One year in, what really matters?

Today marks one year since I started working with Tim at Now Then Energy. I’m pleased but in no way surprised to say that it’s turned out to have been a great move.

In some ways, it was obvious – an opportunity to carry on with the core of what I (and my team) had been doing, to broaden my experience, to have more freedom and to build something that is ours.

One key difference, though, had the potential to make the move difficult.

I am highly people oriented; the thing I loved most about my old job was working with my team and other colleagues. I spent much of my time coaching people, aiming to help them to develop their skills and confidence. It was the most rewarding part of my job and leaving that behind, moving to an environment with just one colleague, was a big deal.

Turns out, it’s been fine. Yes, our company is (currently) just the two of us, but it doesn’t really feel like that because we so often find that we become an extension of, or even embedded within, our clients’ teams. Which leads me to wonder how and why that happens…

1. We know what we’re doing.

…Most of the time! And if we don’t, we say so and we probably know someone who does, or can navigate a way through a problem.

But how would our clients know that? Well, they tend to be practical, well-informed people who quickly lose confidence if they detect a lack of knowledge or integrity. Beyond that, it’s about reputation and trust…

2. We look after our clients’ energy needs as though they are our own.

…or sometimes with even greater scrutiny because the prospect of something not working out for a client is somehow worse than something not going well for us. We hold ourselves to high standards and we are invested in our clients’ success. I think people recognise that.

3. We’re nice enough people.

When recruiting, it can be necessary to put likability aside – sometimes a role requires a skillset that is most readily found in a type of person we wouldn’t naturally gravitate towards. But it’s often the case that successful, productive working environments are enjoyable ones, and for that, you’ve got to like the people you interact with. And it’s the same when you bring in consultants – you have to trust them, and that’s going to be easier if you like them.

This is largely about culture and values. I think it’s what people identify in us, and when those things are aligned, that’s when everyone concerned gets the best results. It’s what’s made the last year great, and it’s what will continue to ensure that our working lives are enjoyable and successful.