Brands spend considerable time and money developing a reputation; individuals do the same, the reality of course is how we feel about the brand or person and how that influences our decisions about them.

My 8 o’clock meeting yesterday morning was with a person I have known for 10 years. Without exception he has been late ever time we’ve met. In light of this I was relaxed at the prospect of 5 minutes late, heavier than expected traffic the cause of my tardiness.

Imagine my surprise when a) he was sitting there waiting for me with b) an almost finished coffee. On the basis of my reputation, he had been 10 minutes early.

Two reputations spectacularly colliding and a reality check for us both.

So, what does your reputation say about you?
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On reflection, if the work you are tasked with, does not fit with your own values, no amount of coaching, counseling or medication will dull the pain. Leave it to those who are happy to ‘carry-out-orders’; choose instead to follow your own path.

The three part series reflects a much more realistic picture of business in the UK it seems most of the problems affecting the six featured businesses were caused by ‘people issues,’ in my experience this holds true for most organisations.

The dynamics which affect how we ‘get-along’ with each other, communicating and interacting together is without doubt the single most important and difficult aspect to get right in any organisation. This is not some idealistic wish list, but basic common sense.

So, the sixty four thousand dollar question, how to achieve this cooperative utopia? Let’s start by making expectations explicit, consistently maintaining standards and crucially, having positive role models from the ‘top of the organisation.’ How can business leaders justify paying an employee bonus and at the same time award themselves one?

A leader can’t lead without followers, people will choose to follow those who they trust and respect!