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The Alternative Board UK.

United Kingdom
01423 810 891
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What TAB Members Say

Sharing experience, knowledge, hopes, ambitions and fears with a board of peers is enormously beneficial to my business and to me as an individual. Consultants can only go so far - nothing beats the real life lessons that a peer group of this stature can give. Give me real experience over books and gurus any day! The TAB process has made me do things that I needed to do in the business. Joining TAB is the most important thing that I have done in the last 6 months!

Ian Thompson - Partner, Thompson Brand Partners

 
Inside this issue
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Human Resources
Developing Key Accountabilities for Company Positions

One of the hardest things to do when recruiting is to identify exactly what the position requires to be successful. When you evaluate the person you have recruited in three or six months’ time, what will be the criteria you use to decide whether they have been successful or not? If you can identify that up front then you have a much better chance of matching the person you recruit to the job you want them to do…

 
Delegating Responsibility Tells Employees You Trust Them

While trust is arguably the most important element for building a "Top Notch" organisation, many business owners fail to foster a culture of trust in their businesses. The uncomfortable feelings we associate with our loss of control as well as our impatience are common reasons. As a result, the business underperforms, with the owner often working long hours just to maintain the pace. In addition to the obvious, there are other occurrences that break trust – evading blame, withholding information, and cutting corners are a few. It’s easy to break trust…

 
Management and Strategy
Change How you Look at a Problem

TAB 'Member of the Year' 2013, Kirsty Davies-Chinnock, shares her blog about her business' challenges over recent years and how looking at a problem in a slightly different way can help you see the wood for the trees ...

 
Ownership and Accountability

The managing partner of a professional firm is preparing for partner review meetings, where goals are set for each partner for the upcoming year. Each year, he surveys the partners prior to starting the process, asking "What are the most important things we should be considering when we set individual goals?"

Each year, "greater partner accountability" is at or near the top of the priority list. When he follows up with individuals to clarify their concerns, every partner answers, "None of the other partners are as accountable as I am…"

 
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Target Tips View More Tips
Delegating Profit and Loss Responsibilities

Delegating (not abdicating) P&L responsibility to your management team gives people ownership and accountability. They will think and behave more like business owners. My service department was spending several hundred dollars every couple of months on rag cleaning. They saw the numbers, bought a washing machine, and now clean their own rags. It has saved the company more than $1500 annually and the team is proud! It was hard getting to a place where I could give my management team P&L responsibilities for their functional areas but it has made a huge difference to the bottom line as well as freeing up some of my time to focus on other strategic activities.

By : Ron Kiefel, Wheat Ridge Cyclery
You Get What You Tolerate

When making a major equipment purchase, our supplier selection kept slipping as other work took priority. In all honesty, we were not always working on the important issues and I admittedly was not holding myself or my organisation accountable. It is often said that "you get what you tolerate" and my tolerance was causing an important decision to slip. Our business clearly lacked a deadline culture and I needed to change. Upon setting a deadline to make the final selection within 30 days and holding everyone accountable, we finally had the information needed to make our selection. Also, holding myself accountable made it easier to hold everyone else accountable.

By : Michael DeBaere, M & M Printing
Making Your 'SIC' Accountable

All too often business owners are tempted to solve a given problem and move on rather than take the time to delegate the issue to a second-in-command (SIC) and hold them accountable for developing a thoughtful, timely and effective solution and executing it. Being intentional about this kind of delegation and accountability is training your SIC to lead and that makes them and, by extension, your business, more valuable.

By : Tim Stoll, TAB Facilitator
What TAB Stands For

The Alternative Board really stands for "The Accountability Board" because that is what your fellow board members do for you — hold you accountable!

By : Patrick Allmond, Focus
No Pre-conceptions

The question you think you need to ask is not always the question you need answered.  Leave your pre-conceptions and expectations at the door and be prepared to received unexpected and even challenging questions and advice. 

By : Mark Hynes, Wealth Strategies
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