Change can only happen by changing your thinking
As a business coach, Jason Campbell’s clientele varies from two-man bands to international companies and from probate lawyers to luxury car manufacturers. He spoke to Sandra Smith.
“When we do much the same in our business every day, week, month, it shouldn’t be a surprise that the outcomes and results remain the same. Change can only happen by changing your thinking,” says Jason Campbell.
“Sometimes, after achieving a degree of success, business owners reach a plateau, a point where the ability to think beyond either the expected or the approach they’ve taken up to then, becomes a challenge. Providing a second perspective enables me to sort out things that need to be done; that’s how clients get to the next level.’
As a business coach, Campbell’s clientele varies from two-man bands to international companies and from probate lawyers to luxury car manufacturers. What each client has in common, however, is a desire to improve either because they are struggling, wish to aggressively grow, or cannot figure out how to escape a mindset. Finding a way forward is, he suggests, a matter of psychology.
“Everything we do every day is driven by fear or loss. People are wired in different ways, so our fear levels are different. My role is to tap into the way someone is wired and motivated.’
Such enthusiasm was the driving force behind his own entrepreneurial roots. During the nineties, early Filofaxes, those must-have accessories, were boringly monochrome and ripe for reinvention.
Using his creative skills and knowledge, the then 19-year-old designed ranges in wood, acrylics and brushed aluminium before talking his way into a meeting with WH Smith who ordered 300 units leaving Jason wondering how, in his modestly sized rented living quarters, he could possibly produce so many.
Well, he did. In fact, his designs went on to sell worldwide and within five years he had a buyer for his company. Freelance design commissions and working with design teams followed, as well as managing and turning round design marketing agencies. Jason recalls the evolution of his own career.
“Running that first company was a huge learning curve - I didn’t even know about VAT! Gradually, clients came to me asking how to reach the next level. Back then I didn’t call myself a business coach, yet I found myself more and more advising people, at the same time stressing the importance of sound foundations, ensuring a company is profitable prior to taking on new staff, investing in bigger premises etc.”
Now a mentor and coach, Hertfordshire based Campbell specifies the differences between the two approaches.
“Mentoring is me telling you what to do, imparting my knowledge, using my experiences to push information to you. In coaching, it’s the client who does the work. I ask questions, making them go away and do the thinking.’
“You need to be direct. Right at the beginning I ask if the client is happy for me to be brutally honest. In 20 years, I’ve never had anyone say no. A straight, but tactful and positive approach makes for quicker progress.”
For both coaching and mentoring, an initial evaluation involves getting to know the person with whom he will work. This fact-finding mission is also aimed at ascertaining a client’s wants and requirements and is followed by an individually tailored programme. Indeed, Jason’s USP is a guaranteed bespoke program for each client. Then there’s the matter of straight talking.
“You need to be direct. I call this contracting - setting the scene of communication. Right at the beginning I ask if the client is happy for me to be brutally honest. In 20 years, I’ve never had anyone say no. A straight - but tactful and positive - approach makes for quicker progress.”
On average two-hour meetings with clients take place fortnightly. During the weeks or months of working together Campbell regularly checks that clients are meeting personal and business expectations, goals and targets, and implementing advice that has been discussed. But is everyone open to help from an outsider?
Does susceptibility to change differ amongst employees?
“I usually work with the business owner or senior executives but when my work involves employees, at any level, all discussion includes them and their boss. Transparency is important. There is a breakthrough in perception when the employee is up for it.
“Companies sell either a product or a service and the techniques are the same. For sales teams I train people how not to sell. You see, it’s about building relationships, getting customers to buy from you and to stand out against your competitors.’
Jason insists that, with the right approach, anyone can be reached. And seeing clients achieve - via stepping-stones - those targets and objectives that have been collaboratively established gives him satisfaction.
Although he doesn’t have industry experience that relates to all clients, this is no barrier. Success, he says, is down to changing attitudes.
“We feel, think and act it out. We can’t act without initially feeling it. You can’t feel angry without thinking it first. That’s how the body works.
“If you don’t change an owner’s head, then they will continue to repeat the same way of working. Therefore, outcomes are likely to be the same. I change the way people think about stuff, their perspective. That’s what my coaching is all about. And mentoring gives people knowledge and understanding.’
One of the attributes which executives, managers, partners, and business owners have in common is self belief. It’s the foundation of success and brand building. But self belief isn’t any more absolute than individuals are perfect. Besides, competing in any industry involves thinking beyond the present.
One way to navigate the future is to recognise when external input is either necessary or needed to boost your business. Such clarity is a strength. Jason Campbell knows that. Do you?