Category, Leadership

Small businesses are the backbone of the UK economy, accounting for 99.9% of the business population and over half of private sector employment. Yet despite their vital role, many small firms are struggling to scale. While access to finance, regulation, and infrastructure are frequently cited barriers, one of the most under-recognised factors limiting small business growth is the underinvestment in people - particularly in leadership and management capability.

For many small business owners, selling their company may not be top of mind in the early days. The focus tends to be on survival, then sustainability, and eventually growth. But those who build with the end in mind from the earliest stages, position themselves to create businesses that are not only successful, but also valuable, transferable assets when the time comes to exit.

Leadership is not a title, it’s a practice. It’s not about commanding others, but about bringing out the best in them—and in yourself. Whether you’re leading a small team or running a large business, improving your leadership is one of the most valuable investments you can make. But what does “better” leadership look like?

Leading with questions: Expanding the circle of insight

One of the most common pitfalls a leader encounters is thinking they need to have all the answers. Our experiences validate this belief; people often seek us out for decisions, guidance, and clarity. However, through my leadership journey and observations of other leaders, I’ve learned that the most effective decisions arise from posing better questions—not just any questions, but the kind that invite a wider set of perspectives, especially those we don’t usually hear.

In the fast-moving world of UK SMEs, standing still is no longer a safe option. The business environment is changing too quickly — whether it’s customer expectations, technology, regulation, or supply chain dynamics. If you’re not actively growing your business, chances are you’re unintentionally slowing it down.

Critical decisions define a business's future—where to invest, when to pivot, and who to trust. Yet, behind every big call a leader makes lies a less visible, often overlooked influence: their mindset.

In today’s fast-paced business environment, small and medium-sized enterprises face a range of challenges when it comes to adapting to the rapid advancements in technology. One of the most significant transformations impacting SMEs is the integration of artificial intelligence and automation into their operations. While these innovations offer promising opportunities for growth and efficiency, they also bring along a set of unique challenges that must be carefully navigated.

The entrepreneurial journey is fraught with risks, and the landscape in the UK is no exception. This blog explores risks such as volatility in entrepreneurial activity, the impact of policy changes on sustainability-focused startups, economic uncertainties from global events, and various social and economic factors that affect entrepreneurs.

The entrepreneurial journey is inherently challenging, and the landscape in the UK presents its own unique set of obstacles. Entrepreneurs must navigate a complex environment shaped by economic, regulatory, and social factors. Some of the key challenges facing entrepreneurs in the UK include access to funding, navigating the regulatory environment, building resilience, economic turbulence, cultural attitudes, competition and innovation, policy implementation, workforce dynamics, and sustainability and social impact.

At hgkc, we’ve seen many business leaders struggle to delegate. Whether it’s a reluctance to let go of responsibilities, or failure to bring in professional management to deal with increasing workloads, failure to delegate can stop business growth in its tracks.

The entrepreneurial landscape in the UK is evolving rapidly, presenting multiple opportunities for aspiring business owners. As we move through 2024 and beyond, several key trends and factors are shaping the environment, making it an exciting time to embark on entrepreneurial ventures. This blog explores these opportunities, focusing on the diverse entrepreneurial landscape, increasing activity among non-white ethnic populations and immigrants, the emphasis on Sustainable Development Goals (SDGs), narrowing gender gaps, and a supportive ecosystem that fosters innovation and growth.

At the 4th of our round table series co-hosted with Emerge Digital, it was notable how the conversation had evolved over the last year. Business owners are starting to ask questions like: what have other businesses done with AI? what sort of ROI have they had? what has been the impact of AI on people, really? and how can I use AI to develop and improve my business. All too often, though, they are still asking where do I start? We still believe that the adoption of AI is not just about the technology. It is about your business, and where there is opportunity to transform performance and disrupt your industry sector. And that means starting with clear business needs and goals, focusing on leadership and culture, and aligning technology implementation with these objectives. People are the key.

The last few years for business have seemed like one never ending crisis! We suffered a pandemic and adapted to working from home. We have supported our allies in Ukraine whilst adjusting to rising energy prices. And now we are on the cusp of another recession.

It just doesn’t seem to end.

But we must stand firm and prepare for what’s to come. Leaders must focus on how they can help their businesses thrive and we have come up with a few tips that can help you.

For many businesses the bottom line focuses on their financial success. However, in 1994, John Elkington came up with the Triple Bottom Line of People, Planet, Profit, ‘a sustainability framework that examples a company’s social, environment, and economic impact’. Adopting this framework allows businesses to create long-term value by understanding their effect on their people and the planet. Focusing on the ‘three P’s’ and building a sustainable organisation, business leaders are able to meet their objectives with their future needs in mind.

At the 7^th September Chairman’s Network event members and guests discussed the effects of the coronavirus pandemic on business facing the challenges of digitalisation, retaining talent, and the future role of the workplace.

Strategic planning assumes a future that validates the plan. But when there is so much uncertainty, the default response is not to plan at all. But as the Cheshire Cat said to Alice, if you don't know where you are going, it doesn't matter which way you turn. We believe a good plan today is better than a perfect plan tomorrow, and the way to good is through more effective risk management.

The most effective way for leaders who think strategically about how to connect team mates to one another, is to do so through a shared purpose.

Organisations that have a culture built on a genuine sense of purpose will inspire deeper commitment and make people feel they are part of something bigger than themselves. Having purpose paves the way to making an emotional connection with each employee at a personal level, giving meaning to every task they undertake, building a ‘commitment culture’, the beating heart of an engaged workforce.