RESOLVE

R E S O LV E I N S P I R E S G R E AT R E S U LT S BY I N ST I L L I N G T H E P U R P O S E S A N D B E H AV I O U R S O F T H E TO P 1 % M O ST

S U CC E S S F U L LY C O N S I ST E N T P E R F O R M E R S

GETS RESULTSAU G UST 2 0 1 8

“The world needs fewer gurus and more scholars. Gurus preach

from intuition; scholars teach from evidence. Gurus promote themselves; scholars promote ideas. Gurus make promises;

scholars ask questions.”

Adam Grant, youngest ever tenured and top-rated professor for seven straight

years at Wharton, US Top 3 business school; recognised as one of the world’s top 10

most influential management thinkers; organisational psychologist and author of ‘Give and Take’, ‘Originals’ and ‘Option B’.

F O U N D E D BY M A R K A S H TO N I N 20 0 6 A N D L E D BY H I M , R E S O LV E

I S A N EC O SY ST E M O F E X P E RT I N D I V I D UA L S A N D N I C H E S M E

PA RT N E R C O N S U LTA N C I E S, W H I C H E X I ST S :

E X ECU T I V E & T E A M T E AC H I N G,C OAC H I N G

& M E N TO R I N G

B 2 B S A L E S & E N T R E P R E N E U R I S M

B U S I N E SS D I AG N O ST I C S

& P RO B L E M S O LV I N G

S U STA I N A B L E , B E H AV I O U R A L LY

S M A RT M & A

U K / U S PA RT N E R S H I P S

TO P 1 % I N S P I R E D L E A D E R S H I P & B U S I N E SS

T R A N S FO R M AT I O N

TO P- L I N E D R I V E N

T U R N A RO U N D

T H E R E S O LV E S E RV I C E S EC O SY ST E M

To inspire great results by instilling the purposes and behaviours of the Top 1% most successfully consistent

performers

To solve tough business problems with flair and ingenuity

To help companies on both sides of the Atlantic to establish and grow profitable

long-term transatlantic business

WHO WE WORK WITH

Our expertise and the principles which inspire us are valid in any collective human endeavour.

We inspire and support them every step of the way, as long as we are wanted and needed,

and we create outstanding value whatever it takes

WE WORK WITH LEADERS AND

ORGANISATIONS WHO HAVE OPEN

MINDS, A GENUINE DESIRE TO STRIVE

FOR BETTER AND BETTER PERSONAL

AND COLLECTIVE PERFORMANCE

AND THE COURAGE TO CONFRONT

UNCOMFORTABLE TRUTHS AND

ADOPT HEALTHIER ATTITUDES AND

BEHAVIOURS WHICH REDUCE RISKS

AND BREED LONG-TERM SUCCESS

O U R C L I E N TS A N D B US I N E SS PA RT N E R S A R E O F T E N :

- P RO F E SS I O N A L S E RV I C E S

- S C I E N C E O R T EC H N O LO GY

- E N G I N E E R I N G O R M A N U FAC T U R I N G ( ST E M )

- S M A L L TO M I D - S I Z E D, R E V E N U E S O F £ 5 M TO £ 2 50 M

- I N B US I N E SS I N T H E U K A N D / O R N O RT H A M E R I C A

W E W O R K W I T H :

- STA RT- U P S

- E A R LY STAG E B US I N E SS E S

- FA M I LY B US I N E SS E S

- P R I VAT E LY H E L D / P R I VAT E EQ U I T Y- O W N E D B US I N E S S E S

- O CC A S I O N A L LY L A RG E M U LT I N AT I O N A L S

MARK ASHTON

- TO P 1 % - I N S P I R E D L E A D E R , M E N TO R & COAC H

- U K / US B US I N E SS G RO W T H E X P E RT

- 3 0 Y E A R S B US I N E SS -TO - B US I N E SS S A L E S

- 2 0 Y E A R S ST R AT EG I C CO N SU LT I N G I N T H E U K / E U RO P E A N D N O RT H A M E R I C A

- M A ST E R ’ S D EG R E E I N E N G I N E E R I N G S C I E N C E F RO M C A M B R I D G E U N I V E R S I T Y A N D A N M BA W I T H D I ST I N C T I O N F RO M WA RW I C K B US I N E SS S C H O O L

“ M a r k b e l i eve s i n a n d p ra c t i c e s eve r y th i n g h e s a ys , a n d mu c h m o re b e s i d e s , to a c h i eve th e k i n d of re s u l t s th a t d o n’t s e e m p o ss i b l e i n th e m i d st of th e ‘ * * * * a n d b u l l et s ’ of re a l b u s i n e ss p ro b l e m s .” Pa st c l i e nt a t M a n a g i n g D i re c to r l eve l , n ow P ro g ra m m e M a n a g e r – C o n n e c te d C a r, J a g u a r La n d Rove r

“ W h e n yo u p i c k th e p e o p l e i n l i fe th a t yo u wo u l d h a ve w i th yo u i n th e t re n c h e s , M a r k wo u l d u n d o u bte d l y b e o n my l i st . “ G ro u p F i n a n c e D i re c to r, A mt i c o I n te r n a t i o n a l

“ I t ’s a p l e a s u re d o i n g L I F E w i th yo u . . . I ’m s l ow l y f i l l i n g my b u s i n e ss w i th th e r i g ht D N A to d o s o m eth i n g ex t ra o rd i n a r y, a n d yo u a re exe m p l a r y.” M a n a g i n g D i re c to r, Fe d e ra l - M o g u l Af te r m a r ke t ( U K / I re l a n d )

“ I h i re yo u to sto p m e f ro m m a k i n g m a n a g e m e nt e r ro rs , a n d to h e l p f i x th e o n e s I d o m a ke .” Pa st G l o b a l H e a d of P ro d u c t D eve l o p m e nt , Sy n g e nta AG

COLIN RUSSELL

JAYNE MEZULIS

USA (WHITEHALLADVISORY GROUP)

ELIZABETH PEARSON

T E A M

JUDITH CROW

MICHAEL TEDEN OBE

GARRY SANDERSON

PAUL MASLIN

SARAH PEELER

Individual experts in bid & tender preparation, behavioural science, business-to-business sales, business matchmaking, business planning,

business research & analytics, change management, corporate strategy, export & import, leadership & management training, project

management, strategic marketing• Average of 25 -30 years’ business experience

• Well-connected in UK and North America• Shared values & commitment to outstanding client service

“ I c e r ta i n l y fo u n d o u r re c e nt d a y ex h i l a ra t i n g a n d i t l e f t m e wa nt i n g m o re . I k n ow yo u g u ys c a n ta ke th e c o nve rs a t i o n to a d i f fe re nt l eve l .”

“ I wo u l d re c o m m e n d M a r k a n d th e e nt i re Re s o l ve g ro u p fo r a ny b u s i n e ss l o o k i n g to e n h a n c e th e i r of fe r i n g o r a d d va l u e fo r th e i r c l i e nt s . T h ey h a ve c l e a r l y p rove n th a t i n e n g a g i n g th e m a n d th e i r s p h e re of i nf l u e n c e a n d k n ow l e d g e b a s e we i nte n d to b e l i fe l o n g p a r t n e rs .”

“ T h e i r q u e st i o n i n g re a l l y c h a l l e n g e d my a ss u m pt i o n s . T h e i r fe e d b a c k wa s a cu te l y a c cu ra te w h i c h p rove d I h a d b e e n h e a rd a n d u n d e rsto o d - th i s wa s g re a t , b u t th e n th ey a m a ze d m e w i th s o m e o u t sta n d i n g i d e a s to ta ke my wo r k fo r wa rd . T h e s e we re s i m p l e , p ra c t i c a l a n d a p p ro p r i a te .”

WE ARE “ T h e d i ve rs i t y of ex p e r i e n c e a n d re l a t i o n s h i p s w i th i n Re s o l ve h a s b e e n a c l e a r g a m e c h a n g e r fo r u s a s we n a v i g a te a b ro a d ra n g e of o p p o r t u n i t i e s . B e c a u s e of th e i r u n i q u e c o m p o s i t i o n of p rofe ss i o n a l s we h a ve b e e n a b l e to i n c re a s e o u r b u s i n e ss o p p o r t u n i t i e s o n a mu c h h i g h e r l eve l th a n p rev i o u s l y ex p e r i e n c e d .”

S A F E , E F F EC T I V E STA RT- U P A N D E A R LY STAG E

G RO W T H

T R A N S F O R M I N G C H A N G E A N D B O L D V I S I O N I N C L . M & A

OUR EXPERTISE COVERS

C R E AT I N G H E A LT H Y, E XC I T I N G, S U STA I N A B L E O RGA N I S AT I O N S

S U C C E SS F U L T U R N A RO U N D

O R R E S P O N S E TO A DV E R S I T Y

O RGA N I C G RO W T H

“FOR THOUSANDS OF YEARS THERE HAS BEEN LITTLE CHANGE IN THE

BASIC BELIEFS, INSTINCTS, EMOTIONS AND BEHAVIOURS WHICH DETERMINE

HUMAN PERFORMANCE AND OUTCOMES. THE LESSONS OF HISTORY AND THE PRINCIPLES GOVERNING SUCCESS

AND FAILURE ARE ALL AROUND US, SHARPENED BY OUR DEEPENING

KNOWLEDGE OF NEUROSCIENCE AND PSYCHOLOGY, IF ONLY WE HAVE THE

INSIGHT AND HUMILIT Y TO LOOK IN THE RIGHT PLACES AND ACCEPT WHAT WE FIND. WHAT SEPARATES GREATNESS FROM MEDIOCRIT Y IS

MADDENINGLY SIMPLE IN CONCEPT. IT IS THE COURAGE AND RESOLVE TO GO

ON IMAGINING BETTER FUTURES, TO INTELLIGENTLY SERVE OTHERS, TO STRIVE

CEASELESSLY, AND TO CONTINUOUSLY LEARN THROUGH THICK AND THIN BY

INTERPRETING AND IMPLEMENTING THIS KNOWLEDGE AND WISDOM.”

MARK ASHTON, OWNER AND FOUNDER,

RESOLVE GETS RESULTS

RESOLVE - THE DEFINIT ION

V E R B :

- TO S E T T L E O R F I N D A S O LU T I O N TO ( A P RO B L E M O R CO N T E N T I O US M AT T E R )

- TO D EC I D E F I R M LY O N A CO U R S E O F AC T I O N

- ( C H E M I ST RY ) TO S E PA R AT E O R C AUS E TO B E S E PA R AT E D I N TO CO N ST I T U E N T PA RT S O R C O M P O N E N T S

- ( O F S O M E T H I N G S E E N AT A D I STA N C E ) TO T U R N I N TO A D I F F E R E N T FO R M W H E N S E E N M O R E C L E A R LY

N O U N :

- F I R M D E T E R M I N AT I O N TO D O S O M E T H I N G

HOW RESOLVE WORKS

A P P LY I N G TO P 1 % FO CU SS E D R E S E A RC H

S M A RT G I V I N G

C O N T I N U O U S L E A R N I N G

B U I L D I N G T H E EC O SY ST E M

TA K I N G T H E LO N G V I E W

WA L K I N G T H E TA L K

- Working dil igently on cl ients’, partners’ & associates’ businesses - Wise as a serpent, ‘harmless’ as a dove

- Leading by example - showing, not tel l ing - Inspiring great performance from others

- Finding the right people - values, character, expertise - Having realistic expectations & making good people judgements

- Using Lean Startup methods for al l new projects - Fir ing bullets, then (calibrated) cannonballs

- Patience is a cardinal virtue - Mental toughness is key to enduring the indefinite hardships

- Systematically applying Top 1% research to Resolve’s business - Living Resolve’s uncompromising values at al l times

RESOLVE’S VALUES

THESE VALUES ARE UNCOMPROMISING,

PASSIONATELY HELD, AND EVIDENCE-

BASED. THEY MINIMISE POTENTIAL PITFALLS AND HELP TO CREATE GREAT

RESULTS.

SERVICEPutting greater purposes

and deserving others ahead of self and tribalism

HONOURAlways aiming to do the

right thing with character, humility and integrity

ENJOYMENTEnjoying life -

we only get one shot at it, so don’t leave anything on

the table

COMMITMENT Striving to improve and to create new value in

every situation

COUR AGEOpposing cynicism,

deceit, hubris, hypocrisy, ignorance, insincerity,

mediocrity and nihilism

THE SECRET OF SUSTAINED SUCCESS

“ W hy a re we h e re ? I th i n k m a ny p e o p l e a ss u m e , w ro n g l y, th a t a c o m p a ny ex i st s s o l e l y to m a ke m o n ey. M o n ey i s a n i m p o r ta nt p a r t of a c o m p a ny ’s ex i ste n c e , i f th e c o m p a ny i s a ny g o o d . Bu t a re s u l t i s n ot a c a u s e . We h a ve to g o d e e p e r a n d f i n d th e re a l re a s o n fo r o u r b e i n g .” D a v i d Pa c ka rd , Fo u n d e r, H e w l e t t - Pa c ka rd C o m p a ny

“ We t r y to re m e m b e r th a t m e d i c i n e i s fo r th e p a t i e nt . We t r y n eve r to fo rg et th a t m e d i c i n e i s fo r th e p e o p l e . I t i s n ot fo r th e p ro f i t s . T h e p ro f i t s fo l l ow, a n d i f we h a ve re m e m b e re d th a t , th ey h a ve n eve r fa i l e d to a p p e a r. T h e b et te r we h a ve re m e m b e re d i t , th e l a rg e r th ey h a ve b e e n . “ G e o rg e W M e rc k , C EO, M e rc k & C o .

MULTIPLE RESPECTED INTERNATIONAL RESEARCH STUDIES PROVIDE COMPELLING EVIDENCE THAT THOSE ORGANISATIONS IN ANY SECTOR

WHO CONSISTENTLY OUTPERFORM THEIR PEERS DISPL AY THE SAME THREE TRUE PURPOSES:

1

T H E Y M A K E A D I ST I N C T I V E A N D A D M I R A B L E C O N T R I B U T I O N TO S O C I E T Y

2

T H E Y G I V E O U T STA N D I N G S E RV I C E TO CU STO M E R S O R S E RV I C E U S E R S

3

T H E Y E N A B L E T H E I R E M P LOY E E S TO E XC E L I N D E L I V E R I N G ( 1 ) A N D ( 2 )

R i g o ro u s l y a p p l y i n g th e s e p r i n c i p l e s l e a d s to a 4 th th e m e - T h e Re s u l t s P a r a d ox : th e m o re yo u fo c u s o n th e th re e t r u e

p u r p o s e s , a n d th e l e ss yo u fo cu s o n s h o r t - te r m re s u l t s , th e g re a te r a n d m o re c o n s i ste nt yo u r l o n g - te r m re s u l t s w i l l b e .

T h i s i s n ot d o - g o o d i n g w h i m s y – i t i s h a rd c o re b e h a v i o u ra l s c i e n c e a n d e n l i g hte n e d s e l f - i nte re st .

TOP 1% ORGANISATIONAL DNA

A P P E T I T E FO R D I S C OV E RY

A N D C H A N G E

R E S I L I E N C E

UNCOMPROMISING VALUES

PA SS I O N

T RU E P U R P O S E S

I M AG I N AT I O N

C O H E S I O N

H U M I L I T Y

C O L L EC T I V E S E L F

D I S C I P L I N E

C O U R AG E

I N S I G H T

C O N S I ST E N C Y

BUSINESS TRANSFORMATIONU N I T I N G C U LT U R E A N D ST R AT EGY

C U LT U R E R E S I ST S ST R AT EGY

C U LT U R E I S I R R E L E VA N T TO D I R EC T I O N O F ST R AT EGY

CU LT U R E I S I R R E L E VA N T TO D I R EC T I O N O F ST R AT EGY

O RGA N I S AT I O N I S O U T O F ST E P W I T H

ST R AT EGY

O RGA N I S AT I O N I S U N FO CU SS E D

O RGA N I S AT I O N D R I F T S AWAY F RO M ST R AT EGY

P RO G R A M M E O F C H A N G E M E E T S

O P P O S I T I O N

P RO G R A M M E O F C H A N G E I S I N E F F EC T I V E

P RO G R A M M E O F C H A N G E I S D I F F U S E A N D LO S E S FO CU S

CU LT U R E R E I N FO RC E S ST R AT EGY

O RGA N I S AT I O N I S F U S E D W I T H

ST R AT EGY

P RO G R A M M E O F C H A N G E I S E M B R AC E D

ST RO N G

CU LT U R A L

ST R E N GT H

W E A K

EFFECTIVE TRANSFORMATION IS A SUSTAINED BLEND

OF ‘HARD’ AND ‘SOFT’ INTERVENTIONS

CULTURE CAN REINFORCE STRATEGY:

BUT IT CAN ALSO UNDERMINE STRATEGY AND INIT IATIVES FOR

CHANGE

LO W H I G HA F F I N I T Y W I T H

P RO G R A M M E O F C H A N G E

ORGANISATIONAL

ANATOMY

S K I N

H E A D

H E A RT

S O U L B E L I E F S / VA LU E S

O RGA N I S AT I O N S A R E C O M P L E X , AG G R EGAT E D H U M A N ‘ C R E AT U R E S ’

SKIN

BETTER OUTCOMES BASED ON CONTINUOUSLY IMPROVING BUSINESS FUNDAMENTALS

HEAD

VALUE STREAM MAPPING ( HOW AND WHY IT WORKS): STREAMS OF ACTIVITY AND INFORMATION, CONTROL, TIMELINES, CAPACITY, CONSTRAINTS, AGREEMENTS, OPERATIONAL ASSUMPTIONS, RISKS, ISSUES, CONCERNS

ACCOUNTABILITY ( WHO IS ACCOUNTABLE FOR WHAT?): PURPOSE AND GOALS, SUCCESS CRITERIA, PERFORMANCE INDICATORS, REPORTING RELATIONSHIPS, KNOWLEDGE MANAGEMENT. IMPACT ON PERFORMANCE MANAGEMENT

CAPABILITY (CAN WE DO IT?): DO WE HAVE THE RIGHT SKILLS, KNOWLEDGE, ATTITUDES, MANAGEMENT STYLE?

HEART

EMOTION ( THE UNSPOKEN ELEMENTS): GET QUESTIONS AND DOUBTS INTO THE OPEN, DEAL WITH THEM TRANSPARENTLY

BEHAVIOUR (WHAT DO WE DO DIFFERENTLY?): HOW DO THE ORGANISATION’S VALUES FIT?

COMMITMENT DO ALL STAKEHOLDERS BELIEVE THIS IS RIGHT? WHAT HAPPENS WHEN PEOPLE DO NOT UNDERSTAND OR PLAY BY THE AGREED RULES?

SOUL

BELIEFS AND VALUES WHAT MATTERS MORE THAN ANYTHING ELSE TO INDIVIDUALS, AND TO THE ORGANISATION AS A WHOLE?

PEOPLE GROWTH

SOULTRUE PURPOSES

5

S K I N

H E A D

HEART

I M P L E M E N T I N G

4

C R E AT I N G S O LU T I O N S

3

CU R R E N T R E A L I T Y

1

VA LU E S & G OA L S

2

E F F EC T I V E , SUSTA I N A B L E T R A N S F O R M AT I O N A N D

G RO W T H I S B U I LT O N TO P 1 % C O R E P R I N C I P L E S

A P P L I E D H O L I ST I C A L LY TO A N O RGA N I S AT I O N ’ S

U N I Q U E A N ATO M Y, C U LT U R E A N D P SYC H O LO GY

P H YS I O LO GY O F E VO LU T I O N A RY O RGA N I S AT I O N A L P RO G R E SS, L E A R N I N G & E XC E L L E N C E

D e s i g n i n g t ra n sfo r m a t i o n a n d g row th a ro u n d p e o p l e

Un d e rsta n d i n g re a l i t y a s i s , n ot

a s we wa nt i t to b e

Ta p p i n g i nto w h a t a c t u a l l y d r i ve s p e o p l e

S o l v i n g p ro b l e m s w i th f l a i r a n d i n g e nu i t y

7 FACTORS OF CORPORATE RESIL IENCE

S O U L B U I L D I N G

R E S I L I E N C E

1 E M OT I O N A L

R EG U L AT I O N

2 I M P U L S E

C O N T RO L

6 E M PAT H Y

7 R E AC H I N G

O U T

3 RO OT C AU S E

A N A LY S I S4

S E L F E F F I C AC Y

5 R E A L I ST I C O P T I M I S M

O ve rc o m i n g n e g a t i ve m e nta l sta te s to ta ke

o n n ew c h a l l e n g e s & o p p o r t u n i t i e s

Sta y i n g p o s i t i ve w h i l st c o nfro nt i n g

b r u ta l re a l i t i e s

B e l i ev i n g we c a n s o l ve p ro b l e m s & s u c c e e d , w h i c h fu e l s oth e rs ’

c o nf i d e n c e i n u s

Avo i d i n g h a b i t u a l th i n k i n g t ra p s .

O b j e c t i ve l y d ete c t i n g t r u e c a u s e s of a d ve rs i t y

C o nt ro l l i n g o n e’s a t t i t u d e s & b e h a v i o u rs

Sta y i n g c o n s i ste nt & ef fe c t i ve u n d e r

p re s s u re

Re a d i n g b e h a v i o u ra l cu e s to u n d e rsta n d

oth e r p e o p l e’s m e nta l sta te s & st re n g th e n

re l a t i o n s h i p s

MODEL FOR ORGANISATIONAL OUTPERFOMANCE

P R I N C I P L E # 7 S o l ve to u g h b u s i n e ss

p ro b l e m s w i th f l a i r a n d i n g e nu i t y

P R I N C I P L E # 5 M e a s u re th e r i g ht th i n g s

P R I N C I P L E # 4 A l i g n a c t i v i t y a l o n g

va l u e st re a m s

P R I N C I P L E # 3 E n g a g e y o u r

e m p l oye e s a s t r u ste d p a r t n e rs

PRINCIPLE #2 Outs ide- in, not

Ins ide-Out

P R I N C I P L E # 1 Un e a r th yo u r o rg a n i s a t i o n’s

u n c o m p ro m i s i n g va l u e s & t r u e p u r p o s e s

P R I N C I P L E # 6 D i a g n o s e

o b j e c t i ve l y w i th o u t fe a r

o r fa vo u r

S O U L

T RU E P U R P O S E S

EXAMPLES OF RESOLVE’S ADDED VALUE

# 2 – O U T S I D E - I N , N OT I N S I D E - O U T: Re s e a rc h i n g , u n d e rsta n d i n g & ex p l o r i n g n ew m a r ket s & g row th o p p o r t u n i t i e s

#5 – ME A SURE THE RIGHT THINGS: F ix ing dangerous post-merger culture & integration issues

#6 – DIAGNOSE OB JECTIVELY WITHOUT FE AR OR FAVOUR: Object ive ly uncover ing & categor is ing bus iness per formance improvement oppor tunit ies

# 2 – O U T S I D E - I N , N OT I N S I D E - O U T: F i n d i n g n ew cu sto m e rs , & n ew wa ys to d o m o re b u s i n e ss w i th ex i st i n g cu sto m e rs

# 3 – E N GAG E YO U R E M P LOY E E S A S T RU ST E D PA RT N E R S : E n g a g i n g re s i sta nt e m p l o ye e g ro u p s i n m a j o r I T & oth e r t ra n sfo r m a t i o n p ro g ra m m e s

#4 – AL IGN ACTIVIT Y ALONG VALUE STE AMS: Reorganising work and accountabilities to flow seamlessly across internal boundaries, to grow value for customers

#5 – ME A SURING THE RIGHT THINGS: Object ive ly des igning better bus iness metr ics which promote better organisat ional behaviours

#1 – UNE ARTH YOUR ORGANISATION’S DIE-IN-A-DITCH VALUES & TRUE PURPOSES: Creating a purpose driven business to maximise value post-acquisition

# 7 – S O LV E TO U G H B U S I N E SS P RO B L E M S W I T H FLAIR AND INGENUITY: Enabling senior managers to gain breakthrough insights leading to better performance

#7 – S O LV E TO U G H B U S I N E SS P RO B L E M S W I T H FLAIR AND INGENUITY: Developing effective, innovation process & systems to aid decision-making, e.g pricing

HIGHLY EFFECTIVE PROBLEM SOLVING

TECHNIQUE

STRONG, OBJECTIVE MECHANISM FOR

ON-GOING QUARTERLY PROGRESS REVIEWS

BENEFITS

- DETAILED QUESTIONING OF PROBLEMS/CHALLENGES BY SENIOR

TEAM WITH VARIED PERSPECTIVES

- STRUCTURED EVALUATION OF ALTERNATIVE ACTIONS

- SERVES AS AN EMOTIONAL PRESSURE VALUE, CL ARIF IES

THOUGHT AND RENEWS ENERGY

St. George’s Den™ gives one or more leaders /managers a confidential , pr ivate ‘personal board of directors ’. It uses the CREATE coaching model: f i rst, accurately assess Current Reality , then Evaluate Alternatives and f inal ly Target Energy at practical solut ions.

“SHAT TERING!” “EXHIL AR ATING!”

“POWERFUL!” “SIMPLY BRILLIANT!”

ST GEORGE’S DEN™

A POWERFUL BUSINESS

DIAGNOSTIC TOOL

PASSION, TALENTS, VALUES &

FO CUS

CONTRIBUTE TO SOCIETY

DELIGHT CUSTOMERS

ENGAGEWORKERS

TOP 1% ENABLEMENT TOOL #1:

GROW TOP 1%-INSPIRED LEADERS

BENEFITS:

- Bet ter shor t-and-medium-term decis ion making

- Substantial ly reduced organisational r isk

- Continuous grow th of in-house leadership talent

- Improved results

Research proves that an embedded Top 1%-inspired leadership culture is essential to achieve enduring great results. Top 1% behaviour is unor thodox, yet common sense, and many who do not consider themselves leadership mater ial in fact have potential . The vast major ity never real ise it , to their and others ’ detr iment. A cr it ical task is thus to f ind, cult ivate and free these people to be outstanding leaders, wherever they are in the organisation, and wherever their level of senior ity (or lack of it).

Assess and develop leadership ski l ls

throughout the organisation to f ind and grow Top 1%

leaders, e ither through formal development or programmes or

by coaching and mentor ing

PASSION, TALENTS, VALUES &

FO CUS

CONTRIBUTE TO SOCIETY

DELIGHT CUSTOMERS

ENGAGEWORKERS

TOP 1% ENABLEMENT TOOL #2:

GROW TOP 1%-INSPIRED TEAMS

BENEFITS:

- Maximis ing he returns from key people’s passion and talents

- Strengthening comradeship

- Reinforcing key messages and values

- Enthusing and motivating people

- Removing blockages and reducing frustrations

Organisations must earn the commitment of their people, who are natural ly suspic ious and cynical of their leaders ’ motives, of ten with good reason! Their bosses and owners fai l to make the case for change convincingly. Self- interest prevai ls at al l levels – people look af ter ‘No1’. Systematic, patient, self less leadership by example is needed to develop high performing teams. Coercion and top-down imposed decis ions are usual ly counterproductive, of ten severely so, but the damage usual ly remains hidden, and leaders delude themselves as to how their act ions are interpreted.

Systematically restructuring and nurturing teams throughout the

organisation to start thelong journey towards Top 1% results- an essential 1st and on-going step. May require recruitment, promotion

coaching, training, reassignment and removal.

TOP 1% ENABLEMENT TOOL #3:

MEASURES FOR SUCCESS

BENEFITS:

- Eliminates or streamlines non-value adding processes

- Accelerates response to customer

- Gives employees clear direction and motivation

- Improve customer and worker loyalty

- Improves results

- Creates more sustainable organisations

PASSION, TALENTS, VALUES &

FO CUS

CONTRIBUTE TO SOCIETY

DELIGHT CUSTOMERS

ENGAGEWORKERS

Reorganising and redirecting KPIs, processes, and in due course structures to focus on increased contribution to society, customer value and worker

engagement.

Most business struggle to achieve great results because their Key Performance indicators (KPIs) produce counterproductive behaviours, usually because they are short-term, nonsystemic, and often completely illogical. When KPIs which do not make sense to people, and of which they have no ownership, are used as a way of applying pressure on them, managers and leaders encounter resistance due to a disconnect between culture and strategy (top left box of culture vs programme of change matrix). Unfortunately, accountability is a choice people make of their own free will – demanding it is not an effective or sustainable behavioural strategy.

SAMPLE CASE STUDIES

M A R K L E D A M AC H I N E RY S A L E S & S E RV I C E B US I N E SS I N T H E US A F RO M $ 6 M I L L I O N I N S A L E S TO $ 2 0 M I L L I O N I N 4 Y E A R S B E F O R E T H E U K PA R E N T C O M PA N Y C O L L A P S E D D U E TO P O O R L E A D E R S H I P A N D D EC I S I O N - M A K I N G. 4 0 0

P EO P L E LO ST T H E I R J O B S ; T H E C O M PA N Y SU RV I V E D, J UST, B U T WA S S O L D TO A C O M P E T I TO R

BY C R E AT I N G N E W K E Y P E R F O R M A N C E M E A SU R E S M A R K P ROV E D TO A £ 4 B I L L I O N N U C L E A R E N G I N E E R I N G C O M PA N Y T H AT I T WA S F O L LO W I N G T H E W RO N G

ST R AT EGY – T H E B US I N E S S ST R E A M I T T H O U G H T WA S P RO F I TA B L E WA S N OT, A N D T H E B US I N E SS ST R E A M I T

T H O U G H T WA S U N P RO F I TA B L E WA S T H E R I G H T O N E TO F O C US O N

A VC F I R M W H O A S K E D M A R K TO I N V E ST I GAT E W H Y O N E O F I TS I N V E ST M E N TS WA S A L M O ST BA N K RU P T 1 8 M O N T H S A F T E R A M A N AG E M E N T B U Y- O U T S A I D T H E Y

W E R E ‘ H U M B L E D ’ BY H I S F I N D I N G S. T H E CO M PA N Y H A D B E T R AY E D E X I ST I N G C USTO M E R S & 4 0 0 STA F F BY

P U R SU I N G A R EC K L E SS H I G H G RO W T H ST R AT EGY D R I V E N BY T H E M A N AG I N G D I R EC TO R ’ S G R E E D A N D EG O

M A R K WA S A S K E D BY T H E C EO O F A N A I M - L I ST E D £ 4 0 M I L L I O N S O F T WA R E CO M PA N Y TO R ECO M M E N D W I T H I N

2 W E E KS W H E T H E R TO S H U T D O W N A £ 5 M I L L I O N SU B S I D I A RY. H E W O R K E D W I T H T H E N E W M A N AG E M E N T

T E A M TO C R E AT E A N D I M P L E M E N T A SU CC E SS F U L T U R N A RO U N D P L A N , A N D SU P P O RT E D T H E M T H RO ’ TO

A P RO F I TA B L E T R A D E S A L E 4 Y E A R S L AT E R

SAMPLE CASE STUDIES

M A R K H A S S U CC E S S F U L LY COAC H E D T H E U K M A N AG I N G D I R EC TO R I N A € 2 50 M I L L I O N A N G LO - F R E N C H M E RG E R ,

A N D I S C R E D I T E D W I T H S AV I N G T H E C L I E N T ’ S J O B . M A R K’ S A P P ROAC H H A S B E E N TO D E V E LO P H I M A S A TO P

1 % - I N S P I R E D L E A D E R , F O C US I N G O N M A X I M I S I N G H I S ST R E N GT H S I N T H E W O R K P L AC E

M A R K CO N D U C T E D CO M M E RC I A L / ST R AT EG I C D U E D I L I G E N C E O N A £ 3 50 M I L L I O N P OT E N T I A L AC Q U I S I T I O N

BY A F T S E 1 0 0 P LC . A S A R E S U LT O F H I S W O R K, T H E G RO U P C FO D EC I D E D TO W I T H D R AW T H E I R B I D S I N C E

H E J U D G E D T H AT T H E D E A L W O U L D E N DA N G E R S H A R E H O L D E R VA LU E

FOR 3 YEARS MARK WORKED WITH THE LEAD TEAM OF A £21 MILLION CORPORATE L ABORATORY TO GROW ITS 3RD PARTY BUSINESS AND PREPARE FOR VARIOUS RADICAL STRATEGIC

CHANGE SCENARIOS. AFTER A $6 BILLION MERGER HE CARRIED OUT SUCCESSFUL TROUBLESHOOTING WHICH

HELPED CREATE A MORE EFFECTIVE, SUSTAINABLE GLOBAL PRODUCT DEVELOPMENT FUNCTION

US I N G R I G O RO US F I E L D M A R K E T R E S E A RC H M E T H O D S, M A R K C O N V I N C E D T H E M A I N B OA R D O F A F TS E 1 0 0 P LC

TO E N T E R A $ 1 B I L L I O N B U I L D I N G M AT E R I A L S M A R K E T I N N O RT H A M E R I C A BY ACQ U I R I N G T H E N O 1 P L AY E R

SAMPLE CASE STUDIES

T H E R E S O LV E T E A M WA S C A L L E D TO H E L P R E S C U E A M A J O R I T P ROJ EC T TO AU TO M AT E N AT I O N A L T R A I N

P L A N N I N G. W E D E S I G N E D A N D L E D A P RO G R A M M E TO E N GAG E 9 0 0 T R A I N P L A N N E R S S O T H AT T H E Y E M B R AC E D

T H E C H A N G E S I N ST E A D O F R E S I ST I N G T H E M

O N E O F T H E U K’ S L E A D I N G C H I L D R E N ’ S H O S P I TA L S H A S US E D R E S O LV E TO RU N STA K E H O L D E R W O R KS H O P S

TO D E S I G N A N I N N OVAT I V E N E W P O ST- O P E R AT I V E C A R E PAT H WAY F O R BA B I E S W I T H S E R I O US H E A RT

C O N D I T I O N S, A L LO W I N G T H E M TO B E D I S C H A RG E D S O O N E R A N D M O N I TO R E D AT H O M E US I N G C U T T I N G

E D G E T EC H N O LO G I E S

RESOLVE CREATED AND LED A GLOBAL TALENT MANAGEMENT PROGRAMME IN CHICAGO FOR A MAJOR

MULTI-NATIONAL FINANCIAL ASSET MANAGEMENT COMPANY

T H E R E S O LV E T E A M D E S I G N E D A N D SU CC E SS F U L LY I N T RO D U C E D M O R E S O P H I ST I C AT E D P R I C I N G A N A LYS I S

TO O L S TO E N A B L E A N AT I O N A L W H O L E S A L E R O F A F T E R M A R K E T C A R CO M P O N E N TS TO A D O P T M O R E

ACC U R AT E , S O P H I ST I C AT E D A N D P RO F I TA B L E P R I C I N G ST R AT EG I E S

SELECTED LARGER CLIENTS