Corporate Edge on confidence in a crisis
In this episode, we focus on getting the best out of your business when speaking to Phil Allison, expert in corporate behavioural change and Founder and Managing Director of Corporate Edge. We look at ways to examine your company, look after your talent, and better satisfy the needs and desires of your target market or customer.
Phil advises businesses, big and small, on ways to help them thrive. This is as important as ever right now as businesses look at new ways of operating in and after the trauma of COVID-19.
"Helping people build their self-belief and getting them to remember, and particularly with small business owners, that they once were, they were entrepreneurs. They went out and they took a risk. The reason they were able to do this, they had tremendous confidence, because they built this level of self-belief and that's what got them through," Phil explains.
"Even through the hard times in the early days and wondering whether you can do it, you always sort of thought, no, I can do this, I can do this."
He continues: "Getting people back to that is really important. Getting back to the point where they can go back to the references of their past and learn from how they got to where they are today is really important, because you know what, we can do it again. It's just a matter of working out how. But when you're consumed with doubt, you don't go there. You just think about all the things that are going to go wrong, rather than think your way through the problem in the first place."
We asked Phil what the impact of COVID-19 has taught him and he said: "What this taught me is for the first time, I think in my 40-odd years of doing this, of leading teams, I actually felt helpless. You have this thing where you've created a really successful business with a great reputation, with amazing clients, with an outstanding team. And this thing comes from nowhere and knocks you off your feet and there's nothing you can do about it. There is nothing you can do about it."
"The beginning, you're sort of thinking, hang on a minute, this is about to strip away all of that good work we do in growing it, 20, 25% year on year, this is just not fair. You start feeling a little bit sorry for yourself and you start thinking it's not right. That lasted about five minutes. No, probably a little bit more than that, a few days," he adds.
"Then it's about, okay, all right, pick yourself up and get on with your three things. What I learned and what I've continued to learn is how much I care about my people, about the team and how that has been the most important focus for me."