Whether it is to protect your business, enhance customer satisfaction, or reassure prospects, translating your terms and conditions into English can be particularly useful if you are dealing with a multilingual clientele and are based in a non-native English speaking country.

What are the biggest challenges in working together?

There are a few challenges.

On the one hand, there are human factors, the different personalities, which are also hired according to these characteristics. Marketing people are often more creative and analytical. They look at the data and optimize it. They look at the portfolio: How is the branding? What personas should be behind it? They invest much time to make sure the overall brand picture is correct. Salespeople are usually more communicative, more pragmatic, and approach people proactively. Sometimes you get situations where Marketing says, “Hey, Sales, you guys just need to sell this.” Sales comes from a different perspective. They say, “Meh…, that’s a lot of theory, but we know our customers and their needs. We have our own goals, and everything that’s going on around here isn’t that important to us.” And so they pick up the phone and call off their leads.

It has become a tradition to directly attribute a corresponding need for change to people whenever there is a push for change.

This need for development has to do with the fact that the cause of conditions in companies is often attributed to people’s character traits and abilities. This logically results in the change lever “MindSet”.

Apart from the unproductive attempts at change by working on people, the significantly greater lever for change is the system, not the manager or the people themselves.

The leadership system is the context in which the leader and their colleagues act. It consists of organizational and operational structures, management tools, and policies.

Yes, some of these people indeed produce these structures. But that doesn’t mean that people have to change. They have to LEARN something.

So, better: we look at the framework and the context.

At a time when a number of segments within the consulting industry are seeing lower demand amid the Covid-19 crisis, Gary Williams, the founder of professional services business development coaching consultancy BD Coaching Hub, explains how consulting leaders can win a bigger slice of a smaller pie.

Professional and business services make up 25% of UK businesses, with a combined turnover of £399 billion – and adding £190 billion to the economy. The sector employs 4.6 million people – 13% of the UK workforce – and accounts for 27% of the UK’s services exports, worth £66 billion to the UK economy.

One of the industry’s flagship segments, management consulting, is worth around £10 billion. While the overall market grew by 2.5% last year, the unprecedented challenges posed by the coronavirus-induced downturn has meant that some segments within the industry are contracting.

Created in the midst of a global pandemic during the summer of 2020, Covid-19 Student Response Network (CSRN) is now the UK’s largest student-led response to the global pandemic.

Launched by the Bristol branch of 180 Degrees Consulting, CSRN was designed to unite established student consultancies from across the UK with the aim of aiding charities and NGO’s that have been so awfully impacted by Covid-19.

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