All posts by Rikki Hunt

Managing the Manager.

We want you!
Two way Performance management

Welcome to the third and final instalment of my Insights into Behavioural Management.

In the first insight People are King I was making the point that your behaviour towards your team is effecting your profits. My second insight Power to the People talked about bringing teams to a position where they realise their real value to the company.

This insight is called “Managing the Manager” You may remember that at the end of Power to the People the teams had discovered their own value and power within the company and left with the question “what can we do?”

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Power to the People


Its All About Relationships written on chalkboard

Take ownership of the work environment

In my last Insight “People are King” I spoke about the importance of creating a winning environment.

In “People are King” I said I would come back to the second part of the exercise of my course. This exercise is a follow-on from having taken participants to the point where they understand that it is others behaviours, that are making them feel the way they do.

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When you started your business you did not expect to be so stressed!Pensive businessman sits on the wooden board above the city

From December 1st Government is cancelling the Business Support Service (with the exception of projects already in the system) This could be a risky strategy when you consider the following;

  • SMEs account for at least 99% of the businesses in every main industry sector.
  • There were a record 5.4 million private sector businesses at the start of 2015.
  • Total employment in SMEs was 15.6 million; 60% of all private sector employment in the UK.
  • The combined annual turnover of SMEs was £1.8 trillion, 47% of all private sector turnover in the UK.

*Information source

When I ask new clients why they decided to start their business they say;

  • They loved the idea of creating their vision not following others
  • The thought of independence excited them
  • They truly believed the journey would be fun
  • They believed a better work/life balance was around the corner
  • They were done with annoying boss’s!

Then I ask, so, here we are several years later how do you feel now? They say;

  • Stressed because I am having to do everything
  • Frustrated because no one other than me seems to know what to do
  • Unsure about whether I am going in the right direction
  • Alone because no one else seems to care

There are so many studies which show that SME’s need and benefit enormously from outside support ,so I for one am disappointed that Government has cancelled The Business Growth Service.

I have no doubt that the FSB statistics are correct and would be worried about cutting support to an industry which equates to 99% of businesses in the UK.

SME’s are not only important in their own right, they also provide vital support to almost all large organisations. The knock on effect may not be seen right away but it will be there.

Not all external Business Coaches were part of the business support scheme but anything that weakens the sector is unwelcome.

Government would be wise to hedge their bet, that cancelling SME support will have no effect, by making SME’s aware of the benefits of external support and promoting its use, even if they (Government) are not prepared to fund it.

What do you think?

People are King!

Your Behaviour is affecting your profits

People are King


When I am introducing my 7 Keys to Behavioural Centred Leadership course I begin with a little exercise. Before participants arrive I write two things on one page (page 1) of a flip chart and one thing on another page (page 2) then cover them up.

I ask the participants the following question “When you sit down in the evening and your partner asks you ‘how was your day’ what is your most common response”?

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The “NOT SO” Secret to being a Great Leader

Behavioural Centred Leadership

Behavioural centred Leadership

 A leader who has knowledge, Technical Skills, Charisma and is a good communicator will have an edge but the really GREAT LEADER puts their BEHAVIOUR at the centre of their Leadership style. 

I work with leaders from across the Board, from corporate to privately owned, multi national to local and I never cease to be amazed at how often the issue facing those leaders are a result of their own LEADERSHIP STYLE

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