth is a complicated goal and rarely one where there is easy low hanging fruit. It’s not just about increasing sales or market size; it’s about building a resilient, sustainable, and innovative enterprise.  ## So What is Good Growth? In business good growth is inextricably linked to a sustainable expansion strategy. It must be beneficial to all stakeholders within the business and to its external stakeholders especially its customers and channel partners. This holistic approach that considers the long-term impacts on the company, its employees, and customers. Good growth is led by a clear long-term strategy planning. It creates a steady increase in turnover and profit reflected in market impact of new product and brand position retention and enhancement. ## Defining Good Growth We can all see good growth after it has happened. We see more of the right type of customer for the business. They are spending more and are happy to buy more and more frequently. Happy customers come back and want more of both the same but also products and services which they want to a company to supply.  Good growth is where: – 1. Alignment is strong between all stakeholders: with shared values and brand perceptions work hand in hand in growth planning and delivery. 2. Good growth is sustainable: it is both manageable and self-sufficient in generating products and services which sustain the growth of the business. 3. Ultimately it creates long-term profitability: throughout the business, not short- term growth but long-term profits, such as shareholder value.       The signature of good growth are therefore sustainability, profitability, and alignment with the company’s core values and mission. Good growth reflects the inter-relationship of all these three factors. It’s a type of growth that supports and is supported by the company’s overall strategic plan. ## Benefits of Good Growth Good growth benefits the whole business. Not only does it support long-term sustainability It supports brand reputation, builds and develops customer loyalty, and motivates employees. Good growth is enhancing the businesses whole value as it fits within the brand values and adds to the whole of the business offering. Each off these three elements protects the business from bad growth drivers and practices.   ## Strategic Thinking All decision making starts with leaders focusing on long-term strategic positioning, which comes from a clear vision and strategy**.  **Good growth requires good leadership decision making skills, focused on looking at the whole picture and incentivising and motivating people on long-term strategic thinking. Typically, this is thinking out the business over timescales such as 3 to 5 years, depending upon market rate changes. This contrast with short-term grab thinking, which is often led by short- term grab bad growth habits of one year or less with motivators that reward or override big picture thinking.   Leaders who foster good growth are adaptable and responsive to market changes. Good growth leaders are open to innovation and learning. In bad growth situations, leadership are often rigid, do not listen to feedback from customers and employees that could prevent negative outcomes. The outcome is more important than how they got there. ## Conclusion Good growth balances opportunities with threats to the business. It focuses on the three key elements of alignment, sustainability and profitability. A good growth culture ensures it is aligned with all stakeholder and company needs. It is sustainable so it can be replicated without damage to the brand, its customers and its future and finally it makes money for the business and enhances shareholder value.   Don’t be led by people who over promise to grow your business, especially if they come from outside your sector or culture. If they don’t understand the sector and your market, they don’t understand good growth. Richard Gourlay, experienced management consultant, leadership development and strategic advisor, director and NED to high growth companies. Author of book:- Strategy: The Leader’s Role by Richard Gourlay builds the skills which makes leaders successful in their business. #dumfries #galloway #scotland, #mentor, #castledouglas, #leadershipskills,# NED, #Director. Contact Richard Gourlay Contact Richard Gourlay to discuss your needs. Please enable JavaScript in your browser to complete this form. Please enable JavaScript in your browser to complete this form. Name First Last Email Number you? Email Email Confirm Email Telephone Number Customers telephone number How can I help you? How can I help you with your business or leadership skills? The post [In Business Growth is not always Good Growth!](https://www.richardgourlay.com/in-business-growth-is-not-always-good-growth/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Turnaround Your Business Using a NED: The Garden Rooms Case Study - Link: https://www.richardgourlay.com/business-turnaround-and-growth-plan/ - Published: 2024-10-08T15:08:03+01:00 - Author: Richard Gourlay The post [Turnaround Your Business Using a NED: The Garden Rooms Case Study](https://www.richardgourlay.com/business-turnaround-and-growth-plan/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) **Case Study: Garden Rooms Scotland: Turn**around your Business ![Turnaround Your Business with Richard Gourlay](https://www.richardgourlay.com/ wp-content/uploads/2024/10/A-Garden-Room-Art-Studio-LH-1024x683.webp) A Garden Room ## Turnaround Your Business The owner of a Garden Rooms Scotland approached me to t[urnaround his business](https://www.richardgourlay.com/non-executive-director/). Operating in a fast growing market designing home garden rooms, such as offices and yoga studios; while also still building home extensions. He was struggling to run these businesses. Spending most time running around firefighting and therefore dealing with unhappy customers. To turnaround your business often external advice and active support is essential, here’s why. ## The Situation The owner was trying to run too much at the same time, which put him under: – * Financial pressures: no real financial model and limited systems in place. With little cost management or operating and margins in place, putting continual pressure of the business’s finances and margin impacts.  * Operational issues: with no operating systems in place each project ran differently, which lead to a wide range of quality and complaint issues, including legal disputes. * Quality issues: with staff firefighting onsite with suppliers to get components to site on time, impacting upon delivery times, production and cost and quality impacts. * People issues: of unhappy and unmotivated staff, no one really knowing what they were being asked to do and good staff leaving.  * Ultimately there was little customer focus and significant reactive firefighting, unfinished jobs with a long list of snagging issues to be resolved. ## Our Solution Working with the key people across the business we developed a[ clear business strategy](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/). Developing a culture shift across the business, identifying the businesses core value proposition and a customer focused ethos. This led to a complete process of change and focused team actions to re-invent the business around its core value proposition and improvement plans to redesign out all root cause issues within the business.  Following this process we then developed a customer process map.  This identified every customer value added step and supported the customer through the entire process. With a new marketing strategy also in place we were able to improve: – * Customer engagement and acquisition which led to an improved Average Order Value( AOV) of 55% in one year. * Ownership of issues by frontline staff to get it right for the customer, reducing snagging and issues to a controlled minimum, with everyone pulling together. * The development of product improvement and a full product range to support customer retention and conversion, making the business the dominant player within the target market. * [Mentored t](https://www.ukfinance.org.uk/mentors-me/organisations/cowden)he owner and senior people throughout the entire process ![](https://www.richardgourlay.com/wp-content/uploads/2024/10/20220427_GRooms-117. jpg.webp) ## This Enabled We worked with the owner developing his business and his skills to lead his business more successfully, providing support and guidance throughout. This was supported by clear business planning with the owner with a full strategic and operational business plan in place.  * Clear success goals shared with the team.  * A forward annual business plan covering every aspect of the business.  * Sales goal setting which supported and underpinned the financial plan. * A comprehensive financial and cashflow model to ensure the business is cash positive and profitable for the first time. * The owner was able to positively look at a trade [exit strategy](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/) from this business.  ## Turnaround Your Business Revitalising, recreating or jest evolving your business is an essential requirement to become and keep being competitive within your market. Don’t wait until it is too late. The earlier a business leader identifies they could benefit from a strategic refresh the more options and quicker positive change can happen. To turnaround your business with Richard Gourlay then lets have a chat with [Richard](https://www.richardgourlay.com/business-turnaround-and-growth-plan/Richard@cowdenconsulting.com) [here now](https://www.richardgourlay.com/business-turnaround-and-growth-plan/Richard@cowdenconsulting.com). The post [Turnaround Your Business Using a NED: The Garden Rooms Case Study](https://www.richardgourlay.com/business-turnaround-and-growth-plan/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## The Growth of the Garden Rooms Scotland Business - Link: https://www.richardgourlay.com/the-growth-of-garden-rooms-scotland/ - Published: 2023-02-24T16:17:08+00:00 - Author: Richard Gourlay The post [The Growth of the Garden Rooms Scotland Business](https://www.richardgourlay.com/the-growth-of-garden-rooms-scotland/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) **The Growth of Garden Rooms Scotland** [[ ## ** ** ## **The Growth of Garden Rooms** 2022 was a great year for Garden Rooms Scotland. A Dumfries success story, with business doubling over 2021 as more and more people look to add a garden room to their home.  The success in 2022 was not a one off, the confirmed order book in January for 2023 alone is more than the turnover achieved in 2021.  That success is not just down to a great front of house team’s solution design mentality, or the construction team’s hard work in quality construction. Garden Rooms Scotland provides a whole business solution. So where is the growth for Garden Rooms coming from?      The growth comes not from just a great company but also from several major factors within a market. The growth for Garden Rooms Scotland is no different.  For many established companies’ growth within the outdoor living space sector is significant and is here to stay. Well, at least for the next five years or so if all market projections are to be believed. Why garden rooms are growing, is not down to just one factor, but many inter-related factors which is why growth is not just a blip but a long-term trend for companies set up to maximise this growth market. In response Garden Rooms has built a business to meet that growth curve.  [[ ## ** ** ## **Rising Demand for Garden Rooms** By far the biggest driver for people buying a garden room is in response to the demand for dedicated work from home space. While 2020 may have been the year of remote working due to Covid, it was just the icing on the cake in growth for the garden room market as work from home became the new normal. Demand for garden buildings went up by 500% between January and May 2021 at the height of the Pandemic. But it was not a Covid blip, but an emerging long-term trend. A recent TUC survey discovered that more than 38% of people in 2022 in the UK now work from home at least one day a week. By 2025, it is estimated that 70% of the workforce will be working remotely at least five days a month. The work from home garden office, provides a separate “workplace” replacing the kitchen table worktop. It not only enables people who want to their Zoom conference call in private, but want a permanent workspace differing from their home life.  Modern buildings provide a series of tangible benefits over old refurbishments. From WIFI, heating and cooling, well insulated and functional design the space works for business people. Garden Rooms also provide a steppingstone to work but without the costly time and financial commute for many professional workers.  Garden Room offices also provide a tranquil workspace, looking out at your garden, creating calm and relaxed workspace, within a few steps of your home. ### ** ** ### **Space to Add a Garden Room** In places like Dumfries and Galloway, Cumbria, and Northumberland there is also space around many homes. Not just in rural housing but also in towns where many homes until recently were built with sizable gardens and surrounding spaces. This creates options for owners to utilise their spare space for an additional living or work from home space, either as accommodation or for a dedicated activity, from yoga space, music room to art studio.  ### ** ** ### **Diverse Outdoor Living** Another major factor for many people choosing to add an additional living space is that it adapts what people have saving them having to move to find extra space.“ If only we had a …….” Is solved by installing a garden room. Just the cost of moving home is often as much as adding in a new room to an existing property.  Creating a new modern living space within an existing home is also easier as recent planning restrictions have been amended to favour garden room addition.   Creating dedicated spaces within a garden also creates privacy and can bring a function to a garden as well as a focal point to a garden. Creating a separate functional space brings structure to a garden, adding new functionality to the entire living space without disturbing the existing home.  ### ** ** ### **Cost Effective Extensions** Starting with the cost of renovation, which has risen our of all expectations, due to labour and materials, with materials alone having risen over 40% since 2020. This makes adapting an existing house now significantly more expensive than adding a garden room option. A comparable construction cost comparison makes an equivalent extension typically 25% more expensive than installing a garden room.  Coupled to that many older buildings have significant limitations in adaption. Think of old houses with thick load bearing walls, and limited internal room sizes and the attraction of a bespoke design with modern spacious living spaces, well insulated and quickly erected and the rationale for a garden room becomes self-evident.   [[ ### **Garden Rooms Solution** Designed and built in Dumfries at their dedicated joinery shop, Garden Rooms are designed to be built as modular units which are then constructed onsite.  Bespoke design with innovative solutions Garden Rooms solves people’s living space challenges. Using clever solution such as ground screw foundations and modular construction saves time and money for customers. This makes the time on site shorter and with low impact on existing gardens and customer’s lives.  With two showrooms providing a huge range of garden room solutions, customers can visualise and select the size and features they value most in their new garden room. For 2023 Garden Rooms has added new products and features to extend the range and scale of what can be offered.  Garden Rooms is a business going the right direction in the right market at the right time. To learn about how Richard Gourlay supports and develops successful businesses then contact him by [clicking here](https://www.richardgourlay.com/contact-richard-gourlay-today-using-this-contact-form/) The post [The Growth of the Garden Rooms Scotland Business](https://www.richardgourlay.com/the-growth-of-garden-rooms-scotland/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## What makes A Successful SaaS Business - Link: https://www.richardgourlay.com/successful-saas-solutions-start-with-minimum-product-viability-mpv/ - Published: 2021-09-06T18:39:23+01:00 - Author: Richard Gourlay The post [What makes A Successful SaaS Business](https://www.richardgourlay.com/successful-saas-solutions-start-with-minimum-product-viability-mpv/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ### Successful SaaS Solutions Start with a Minimum Product Viability (MPV) Achieving a successful SaaS Business starts not with a perfectly formed SaaS platform, but by achieving a Minimum Product Viability (MPV) SaaS platform. That is the essential first **must have goa**l for any successful SaaS business. But an MPV SaaS solution is not just a working model: but one that delivers the real value proposition which your SaaS solution promises. The ‘real SaaS MPV goal’ is not often fully understood as to what it must achieve to avoid pre-launch failure for SaaS businesses. Too often SaaS MPV’s are half hearted aspirational **“nice to have** features. Compared to a successful SaaS solution of ‘must have’s’ SaaS solutions. That’s what makes a successful SaaS business, they always start with a robust MPV. Business leaders’ are often told that shifting to a SaaS model ‘**build it and they will come mentality,”** but they won’t come, if you don’t achieve a robust SaaS MPV. You won’t compete within your chosen market.  Just being an online SaaS product does not make your business achieve success. If the SaaS MPV does not actively compete, then it will not succeed. So MPV is often a misunderstood or omitted market entry goal. MPV means your software as a service actually wins target audience customers making you a player within the market. Once you get this right then you can look at your [SaaS pricing model. ](https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/) ## Launching without a MPV Too many companies start trading without achieving a clear MPV. They build it, launch their marketing and sales plan and start trading and hope. But their SaaS fails to deliver to their target audiences. Pressure on SaaS businesses is to get there quickly. That often leads to trials which do not convert. Channel partners do not actively resell, Uncertain customer acquisition plans and confused pipeline management. All resulting in SaaS metrics such as cost per customer acquisition continually increasing. That leads to high burn rates of cash and pressure on leaders to chase customers. Pressure to play catch-up replaces ensuring the SaaS delivers its fundamental goal, that of real tangible value to the customer. The alternative risk in not looking to achieve a robust MPV is that effort, resources and personal energy are lost in developing the wrong elements of the SaaS business. Rushing to market, often means that the marketing and sales drivers forward leaving the core offering behind. This leads to over promising and a confused set of priorities. for the company. Resulting in leaders trying and patch together into a coherent product or service offering. ## SaaS Require Robust MPV SaaS MPV metrics must be clear. MPV must be a tangible goal with a viable product offering. If you take your service online is must do more than just exist. Now I am not saying it needs to be perfect. But a over-polishing a SaaS solution is one of those very dangerous assumptions we will come onto shortly, but simple migration of a product online is not a SaaS MPV.   For Minimum Product Viability to be achieved, a SaaS solution must successfully compete within its market(s). It must win new customers for it to achieve MPV status. Too often the model of lower cost looks good on paper, especially to the accountant, investors and banks. Which is supported by competitor analysis and trend analysis but without any evidence of actually being able to win target segment customers. ### Don’t Hit and Hope with SaaS **The built and they will come mentality **often leads to the knee jerk reaction from companies to offer discounts to customers to gain traction right from the start. The downside of that tactic is that the predicted customer revenue targets aren’t met if you give it away. Giving it away also means that customers do not value your SaaS offering resulting in:- 1. Poor customer quality 2. Low engagement and low retention rates. 3. Poor product development which damages the core SaaS product. 4. False success metrics driving poor service and innovation 5. A SaaS business with short term mindset The other major challenge of giving it away on day one to gain traction is that once the opening price perception is set it is difficult to reset. Initial target audiences are typically early adopters who usually are your target premium customers, they expect certain valuable features within the MPV that tie them in, which if not immediately available mean that they will abandon the SaaS solution. It is also difficult to recover your market or premium market price unless you have large marketing budget to support the opening offer discount.         Measuring MPV requires leaders to not only check it works (and that is never a given with IT) but also that it achieves MPV as an offering. Does it do what it needs to do for the customer.? Does it meet the complete customer requirement of the value proposition? So do not just focus on the pure IT but on the whole v[alue proposition ](https://www.linkedin.com/in/richard-gourlay-932242/?originalSubdomain=uk) to measure the MPV status. Test it with pilot groups, measure not only it looks good, but does it replace what they were doing? If not it needs to do more. ## Over-polishing your SaaS MPV I have worked with several SaaS start-ups and migration SaaS brands who face the eternal problem of over polishing their MPV. Failing to set a MPV goal with a timeline means that many companies keep playing and tinkering with their SaaS product rather than get it out there. The challenge is that everyone has thoughts, features and layouts they want to see, so the more people involved the more the pull and push from 3rd parties to meet their expectations or perceptions. The nature of every increasing committees is to tinker and therefore delay. Continuing to over-polish is a major issue for many SaaS businesses. They ask too many people to review it and each has a view, but continual reviews and tweaks delay the acid test ill it work in teh real world. Everyone has an opinion and no matter how valuable it is the MPV goal must define the MINIMUM, not the optimum or the ideally would like. These should be in secondary releases onwards as upgrades and add-ons. An MPV must to have a launch deadline in place with clarity of what that SaaS will deliver and how it will be upgraded over time to meet specific needs. A soft Beta test launch to a target audience will test and validate the MPV objective, which if you have followed the classic MPV creation model (below) will enable you to get to market with a credible SaaS solution. [⌊SaaS Business model ⌉⌊SaaS Business model ⌉[ What makes a successful MPV? One that delivers the SaaS value propositions’ core elements. When entrepreneurs or leaderships teams are building their SaaS businesses model they must start by thinking through what are the core elements we **MUST HAVE** rather than those we would **LIKE to HAVE.** Those core elements must engage with their target audiences both directly and through whatever channels to market they intend to operate with or through. That MPV, what you go to market with to prove the concept and launch your business with has to contain the **MUST HAVE**‘s that both challenge and disrupt the market your SaaS model is entering, if it is to succeed. So the MPV must be robust, not aspirational. It must do deliver the core value proposition, not be full of we will do this at a later stage. The phrase “You never get a second chance to make a great first impression.” Defines the need for a robust SaaS solution MPV within any market. If it is not robust in delivering those core value proposition elements then it won’t challenge or disrupt the existing players whether they be physical or SaaS competitors. Lets look at how to create a Robust MPV. ## Create A Successful SaaS Business 1a. Firstly identify the success criteria that will indicate whether or not the SaaS solution will be successful 1b. Then identify the business needs of the sector today and over the long-term. ##### 2a. Map out the customer / user journey(s) 2b. Then segment the core user groups (called the actors) 2c. Clarify the journey end point (end goal) 2d. Then mark all actions the user must take to meet that end goal, and then simplify them as much as possible, less is more. 3a. Write down the action the user completes when using the product 3b. Write down the pain points for each action 3c. Write down the gains for each action ##### 3d. Summarise the pains and gains into opportunity statements 3e. Use “How might we” statements or a similar method to summarise the pains and gains you have identified, prioritise and 4a. Use opportunity statements to finalise your core “must have” features and ensure they are built into a coherent MPV model. 4b. Provide a breakdown of the features to include in the product roadmap, identifying each feature element. 4c. Use a prioritisation matrix (or similar method) to prioritise features creating a complete MPV customer journey to build and launch with. 4d. Identify other features to be launched as 2nd phase onwards and use target customer audience or beta test launch feedback to validate these feature in subsequent launches. 4e. Identify Key SaaS metrics including UX, channel partner and disputer effect metrics to measure your MPV launch with. ### **Successful SaaS ** Get your MPV wrong and it is difficult to make a comeback. Understanding your core audience (it may not be big but it must be defined and reachable). Many SaaS MPV are done below the radar, with soft launches to target audiences either directly or through selected or exclusive channel partners to provide validity of model and ensure MPV has been achieved. Going big too soon is often appealing but rarely successful. Think about achieving viability then scaleability with a proven model to solve a tangible issue for a target audience and you are more likely to succeed. Research your target audiences’ specific needs and plan points and ensure that your MPV focuses on delivering the results they need, rather than trying to do too much. Add value and then keep on adding more value is what makes a successful MPV for a SaaS business. [Richard Gourlay](https://www.richardgourlay.com/profile-richard-gourlay-background-experienced-leadership-consultant/) Richard works with SaaS entrepreneurs in developing their SaaS solutions, to learn more and [contact Richard Gourlay click here now](https://www.richardgourlay.com/contact-richard-gourlay-to-discuss-how-we-can-support-you/) The post [What makes A Successful SaaS Business](https://www.richardgourlay.com/successful-saas-solutions-start-with-minimum-product-viability-mpv/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## How to Create A Successful SaaS Strategy & Pricing Model - Link: https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/ - Published: 2021-08-27T12:06:46+01:00 - Author: Richard Gourlay The post [How to Create A Successful SaaS Strategy & Pricing Model](https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) # SaaS Strategy: Where are we now? Back in 2012, I wrote an article (on this blog) about the potential future of business in the internet age, called [The Internet Tsunami](https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/#). Back in 2012 as we emerged from the infancy of the internet I stated that the internet would become a major business channel for all business sectors not just music and insurance. It was no longer a passing fad.  Back in late 1990’s we saw the internet emerge from having been a research tool to something which people could experience through to the dot.com boom of the early 2000’s when money flooded in to this emerging market but the infrastructure and customer engagement platforms were not ready preventing online becoming more than a side show for businesses. So here is how to create a successful SaaS strategy and pricing model for your SaaS business in 2021. After the financial crisis of 2007/8 as the economic bounce-back accelerated change in the economy opening the door to the internet age and it began to take shape. My article in [March 2012](https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/#) suggested that what we were seeing the beginnings of the permanent change across all sectors and markets, it was not just Amazon replacing CD music shopping, but that the world was going to change. So lets look at how to create a successful SaaS strategy and pricing model ### **The SaaS Tipping Point ** Now that the technology tipping point has occurred and it has become the dominant global force in driving consumer behaviour. This paradigm shift is when markets move in response to macro factor drivers. For companies going too early with any trend can lead them to commit in concrete to a technology which leaves them left behind as the internet evolves for example Friends Reunited: provided no interaction and on-going relationship creation, as Facebook found is what makes a successful online social media platform. Go too late, and you miss the market shift and find you have been left behind with disastrous consequences. Comet sold electrical white goods and collapsed with over 20% of the UK market share through its 200 stores, but refused to see the move online for these goods by younger consumers, while Amazon at the time had already achieved 8% of the white goods market with no physical shops.  If you can see a trend you have already missed it.  Once the tipping point in a sector then you are playing catch-up. So over the last 9 years the internet has not just become another channel to market for many goods, it has become the dominant channel for many sectors most noticeably in retail, but is now almost ubiquitous, impacting upon every market.  The ability to take products and services online is now in full force with organisations inventing themselves, reinventing themselves as online (SaaS) business models. For many this is a result of a number of key factors, not least is about keeping up with your customers and the competition. But, other key factors such as the reduction in cost of developing online services, as well as the ability to upgrade services quickly in response to rapidly changing or evolving customer demands are other positive drivers of moving online. ### **Shifting to a SaaS Business Model** Making the shift to go to a SaaS solution is a strategic one, it should be based upon a clear strategic assessment of the market and customer needs and carefully planned out in a detailed business plan.  SaaS is not just moving your products online, going digital. That is an important step but moving to a SaaS solution model it is completely new way of thinking about you deliver, to whom and how. SaaS solutions start by working out what the future will look like and if you can do more online than as you are today. From that strategic assessment if SaaS solution is the way of delivering real underlying value to your future (and current) customers then you need to develop your Minimum Product Viability model to move your business into the SaaS world. Click here to learn more about how to set up a Minimum Product Viability (MPV) by clicking this link here.   ## **Software As A Service – SaaS Solution** Software as a Service (SaaS) solutions are now common across all sectors replacing manually made service offerings. For many businesses replacing, upgrading and being able to compete within their sector requires companies to move to SaaS offerings. Either bespoke designed SaaS from scratch using in-house or outsourced technicians or tailored from white label sector providers. Offering a SaaS solution to a market is not just a shift change in what an organisation offers but a whole new way of thinking. ## First: Create A Successful SaaS Strategy SaaS though is more than just simple a move online.  It requires a different way of thinking from traditional models. The changing nature of customer engagement, moves from the physical meeting to the online engagement, that requires companies to think and act differently. The nature of the service also changes as it becomes totally arms length customer centric. Customers choose when and what they want to use of the service (for example over 2,700 UK people did their tax returns on Christmas day in 2019, with over 30,000 doing them over the Christmas holiday period in 2019), this requires companies to resource supporting users when they need it not when you are open.  Business to consumer SaaS models need to support consumers with planned engagement and support channels as well as developing SaaS loyalty strategies in place to retain and develop customer segments. For B2B SaaS models working across partner channels puts a set of different requirements in place in accessing target audiences through integrated service offerings through integrated software . SaaS behaviours also require business to measure very different metrics to be successful, many of which are new to companies not used to SaaS solutions, but if you do not measure them SaaS will fail to deliver the results you expect.  Here are some of the key areas for SaaS businesses to monitor and drive decision making from. ## SaaS Solutions: Being a Disrupter Disrupting any market requires your SaaS offering to target and penetrate precise target segments and disrupt the existing market.  Focus on measuring the disruption your new offering is causing. Are you reaching your core target audience with your new offering and taking customers from the competition, or protecting your vulnerable customers with you new offering. Disruption is about changing people’s perception and behaviour patterns. So it is important to measure the existing behaviours and their new behaviours using the SaaS solution.  Just shifting your existing customers online maybe a strong defensive strategy if your are the last to move into SaaS, but that is not a disrupter. To disrupt a market you have to do something which changes the game. Changes the structure, the dynamics and the value proposition within the target audience.  ### **SaaS solutions MUST do MORE than just Match Your Off line Offering** SaaS solution need to offer more to customers within their sector. Providing a genuine value-added solution must be designed and built into the SaaS solution. Either at the start or as a planned upgrading rollout plan. If your Minimum Product Viability( MPV) assessment provides compelling evidence of the potential to move online, just migrating offline to online business activities will not succeed. SaaS businesses must find, connect and engage with customers in a completely different way than their offline equivalents, even if they are the same customer base being migrated across by the company. That customer experience must reflect the culture and value which the audiences has and wants to experience for it to be successful. SO SaaS businesses must actively drive engagement, create direct and indirect communities, offer advice and support and actively monitor audience segments value experiences to enable SaaS to add real value to target segments.  Building more into a SaaS solution can be undertaken at low (or no cost) if planned in at the design stage. `Good forward thinking strategically thought out SaaS solutions can design in actual and anticipated customer needs at low or no cost. Building into the SaaS platform forward evolution so that they can evolve in response to customer evolving and emerging demand, overcome competition short-term and long- term responses and to life-time evolution needs. Being able to add in and evolve a SaaS solution to a complete solution is essential so it offers a complete long-term solution, not just a quick fix. That requires several micro launches, (evolutions) to meet theses needs and to enable the SaaS solution to add more value (value proposition).  Measuring why, where and who is using the site for what as well as forums and associated features will tell you the full value you could, should and must offer. Often support functions such as help desks, brochures, technical information, upgrading options and associated activities are always areas where doing more can be seen, but only if you measure them! What about training and certification of users and channel partners, and the whole range of other activities which these intranet offerings can also provide? ### **SaaS Success: Target the Right Segments.     **   Moving to SaaS is not a straight line. Build it and then just sit back and watch customers come onboard, is how SaaS is sold to CEO’s in shifting their business to a SaaS solution. But that is not how SaaS adoption works. Adoption curves matter. So identifying who, why and when segments will move over to a SaaS offering is vital for success. Being able to anticipate and plan around customer acquisition by customer target segment must be planned out and executed in dissectible phases. One major challenge is that the key drivers of a SaaS solution within an organisation may well come from specific user segment(s) within an organisation. Identifying the pain points within a target audience is therefore vital. Who will adopt your technology when is an important element in designing your market entry strategy. ### **Saas Adoption Curve Modelling** Who are the core target segments that SaaS solution should be targeted at?  This central question is often lost in the generic answer everyone! But it is not. SaaS solutions must add value to everyone, but they must be focused on converting target businesses strategic target audience. That focus must be at the heart of the SaaS solution design and implementation, if you win more great but your focus is to move the brand’s customer base.  For success SaaS solution moves the brand’s position, its profitability and its performance by acquiring new higher value customers. Higher value customers in both B2B and B2C environments for mainstream players are usually found higher up the adoption stream. So laggards find growth in volume and value in the late majority( see below for market adoption curve and total market size modelling). Late majority players can already win downstream laggards but need to expand by either growing with their sector or by moving into early majority customer segments, and likewise early majority customers look at high value (but smaller total volume) early adopters. ![](https://www.richardgourlay.com/wp-content/uploads/2021/08/image.jpeg "Adoption Curve and Total Market Volume by Segment for SaaS Solution Development") Adoption Curve and Total Market Segmentation The key measurements here are to identify the precise target segments you intend to win, and measure that  as your metrics of success. Do not just measure total customers as this can inflate your SaaS success. While measuring total numbers always looks good. It may not be profitable growth and can often lead to SaaS platforms being pulled into chasing total numbers not focusing on developing profitable long- term customers. This is typically seen when a new SaaS platform has to buy its customer growth, so people see the growth as success, but it can be burning through their cash reserves as they have focused on the wrong metrics.  Profitable target customers support growth of a SaaS solution. This must be measured to see if the strategic goal is being achieved.  ## SaaS Strategic Pricing Models For a SaaS business to succeed it needs to get its pricing right, there is no bigger strategic decision to take. There are several ways to price your SaaS solution which we can break down into 6 key models and a couple of common variants. Choosing your pricing model will reflect the market you are in, your strategic business objective, the nature of the solution you’re providing and the designed rollout of your SaaS value proposition solution you are offering. #### 1. SaaS Flat Rate Pricing The most common and simple, often replacing a previous non-SaaS solution. It is simple and effective, easy to use price to incentives by allowing target audiences to compare the value proposition. The difficulty in this model is that it is difficult to add value to target audiences, such as high-use or high-value customers. Some SaaS pricing models then try to add premium models to this, by adding a second solution to enable extra features and pricing to the offering, but this often creates technical challenges and is difficult to migrate customers across to.  #### 2. SaaS **Usage Based Pric**ing  Usage based pricing is popular and provides an ideal way to price your SaaS solution. It enables pricing scaling, the more your company use, the more you value you consume, the more you pay. It allows low cost acquisition and then scale-up in pricing towards target audiences. Ideal for B2B solutions, usage based pricing works well as disrupter within a business service sector. This also enables additional levels to be added and funded through growth as usage drives demand.  Usage based pricing also reduces and often removes barrier to entry as the SaaS platform accounts for a wide-range of customer segments, from new entrants through to high demand heavy user groups.  Usage based pricing does have some limitations. The moving up levels (and down) can be challenging for customers to see what they get for the price they pay. The key area of concern for a SaaS Solution using this model is that monthly revenue, a key metric will vary and is therefore not popular within the sector as predictable revenue is often a core demand for investors.    #### 3. SaaS Multiple Tiered Pricing Models One of the most effective models as it allows the SaaS platform to be priced to target audiences using tiered pricing. Tailoring different packages around target audiences enables the SaaS platform you can appeal to multiple audiences. This has a key secondary advantage in revenue generation as you maximise revenue across all channels to market. It also allows simple clear and honest upselling opportunities as well as add-on pricing with new features/levels being added in response to changing demands.  Key factors to be be aware of here is having too many pricing levels. Just because you can does not mean you should. 3 is optimum and 5 is often seen as maximum, the more you add the higher the abandonment rates and the lower the effective of marketing campaigns.  The idea of dynamic pricing, too many tiers leads towards a platform that looks like usage pricing which dilutes and degrades the tiered pricing focus on key target segments, vital for strategic success of a SaaS solution. The other downsides of too many packages is that trying to over target segments damages the focus on the tiered model, confusing customers through too many choices and damaging price effectiveness by not reflecting tiered pricing to deal with heavy use customer groups.    #### 4a. SaaS **User Pricing** The fourth pricing model moves away form company wide pricing to the end user. This model is ideal for many sectors where simple pricing wins customers over. Wether that is a fixed annual or monthly fee, its simplicity and logic engages with SaaS platforms whose offering of a direct pricing model allows customers to sign-up as individuals.  User pricing is popular as it is predictable in income and scales easily with numbers. This predictability makes it popular but needs to be internally measured by usage by individuals to see what value they generate from the platform.  While simplicity makes it popular it is also its major limitation as a pricing model. Per user charges means that there is little opportunity to get group buy-in as one person can use the platform and share the results. The inability to signup whole teams as one limits routes to market through channel partners. It also means that churn becomes a major factor as it is harder to control churn as people relate use to value as an individual.     #### 4b. SaaS **Active User Pricing** Is a variant of of user pricing but works by charging for people actually using  the SaaS platform. It is seen as excellent value for money as it removes risk for purchasers as sign-up does not cost. This drives engagement and adoption as it is only usage which is charged.  People can sign-up but do not pay until they actually use the platform, it is ideal for enterprise business models.  The downside of active user pricing is that it is difficult to grow outside specialist enterprise areas. Often premium priced as a live service it is difficult to encourage widespread adoption with teams or across sectors. For example accounting software is great in the finance department but off limited value elsewhere in a business. #### 5. SaaS **Per Feature Pricing** A more recently developed and currently popular variation on the user based pricing model theme is called per feature pricing. Customers of businesses pay a subscription fee, a base fee with limited functionality which achieves MPV and adds real value and then differing premium priced add-on features which either replace the need for multiple upgrade options or allow a SaaS solution to adapt with its own specialist feature cost model expansion.  This model encourages customers to upgrade to unlock additional functionality which allows segment specialisation and directly relates those functions to direct costs. Think about gaming models where users buy the core game but then trade up by buying additional features. This per feature pricing model allows sites to know their operating cost models and revenues of the base model, and enables cost scaling for bespoke areas that may take significant resources to develop. Sub-segmentation by feature is popular as it allows cost to value to be direct and then reverse rolled back into the SaaS site as it evolves as a cost-free upgrade.    The key challenges of cost per feature pricing is that SaaS solutions can be pulled by small segments away from their core model to meet these minority groups. The other challenge of per feature pricing is that of customer frustration as key features are at a premium.   #### 6. SaaS **Freemium Pricing** Saving one of the most popular and misunderstood to last is the freemium model. This model allows customers limited functionality the SaaS solution platform for free. This enables mass adoption through any market of the SaaS platform with a clear level of functionality which buys users in. It is ideal for large volume platforms such as social media channels as the model removes the key hurdle to volume customer acquisition.  Freemium  gets customers bought in for nothing as there are no barriers to entry and this supports rapid expansion through and across channels, but it does limit value adding at the freemium level. Encouraging customers to trade up and use the additional chargeable features is teh real challenge   Predicated revenue planning is the real looser here for companies. This makes it less popular with funding parties (and accounts departments) as conversion to revenue is undefined within this model.  To fund freemium SaaS models multiple funding systems are often adopted, such as smart algorithm advertising which is an ideal way to fund expansion.     With freemium sites high churn rates and low loyalty rates are major drain factors to this model, both of which make traction and the ability to encourage customers to upgrade difficult. Funding to support the core functionality is often under pressure to keep it developing and engaging with the volume of its core customer base.  #### **Summary**: Successful SaaS Strategy Business Looks Like Today SaaS solutions are now mainstream to nearly all business and customer segments. Being mainstream though does not mean that the risks have disappeared, in many ways they have increased as expectations have accelerated as audiences demands have risen. Whichever SaaS pricing model you adopt understand that they all come with risks which need to be understood and actively managed within your planning.   SaaS solutions must be part of a strategic process for leaders to understand and deal with. One area that many leaders do not fully appreciate is that building an experienced SaaS team around them is a prerequisite for success.     Learn more read further blogs or get in touch to see how I can assist you. Learn more at [www.richardgourlay.co](http://www.richardgourlay.com)m The post [How to Create A Successful SaaS Strategy & Pricing Model](https://www.richardgourlay.com/what-a-successful-saas-strategy-and-pricing-business-looks-like-today/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## Director Mentoring 6 Great Reasons to Be Mentored by Richard Gourlay - Link: https://www.richardgourlay.com/6-great-reasons-to-be-mentored-by-richard-gourlay/ - Published: 2019-12-03T15:00:00+00:00 - Author: Richard Gourlay The post [Director Mentoring 6 Great Reasons to Be Mentored by Richard Gourlay](https://www.richardgourlay.com/6-great-reasons-to-be-mentored-by-richard-gourlay/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ![Director mentoring skills ](https://www.richardgourlay.com/wp-content/uploads/ 2019/12/McKinsey-S7-Model.webp) ## Director Mentoring Director mentoring helps business leaders gain clarity, confidence and control over the direction of their organisation. For many directors, the challenge is not recognising that change is needed, but knowing where to start, what to prioritise and how to make progress without becoming overwhelmed by day-to-day pressures. A structured mentoring relationship provides the space, challenge and practical support needed to make better decisions. Director mentoring strengthens leadership capability and creates meaningful business improvement. ## Leaders Mentoring Needs Successful directors must be able to lead change, not simply react to it. Markets shift, customers expect more, teams need direction, and businesses must continually adapt to remain competitive. Director mentoring supports leaders as they develop the judgement, discipline and confidence required to identify what needs to change, communicate it effectively and deliver it through their organisation. Change can create significant commercial value, but it can also be difficult, uncomfortable and uncertain. This is where an experienced mentor can make a meaningful difference. A mentor provides an independent perspective, asks constructive questions, challenges assumptions and helps directors turn ambition into practical action. A strong mentor brings experience from different organisations, markets and leadership situations. They take time to understand the individual, the business context and the real challenges being faced. Richard Gourlay has supported business owners and senior leaders for more than thirty years, helping them focus on the decisions, behaviours and actions that lead to sustainable success. ![Mentoring supporting people](https://www.richardgourlay.com/wp-content/uploads/ 2026/06/Tell-to-mentor.webp) ### Mentoring, Coaching and Advice; Understanding the Difference Mentoring is a development relationship in which an experienced person shares insight, knowledge and practical perspective to help another person grow. It is not about simply telling a director what to do. It is about helping them think more clearly, assess options, learn from experience and build the capability to make stronger decisions in the future. ### Richard Gourlay as a Director Mentor Over the last thirty years, Richard Gourlay has worked with hundreds of business owners, from micro-businesses and growing SMEs through to larger organisations and international companies. Across these different settings, a consistent pattern emerges: successful leaders make time to step back, focus on what matters most and take deliberate action rather than relying on guesswork. Richard’s mentoring programmes are designed to help directors identify their strengths, recognise areas for development and create a clear plan for improvement. Each programme is tailored to the individual and their business. With practical actions that support personal growth, leadership effectiveness and measurable business progress. #### My Director mentoring programme Director mentoring is usually delivered through a structured monthly process. Each session focuses on a clear issue, decision or development area, followed by practical actions to complete before the next meeting. This creates steady progress, accountability and confidence, helping directors spend more time working **on** the business rather than being absorbed entirely **in** the business. The programme focuses on six core areas that help leaders take the guesswork out of business success. Below are some of the key things to consider in taking the guess work out of your business success:- ### **1. Mentoring: Know What to Work ON** Directors need to know where to focus their time, energy and resources. Mentoring helps leaders step back from operational pressure and identify the priorities that will make the greatest difference to performance, resilience and long-term growth. By clarifying what matters most, directors can make better choices, avoid distraction and create a more intentional path forward for themselves, their teams and their business. ### **2. Directors: Why you are working ON your business** Change is one of the few constants in business. Customer expectations, market conditions, technology, employee needs and competitive pressures all continue to evolve. Directors must therefore be able to respond quickly without losing sight of their purpose, values or long-term objectives. Mentoring helps leaders explore why change is needed, what success should look like and how to approach change in a way that is practical, proportionate and achievable. ### 3. Director Mentoring: Where to Grow Growth should be purposeful, profitable and sustainable Many businesses want to  increase turnover, expand their customer base or improve profitability, but the  key question is where the right growth will come from and how it can be achieved effectively. Through mentoring, directors can assess opportunities more clearly, distinguish between good growth and distracting growth, and focus on the actions most likely to create lasting value. ### 4. How to Make Change Happen Good intentions do not automatically lead to change. People and organisations often return to familiar habits, especially under pressure. Mentoring provides a confidential and independent space where directors can test ideas, discuss concerns, consider options and build the confidence to act. Each stage of the programme is designed around practical, manageable actions. This step-by-step approach helps leaders move from discussion to delivery, creating visible progress and stronger results over time. ######   ### 5. Director mentoring Reduce the Risks Taking a business from where it is today to where it needs to be involves decisions, uncertainty and risk. However, failing to adapt can create even greater risk. Director mentoring helps leaders assess options, consider consequences and make more balanced, informed decisions. An experienced independent mentor acts as a sounding board, challenging assumptions and helping directors think through scenarios before taking action. This improves decision-making, reduces avoidable risk and gives leaders greater confidence in the choices they make. Richard Gourlay is an approved MentorsMe mentor, click link to see [Richard Gourlay MentorsMe](http://www.mentorsme.co.uk/organisations/cowden-consulting) ######   ### 6. Director Mentoring Practical Route to Growth  Effective mentoring is built around small, focused steps that move the business forward. Each action is designed to be relevant to the individual director, the stage of the business and the outcomes they want to achieve. Sessions can be delivered face to face or remotely, supported by practical models, templates and follow-up actions. The format is flexible, but the purpose remains consistent: to help directors lead with greater clarity, confidence and effectiveness. Director mentoring is suitable for business owners and senior leaders at different stages of growth. From start-ups and scale-ups through to established businesses. It provides the structure and support needed to work through challenges, strengthen leadership capability and build a more successful business.  Our mentoring programmes are a combination of online and face-2-face, depending upon your needs and location. So get started today, make the first step and contact Richard Gourlay today to start your mentoring journey, just fill in the form below.  The post [Director Mentoring 6 Great Reasons to Be Mentored by Richard Gourlay](https://www.richardgourlay.com/6-great-reasons-to-be-mentored-by-richard-gourlay/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com). ## What makes a great BRAND - Link: https://www.richardgourlay.com/what-makes-a-great-brand-what-leaders-need-to-focus-on-to-create-one/ - Published: 2019-11-29T14:18:36+00:00 - Author: Richard Gourlay The post [What makes a great BRAND](https://www.richardgourlay.com/what-makes-a-great-brand-what-leaders-need-to-focus-on-to-create-one/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com) [Richard Gourlay](https://www.richardgourlay.com/author/richard/) ## **What makes a great BRAND?** Despite what marketing people passionately believe most people don’t think about brands, they just get on with their lives. The coffee they buy, the supermarket they go to and petrol station they visit happen almost by accident. In Britain today we are too busy to think through these everyday inconsequential purchases, focused on saving time, not forgetting something or rushing from place to place on a tight deadline. So do brands matter as much as they used to and if so why and how?  Brands matter where consumers can value them.  In today’s wealthy world every product or service perceives itself as a brand, even if it is just a label. So what makes a great brand? ### **Consumer Choice ** Let’s start with the basics, the consumer has choices. Endless choices if they choose to use them. But in many everyday cases as in my examples above, the consumer sacrifices those choices for simple expedience. The inability to see (or value) brand differentiation, between Starbucks and Costa, between Tesco and Morrisons between BP and Shell, and yet they each fight for space in consumers minds through tiny differences which if we stop and think about do actually exist and we the consumer do actively value. ### **So much more than First Impressions ** So in today’s Britain, what is important about a brand? Is it the halo effect, the first impression, like the smile on the front of a car or is it something more, something deeper and more tangible? Ask the owners of Sunny D (the 90’s orange juice lookalike) and you will find that the halo effect does not last if your brand is not true to itself and to its consumers. Customers have to believe in a brand, it must tell the truth, be transparent and honest if it is to be successful. Gerald Ratner (former MD of Ratners the jewellers who said about his products “because it’s total crap”) also found out that in today’s world everyone must truly believe in the brand, not just the marketing department but the whole company has to believe it and most importantly practice the brands beliefs. #### 󠀁[Clear Brand Strategy ](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/)󠁿 Being clear and precise is also important in the company’s messages for a brand to succeed, a strong undiluted brand message must enthuse internally but must also consistently connect with customers through touch points, look at Innocent, Dorset Cereals or Apple as classic examples of touch point. They also demonstrate a clear story delivered with passion about who they are what they do and why they matter. This focused and consistent message is not just a marketing message but an ingrained set of values which consumers buy into with passion. These brands not only position themselves as premium players in their fields and earn more but they also continuously find new ways to spread their key messages to customers, they have a [clear brand strategy](https://www.richardgourlay.com/strategic-planning-workshop-grow-your-business/) to achieve it. ### **Everyone Lives the Brand** Another vital aspect of any brand success is that the people within that brand demonstrate what they preach, they live that lifestyle, support that brand and contribute to its success. It is their lifestyle, it is a part of the way they and their brand do business. Great brands go beyond the brand to understand its real value to existing customers but also to tomorrow’s customers.  Whether it is a family run local shop or a global supermarket chain great brands position themselves so they develop and hold a market position to develop long-term success. ### 󠀁[**Vision and Purpose**](https://richardgourlay.com/leadership-is-all-about-having-a-clear-vision/)󠁿 Great brands create, sustain and evangelise a culture which supports and drives their brand. Creating a culture which underpins an organisations vision and purpose is a key prerequisite for ensuring sustainability of a great brand. Sustainability of a vision can only be achieved if the organisation is supported by an underlying culture which fits with the brands ethos. Great brands can only transpose from the innovative visionary founder if they create a supportive culture to sustain the brand. An effective and appropriate culture is one which supports the brand and ensures it is can sustain its market position over time.  Great brands sustain themselves through a great culture. The culture of a brand, otherwise seen as the handwriting of the organisation, enables sustainability of the brand over time. Culture today matters from how people work together through to acquisition of appropriate talent. The right people are drawn to a brand they aspire to be part. Business partners focus on brands with likeminded cultures andante to be part of a great brand. In the exact same way customers aspire to be associated with a great brand. ### 󠀁[Great Brands](https://www.richardgourlay.com/strategic-planning-workshop-for-successful-business/)󠁿 are not Labels Great brands drive markets. By challenging them through innovation and changing perceptions. Labels on the other hand feed off brands by picking of successful innovations for downstream ‘me too’ market following customers. Great brands invest high proportions of their resources in driving markets forward, through innovative products and services. Great brands are seen to out invest other players more double the the market average. Creating innovative pipeline cultures thinking long-term make positions rather than short-term tactical single product successes. Labels focus on creating  market winning season products, they act as followers often being low-cost alternatives to the brand leaders in any sector.  Brands focus on the longterm innovation which shift the paradigm of relationship with the customer through the brand. ### Great Brands Add Value Great brands also develop their own uniqueness, not just the product or service but the whole package is how we do it around here. There needs to be not only consistency but the brand hand writing and value on how they do it. The best brands always develop singular simple signals for customers, cutting through jargon to create clarity without patronisation. For brands to succeed in today’s global markets these golden rules have never been more important as consumers have never had so much information, but if you follow these simple rules of brand success you can develop and maintain a great brand. #### 󠀁[**Looking for Advice  **](https://www.richardgourlay.com/contact-richard-gourlay-to-discuss-how-we-can-support-you/)󠁿 If you want to develop your company’s brand and are looking for some advice on developing your company, its marketing, its sustainable competitive advantage then contact us at [Cowden ](https://www.richardgourlay.com/what-makes-a-great-brand-what-leaders-need-to-focus-on-to-create-one/Marketing@cowdenconsulting.com) to see how we can assist you, or read more about us in this blog or at [Cowden ](http://www.cowdenconsulting.com/) Click below to follow Richard Gourlay on other social media:- [Website](http://www.richardgourlay.com) – [Linked in](http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top)– [Twitter](http://twitter.com/#%21/richardgourlay) – [Facebook](https://www.facebook.com/pages/Cowden-Consulting/102417119834949?sk=wall)– [Blog](http://cowdenconsulting.blogspot.com/) Cowden Consulting is a strategic planning and implementation business which works in partnership with customers to grow and develop their business, contact us to learn more. Posted 1st December 2011 by [Richard Gourlay](https://plus.google.com/110089780970659209409) Location: Old Glenstocken, Colvend, Stewarty of Kirkcudbright, Galloway Labels: [brand](http://cowdenconsulting.blogspot.co.uk/search/label/brand) [brand identity](http://cowdenconsulting.blogspot.co.uk/search/label/brand%20identity) [brand strategy](http://cowdenconsulting.blogspot.co.uk/search/label/brand%20strategy) [brand strength](http://cowdenconsulting.blogspot.co.uk/search/label/brand%20strength) [branding](http://cowdenconsulting.blogspot.co.uk/search/label/branding) [business success](http://cowdenconsulting.blogspot.co.uk/search/label/business%20success) [marketing strategy](http://cowdenconsulting.blogspot.co.uk/search/label/marketing%20strategy) [strategic direction](http://cowdenconsulting.blogspot.co.uk/search/label/strategic%20direction) [strategy](http://cowdenconsulting.blogspot.co.uk/search/label/strategy) [sustainable companies](http://cowdenconsulting.blogspot.co.uk/search/label/sustainable%20companies) [values](http://cowdenconsulting.blogspot.co.uk/search/label/values) [vision](http://cowdenconsulting.blogspot.co.uk/search/label/vision) The post [What makes a great BRAND](https://www.richardgourlay.com/what-makes-a-great-brand-what-leaders-need-to-focus-on-to-create-one/) appeared first on [Richard Gourlay Business Strategy, NED and Growth Consultant](https://www.richardgourlay.com).