WHAT TYPE OF LEADER ARE YOU?
We
HOW TO GET PLANNED & ORGANISED IN 2026
We catch up with Fran to delve into best practice for being planned and organised in 2026
MANIFESTING YOUR INTENTIONS
We
BUILD A BRAND TO BE PROUD OF
We
Our contributors
Francis Davies Chief Editor
Fran is Chief Operations Officer for Mantra Marketing working wtith people and companies to help the business become more efficient and profitable.
Kevin Nash
Sub-editor
Kevin is the General Manager at the Promotions Company ,working with colleagues and their teams to help them achieve their goals
Ellie Ford Editor / Author
Ellie runs Flossy Notes from her Cornish base in Bude. She works with small businesses on their marketing objectives, covering services such as social media management, content creation, and a host of copywrting projects
Alex Rae
Art Director / Designer
Alex is an accomplished designer, and visual artist specialising in brand communications.
this issue
Welcome
TO ISSUE #25 2026
From pivotal moments to major marketing drives, 2025 kept us all on our toes. It was our biggest year for growth with increased revenue, team members, office locations and support staff, branching out into previously untouched cities with fresh faces and ambition to boot.
The investment in growth has seen many people move into more senior situations, which, of course, has meant their personal development trajectory has been boosted once again. Just as a sales team builds by one individual at a time, expanding an organisation requires you to prepare for each additional office location.
Expansion plans for The Promotions Company Organisation specifically, is to double in size from their current 10 trading offices UK wide, to 20. An exclusive group of rising stars has been highlighted as likely to play a big part in this expansion with new offices being planned for Cardiff, London, Exeter and Manchester.
“2025 was a blow-away, a dream year, and we’re moving into 2026 with that same momentum.
Even though 2025 was allow-away, a dream year, 2026 is not for consolidation” - James Buckley
Our focus will always be our team. What do they want to achieve, and how can we make that a possibility? For 2026, we’re taking steps to offer more in the way of coaching, personal development, education, and, as always, support. Last year, we invested heavily in our infrastructure and personnel. Looking ahead, we were preparing for where we wanted to be, not where we were at that time, and now it’s
proving invaluable. With the best support staff and recruitment team we’ve ever had, we’ve never been more successfully prepared for the new year.
This edition is full of actionable tips, implementable strategies and thought-provoking insight to equip you well for a 2026 you’ll thank yourself for. There are features from the biggest names in our industry, those you may not have had the opportunity to meet yet, offering you their advice for free - We recommend you take it!
Whether you’re deep in the data or all about the spark, you’ll gain what you need. And keep an eye out for ‘Buckley Titbits’! Additional nuggets of useful information from our CEO, James Buckley.
Thank you to everyone for joining us on the memorable ride that was 2025, let’s jump on board to 2026!
THE OWNERS MEETING
The Titanic Hotel
Anew location for the team; the fabulous Titanic Hotel in Liverpool for the latest Owners Meeting. Giving us all the flair and prestige you’d imagine, without the fatal sinking!
All business owners and support staff came together to discuss all upcoming expansion, their individual plans for the quarter ahead, and fresh insight for the industry in a 2026 market.
Brand ambassadors joined the event on the Saturday to hear from sensational keynote speakers on topics designed to inspire and facilitate a fruitful next period in business. We’re always interested to hear which topics landed well with different individuals; there’s never a clear winner which is why these meetings are
so beneficial for all involved. You’re able to take from them what is most relevant to you at the time.
Keep an eye out for the photos from this weekend throughout this edition; suited, booted and businesses boosted!
Choosing a venue is one of the most exciting parts of event coordination in our opinion, but bearing in mind we’ve got offices spanning the length of the United Kingdom, it can also be quite the logistical nightmare! Well done Fran who nailed it once again with this one. Where do you think we should go next?
Using the Work of Jim Collins
FROM GOOD To Great
The book is the result of a five-year research project in which Collins and his team whittled down 11 companies from 1,435.
Those 11, they’re research found, were the ones that made the leap from "good" to "great" based on sustained stock market performance
One of the things we love about business books is that they’re great for listening to audibly. Instead of having to find a block of time to intentionally sit and read, without distractions, you can plug in and grab a chapter while commuting or waiting in line for your lunch, and 'peoplewatch' at the same time!
Jim Collins' “Good to Great: Why Some Companies Make the Leap... and Others Don’t” is a business management book that has stood the test of time, nearly 25 years to be exact. First published in 2001, his book remains widely influential among executives, entrepreneurs, and leadership coaches.
In a nutshell
The book is the result of a five-year research project in which Collins and his team whittled down 11 companies from 1,435. Those 11, they’re research found, were the ones that made the leap from "good" to "great" based on sustained stock market performance. So, what differentiated these companies from their competitors?
The Key Concepts Level 5 Leadership
At the core of every great company, Collins
found a unique type of leader. Someone who is humble yet driven, modest yet willful. They prioritise the success of the company over personal gain.
Questions to ask yourself:
• Are you showcasing the right attitude?
• Are you too busy boasting your apparent success or are you working hard to make headway each day?
The Hedgehog Concept
Great companies focus on achieving sustained success by deeply understanding and focusing on a specific area of expertise. They make decisions from knowing what they can be the best in the world at, what they’re passionate about, and what drives their profit engine. Transformations from good to great come about by a series of good decisions that are extremely well executed, made consistently, and build one upon another, over a long period of time.
Questions to ask yourself:
• What are you great at?
• What excites you?
• What is it that makes your business the most profit, exactly?
• Also, where does the ‘hedgehog’ come into this? Anyone know?...
Great companies focus on achieving sustained success by deeply understanding and focusing on a specific area of expertise. They make decisions from knowing what they can be the best in the world at, what they’re passionate about, and what drives their profit engine
First Who, Then What
Rather than creating a strategy and then recruiting people to suit it, great companies put great people in the squad first and then figure out what their ‘play by play’ is.
Questions to ask yourself:
• Would you choose the people on your team over and over again?
• If you were to start a new business, what is it you’d want from a team member?
The Flywheel Effect
Organisational transformation is never an overnight success. It’s the result of consistent, focused and intentional effort over time. Momentum builds, becoming unstoppable, as a result of consistency.
Questions to ask yourself:
• Are you being truly consistent? Rain or shine? Good days and bad days?
• What is it you need to be consistent at?
Technology Accelerators
Technology alone doesn’t create greatness, but when used effectively by companies that put in the work that matters, it helps to accelerate their success.
Questions to ask yourself:
• Are you utilising the technological advances that could benefit your business, or have you been holding off?
• Where could you save time, resources and therefore money?
We think Jim Collins hit the nail on the head there, don’t you? Add this audiobook to your ‘must-listen’ list and benefit from how he delves into each aspect on a deeper level.
D What Type of Leader ARE YOU?
o you have an idea of the type of leader you are?
We know how tempting it is to choose the leadership style you like the sound of and make it fit you, but now’s the time to be honest with yourself. Self-awareness is very much needed as a leader! Delusion or cluelessness won’t instil your team with a lot of faith in you; they see right through you, you know.
Being a true leader encompasses more than what you do at the front of the room; how you hold your-
self through highs and lows, how you speak to people, how you handle problems that arise, how you deal with feedback, where and who you choose to spend your time with, and all other aspects of your day-to-day. You are being watched, whether you like it or not, by those all around you, seniors, parallel to your position and those within your team.
How would they categorise your leadership style? Are you singing from the same hymn book?
A Transformational Leader
• Emphasises change
• Strives to inspire
• Focuses on potential
• Is forward-thinking
• Is people-centric, focusing on strengths and capabilities
We’ve likely all been in a group situation where someone took control, communicating with the group and creating a shared vision. Creating unity, developing bonds, boosting energy, and instilling passion.
Leaders who adopt this approach strive to inspire their followers to achieve more than they ever thought possible by tapping into their potential. It can be highly effective as a style in organisations looking to make significant changes or transformations.
A Delegative Leader
• Has a hands-off approach Trusts and relies on their team
• Doesn’t micromanage or provide much feedback
• Allows the team to utilise creativity, resources and experience
Often referred to as “laissez-faire,” a delegative leadership style focuses on encouraging initiative in team members. Generally considered as one of the least intrusive forms of leadership, it’s a very hands-off approach.
Leaders who adopt this style rely on their team to do their jobs; they trust that
things will get done properly. Instead of micromanaging, they allow them to utilise their creativity, experience and intuition to meet their goals.
This approach can be challenging for people new to the role, as they may not yet have the knowledge to spot when red flags are flying. Although some team members may like to be left to their own devices, others may need more structure or direct support to excel, therefore, this leadership style must be kept in check.
An Authorative Leader
• Considers themself a mentor
• Encourages the team to follow them with motivation and inspiration
• Provides feedback, guidance and motivation
• Personalises their style to each team member
• Has a very hands-on approach
Not to be confused with authoritarian leadership, an authoritative leader provides a path and encourages those around them to follow, using inspiration, motivation, feedback and support to bolster the mentorship.
This style relies heavily on knowing the team well, individually, as they need to provide guidance on a more personalised level, helping individuals to succeed. Authoritative leaders, therefore, need to be able to adapt, particularly as the size of their team grows.
A Transactional Leader
Focuses on rewards and ‘punishments’ Emphasises structure
• Allocates strict roles and responsibilities for each team member
Transactional leadership clearly emphasises structure, assuming individuals may not possess the motivation needed to complete their tasks without rewards as a focus.
The leader will set clear goals and tasks, clarifying how the team will be rewarded, or punished, for their work. Rewards can take many formats, but typically involve financial incentives.
Generally, the aim is to ‘get the job done’ efficiently.
Self-awareness is very much needed as a leader! Delusion or cluelessness won’t instil your team with a lot of faith in you; they see right through you, you know.
Being a true leader encompasses more than what you do at the front of the room; how you hold yourself through highs and lows, how you speak to people, how you handle problems that arise spontaneously, how you deal with feedback, where and who you choose to spend your time with, and all other aspects of your day-to-day.
Collaboration is encouraged through accountability, often leading to a collective effort to identify problems and develop solutions instead of allocating blame onto one person or action.
A Participative Leader
• Listens to their team
• Involves the team in decision-making
• Collaborates through accountability
• Has great communication
Sometimes referred to as democratic leadership, participative leadership listens to the team and involves them in decisionmaking. It requires inclusivity, good communication skills, and the ability to share power over tasks. Often favoured for building trust, it empowers individuals to share their ideas and demonstrate their value within the team.
Collaboration is encouraged through accountability, often leading to a collective effort to identify problems and develop solutions instead of allocating blame onto one person or action.
Spontaneous, open, and candid communication is often associated with a participative leadership style, however, as recent working habits have changed, thanks to the COVID-19 pandemic, it’s become more complicated. Remote working or virtual teams have made it particularly challenging to maintain.
Tips for Finding Your True Leadership Style
• Start clocking your interactions with team members to see what comes naturally to you. You will probably find you showcase a blend of a few, which isn’t a bad thing. Once you’re aware of
your current style, you’ll be able to spot it more easily, and most importantly, react in a way that is conducive to the leader you want to be.
• Note that your leadership style and who you are as a person are not necessarily the same. Although your personality may shine through, you’re not limited to it. In order to be good at your job, you may well have to behave in ways that mean you are effective above all else.
• It might seem uncomfortable at first, but you’re going to need some outside perspective for this one. Actively seek feedback from your team members, peers, and senior team to gain external perspective on your leadership approach. This input often reveals blind spots and helps you understand the gap between your intended impact and actual effect. Anonymous questionnaires, group activities and honest conversations will all be beneficial.
Use these insights to deliberately strengthen your natural leadership style and develop skills in any areas you feel you may be lacking. The most successful leaders remain flexible, and adapt their approach based on their team, situation and organisational context. Let your team see you working to better yourself and enhance what you can offer to them. They’ll likely copy.
So, who does 2026 need you to be?
BEING THE LEADER Your Team Needs
Leadership isn’t about the title alongside your name, the power you operate with, or the authority you hold. At its root, it’s about service; how you show up for your team and understand their needs, guiding them towards the shared goal.
Each team in every business around the world is unique; there are different personalities, circumstances and aspirations, therefore the role of
leadership is never as simple as distributing tasks. In order to become an effective leader, you need to become the leader your team needs, at that time. You can’t just perform in a way that represents your job title and hope for the best.
Struggling to know where to start? Here are some pointers to help you.
Leadership isn’t about the title alongside your name, the power you operate with, or the authority you hold. At its root, it’s about service; how you show up for your team and understand their needs, guiding them towards the shared goal.
Be the Calm Amidst The Chaos
As a leader you’re always being watched. Your team, co-workers and superiors look to you during high-pressure moments; are you calm and collected or are you frantic and frenzied? Someone who reacts on emotion doesn’t instil much confidence in their team, so your ability to manage stress effectively directly affects the response of those around you.
“During challenging situations you need to understand that there will always be ways around it. I’ve definitely learned that through the business; when I first started I wasn’t the most positive person. But I soon realised that if I wanted to do well, I needed to become a problem solver rather than a problem announcer.” - Toby Linford
But How?
Now, this is a tricky one, and it takes a lot of practice. Our natural reaction to stressful situations is just that, natural. So the way to control how you respond in these scenarios is to pause. Actively choose to take a breath and consider the first words that will come out of your mouth. You’ll be surprised how effective a few deep breaths are at regulating your thoughts.
Empathy over Ego
No one has all the answers, all of the time, yet sometimes we see people prioritise their ego over effectively solving an issue. Leading with empathy allows you to build trust with your team members, listening to their concerns and working together to find solutions. Instead of acting on your first instinct, stop to try and understand what the person is truly saying. When people feel that their voices are heard they become more engaged and encouraged to go the extra mile.
But How?
Booking in one-on-ones, and prioritising them, allows you to check-in with team members from a non-sales perspective. What’s going on for them personally? Are they facing any challenges you could help with? What is it they’re working towards currently?
Be Clear, Not Controlling
Ensure all team members are aware of the collective goals, the values to encompass, and open up channels for free-flowing communication. Micromanagement can destroy autonomous thinking, while remaining available to your team allows them to feel confident in seeking guidance.
But How?
Be clear about your expectations from day one. Sit team members down and explain what success to you looks like, identify what your specific expectations of them are, then let them work out their way to get there.
Mirror the Behaviours You Need
If you’re not accountable for your mistakes, you can’t expect your team to be. If you don’t show integrity with your actions, why should they? Trust is built on honesty, not hypocrisy.
“I base everything I do on 4 key habits: work ethic, compassion & positivity, willingness to learn and accountability. Because I hold myself to these, it’s a lot easier to create a natural following; my actions speak louder than my words need to.” - Toby Linford
But How?
Take ownership of your mistakes, make it known that you’re not expecting perfection, but betterment. Give your team permission to make mistakes while giving them the confidence to own up and learn from them.
'Leadership isn’t about what you’re trying to achieve; it’s about those in front of you. You need to know who they are, you can’t just assume you know. Don’t rush these things either, it takes time'
Individuality is a good thing
Good leadership is fluid; it should mold the person you’re attempting to lead. In order to teach effectively, you need to understand the student in front of you, they’re reasons for wanting to learn, their preferred learning methods, where they may be lacking in skill or technique, and what is likely to derail them.
But How?
Get to know them. Socialise as a team, take note of the dynamics that form in larger groups and how they perform during solo projects, ask genuine questions with the intent to understand them. Be direct and ask how they think they perform best; do they like to be left to their own devices or given detailed instructions with specific timeframes? Do they need to see the task demonstrated or do they prefer to do their own research?
Celebrate Progression
We’ve all been in a situation whereby we feel our efforts haven’t been recognised. At work, on a sports team, within a friendship group, etc. As a leader, you should acknowledge when progress has been made, whether that’s with mini milestones or noticing someone implementing a new skill or technique. Appreciating progress over perfection will motivate your team, boosting morale and reinforcing the behaviours taken to get there.
But How?
Make progress reports a part of your meetings. Announce areas of improvement and encourage the team to come to these meetings with their individual improvements. Who doesn’t love a shout-out!?
Growth is not finite
To adjust to your team, is to adjust your own development. Self-awareness and humility are vital for personal growth so stay curious and seek feedback regularly. Failures or mistakes aren’t ideal for our confidence, but they are brilliant learning opportunities. Involving your team with your setbacks, as well as your triumphs, allows them to grow alongside you.
But How?
Get straight to the point - Ask how you can be better. How can you support them more? What is it they value about your leadership style, and what is it they don’t? Whatever their answers are, remember to pause before you respond!
“Go out of your way to continually develop your skill set You can’t train others if your knowledge is out-of-date or irrelevant to the current situation” - Toby Linford
If you’re about to start a leadership journey of your own, or are training others to do so, this guide is a great place to start. Thank you to Toby Linford of Eternal Sales Group in Birmingham for his insight into effective leadership, and his honest retelling of his own experiences.
Buckley Titbit!
"Leadership isn’t about what you’re trying to achieve; it’s about those in front of you. You need to know who they are, you can’t just assume you know. Don’t rush these things either, it takes time."
TO IMPROVE Is To Change
WITH KEVIN NASH
'You have to roll with the changes. Change is good, there’s no way we could run the organisation we run now if we did the same things we did 10 years ago.'
15 years in any industry is impressive. 15 years in an industry that’s evolved substantially with the rise of technology, digital marketing and candidate non-negotiables is another thing entirely.
When Kevin Nash, General Manager of The Promotions Company, began his career within recruitment, systems looked very different to what they do now. The tools and processes have changed, but so too has the relationship between recruiter and candidate.
We spoke with Kev to get a fuller picture of its transformation; the plus points, the challenges and what the future holds. He began by stating how important it is to embrace change, something that is notoriously difficult to do. We’re busy people at work, so finding the time to get our heads around changing landscapes, new systems or a different version of something feels like a mental mountain to climb.
Reminiscing on times gone by, Kev says, “You have to roll with the changes. Change is good, there’s no way we could run the organisation we run now if we did the same things we did 10 years ago.”
Not only is the recruitment department a different place to be, but the sales field, the atmosphere in the office, what candidates now want from a role and the team dynamics are all different too.
Stint Breaks
Notably, Kev believes the biggest disparity is with what the candidates are now looking for. The societal focus on personal well-being has trickled down to our place of work, whereby complete devotion to our jobs above all else is no longer the norm. Perhaps COVID-19 played a significant role in this, as we’re living in the moment more.
“Well-being is a lot more important to
Flexibility is not always possible for the likes of shift workers, those in the emergency services or retail even, but for us, we’re able to work around other commitments quite easily for the right candidate
candidates than it used to be; having that flexibility and a work-life balance. We’ve had to adapt the business to accommodate that”
A strategy that is working well for the team is utilising ‘Stint Breaks’. Where you ‘put in a stint’, commit and work hard for six weeks, then take a break of your choice. It splits the quarter into two parts, which the team have found to be a very workable timeframe. With the planned break and exciting plans for it in mind, everyone knows what they are working towards and can focus.
Admittedly, it took a minute to adjust to this unusual way of working, but with everyone now on board, it’s been brilliant for all.
“You can’t work at 100% all of the time, but you can focus on sharp bursts, and then rest. Trying to go full force all of the time only means you’ll burn out, lose momentum and end up back where you started.”
Flexibility is not always possible for the likes of shift workers, those in the emergency services or retail even, but for us, we’re able to work around other commitments quite easily for the right candidate. We can accommodate part-time wishes, studies, or family commitments by sending out a weekly commitment link to the team. They then let us know what they’re going to commit to, and we can plan around it.
There was technology, now there’s AI For all industries, technology has changed the way we work day to day. For our support staff, the role of Recruitment Manager meant a large proportion of the week being dedicated to administrative duties such as earning summaries, vetting, booking appointments and correspondence. Now, however, the technological advancements have meant most elements are automated, so there’s not a lot we need to do manually.
“Back in the day, it’d take us all day to do an earnings summary! You’d get sucked into the admin work as opposed to the recruitment.”
'The moral of this 15-year-long story? Don’t continue to do things just because that’s the way they’ve always been done. Times change, people change, industries change. Throw yourself into it and be bold'
' Our office runs like clockwork, but not everyone sees what goes on in the background, or how it’s taken us years to get here '
2025 has been monumental for the rise of AI; it’s being used so regularly it’s now difficult to decipher what is real and what is artificially generated. Who’s seen those reels of cats diving off diving boards and been amazed at the skill and poise of them?...
As an organisation, whose success has come from a steadfast dedication to people, we’re treading carefully where AI is concerned. We know it has its benefits within administrative domains, but the last thing we want is for our unique ability to relate to customers, connect with candidates and bond with clients to be a thing of the past.
For now, we’re looking at how it can streamline processes within our onboarding systems, but it’s important that it doesn’t go too far.
“We’re taking it on its merit and using it where we feel it’s right to, but do we really want to recruit a bot? How far do we take it?”
Powering through change
Change can often cause issues for those affected; it can bring about stress, apprehension, and misunderstanding if not handled properly. Kev notes the importance of planning and relevant training for those about to expand their business, as what goes on behind the scenes is often underestimated.
“Our office runs like clockwork, but not everyone sees what goes on in the background, or how it’s taken us years to get here”
The mentality toward change is ultimately what will decide the results. A great example of this for The Promotions Company is their bold move to facilitate satellite offices more regularly. Since taking the plunge in 2023
to heavily invest in team members with riskier business moves, they’ve seen a 25% increase in sales and been able to expand the organisation into four new cities with massive plans to double the organisation in size in 2026.
“We’re not afraid to take risks. There’s no official rule book, so you’ve got to be creative, take control and think outside of the box. The thing I love about this business is that we can try anything. Sometimes it works, sometimes it doesn’t!”
The moral of this 15-year-long story? Don’t continue to do things just because that’s the way they’ve always been done. Times change, people change, industries change. Throw yourself into it and be bold.
Thank you, Kev. For choosing us for 15 years, and making such a success of it!
Welcome Back Appie!
Guess who’s back… The most sunshiney ray of sunshine there ever was. Aparna Rakesh. Appie! We couldn’t be happier to welcome her back into the fold within the organisation, still in Plymouth but in an entirely brand new office.
Having taken a career move into finance with stocks and shares in 2019, she continues to build her finance business, but is now also working with Emily Gara and the Electra Marketing office. The autonomous nature of working for yourself from home has meant Appie has missed the social aspect and benefits of working alongside a team. A self-diagnosed empath, her main aspect for job satisfaction is working with great people, a community of people who become great friends and support one another.
“The biggest positive for me is when morals and goals are based around our families. You want a massive house and fancy car? Sure, I’ll get behind it, but I’ll push harder if your goals are based on your family.”
Working alongside Emily Gara felt right from the start; both are quite high on the EQ scale (Emotional Quotient or Emotional Intelligence as it’s otherwise known). Emily made it known that her personal
goals were focused on giving her Mum a brilliant life. Appie instantly felt aligned with her new business partner, because this is exactly what she wants to do for her own Mum.
We asked Appie how she thinks she can impact the team now that she’s back in the mix, to which she referenced her seven years of experience within the sales industry, but also noted a recent impactful conversation.
“During my interview, I was asked what my USPs are as a team member. I know that most people use their professional skills to answer this; their creativity, decisiveness, goal-focused mentality, etc, but one of my biggest strengths is love and empathy. I didn’t know how good that sounded to corporate! I asked to move away from clinical language, and they loved it.”
The team loved her response, understanding the importance of connecting with candidates and team members alike. Approaching candidate interactions with empathy and connection means conversations are broader, varied and authentic. She naturally delves into the individuality of people, always has done.
' They remembered my story, who I was and what my goals were, and even though sales is a money-based industry, they got behind me as a person. '
' During my interview, I was asked what my USPs are as a team member. I know that most people use their professional skills to answer this; their creativity, decisiveness, goal-focused mentality, etc, but one of my biggest strengths is love and empathy. '
During her time working in sales, Appie never felt comfortable with the ‘bad cop’ analogy for management; it isn’t something that comes naturally to her.
“A recruitment role works perfectly for me as Emily can be the rock of this company, while I can be the support”
There’s always a long-term vision with Appie, and this is no different. A dream she had during the week of her interview meant she woke up knowing she was aiming for industry recognition. She dreamt that Emily was picking up the “New Marketing Company of the Year Award” and she had earned the “Recruiter of the Year Award”. Every office that’s graced the city of Plymouth has picked up that prestigious accolade, so now it’s Electra Marketing’s turn!
On a personal note, Appie opened up about the recent loss of her Father, which left her noticing how far away from home she’s been since she moved to the UK. Her family, her friends, have all been out of touching distance since she was 18.
“Who’s going to come to my funeral? I’ve got my husband here, but I’ve been working at home on my own for the past five years, my social connections just aren’t what they were when I worked here. I’ve never been so sociable or felt so connected to a community of awesome people as when I ran a sales office.”
When Fran called her to suggest coming to work with Emily, it was a no-brainer. It had come at the perfect time, especially as she also wanted to finance the international move for her Mum.
Six years is a substantial amount of time in any industry, so we wanted to know if anything had come as a surprise to Appie since returning. She noted three things: the life-changing amount of time technology is now saving with administrative tasks, the massive incentives and competitions that are now on offer, and the events and meetings having upped the ante!
“I remember my recruiter was writing everything down in a notepad, with an actual pen!”
And that was only six years ago, society moves quickly, doesn’t it.
It appears Appie is as happy to be back as we are to have her back, making sure to tell us how grateful she is to be thought of after all this time. She says she didn’t realise the impression she’d made on her old colleagues, and thoroughly appreciated the way in which she wasn’t discarded as soon as she left, she was treated with the same love and respect as she always had been.
“They remembered my story, who I was and what my goals were, and even though sales is a money-based industry, they got behind me as a person.”
Welcome back, Appie. We can’t wait to see you picking up that award at next year’s convention!
HOW TO GET PLANNED & Organised in 2026
w/ Fran Davies
We feel it every year, that urge to make the next one ‘better’. Whether that’s emotionally, financially, socially, physically or anything in between, we begin the new year with the best of intentions.
So, what’s on your wishlist for 2026? Have you got a plan in place for making it happen?
Being planned and organised is more than just a personal strength; it’s a vital skill that drives productivity, reduces stress, and enhances overall effectiveness. Whether you’re managing daily tasks or long-term projects, staying organised helps you to maintain focus, meet deadlines, and focus on what’s important.
To-do lists are a great start, but in order to get the results you’re after, there needs to be more to the equation. Having a system that suits you, setting priorities, and using your time intentionally all help to keep you on track for hitting goals.
For this feature, we managed to slot into Fran Davies' schedule and gain answers to all our questions regarding her seamlessly organised life. We explore the importance of being planned and organised, the practical strategies she uses, and how she handles curveballs.
Hi Fran! How do you typically plan your week? I find a little bit of time on a Sunday to sit with my calendar, diary and notebook and take a look at what’s coming up within the next week, month and quarter. I slot in all the personal and business items that are fixed, i.e. the calls, meetings, dentist appointments, etc. Then I pick three or four projects that need to have moved forward by the end of the week, whether that’s organising an event or recruiting a new member of staff.
The more you do it, the quicker you get; you’ll know what’s fixed each week, you’ll know where there’s flexibility and which pockets of time to utilise, so you won’t be starting from scratch. I then set any reminders and alerts on my phone for the day ahead.
I don’t think it’s complicated, I’m not using swanky AI tools or anything, I’ve tried so many apps and systems over the years but I know what works for me, and it’s a pen and paper!
' It’s easy and comfortable to be in a rhythm, but that doesn’t necessarily mean it’s good for business. We try to shake things up when we can and that’s what I’ve become accustomed to.'
Do you ever use any tools?
I will put on ‘do not disturb’ when needed, which helps with concentration, but I would love to time block more. I do it when I can, when I need to focus predominantly on one project, but it’s not always realistic for me.
This isn’t really a tool, more of a method, but I only put things that will actually get done on my daily to-do list, so I don’t generally have items rolling over to the next day. It helps me to feel good with what I’ve managed to do, but also means I’m not starting the next day feeling behind and frantic.
Our business is fast-paced (to say the least!).
How do you approach changing landscapes, interruptions or unexpected changes to your schedule?
When I started, the lady I was replacing said to me, “Fran, I think you’ll do really well here as long as you can adapt to change. Change isn’t a bad thing, it’s part of the business and it’s what makes things move forward.”
It’s easy and comfortable to be in a rhythm, but that doesn’t necessarily mean it’s good for business. We try to shake things up when we can and that’s what I’ve become accustomed to.
“I’ve learnt to accept it’s just part of the process; things don’t always unfold exactly how you planned, especially when you have children! As long as I try, then that’s great”
With so many offices and individuals to cater to, how do you manage multiple tasks or projects?
I’d say there are three elements to it.
• By having good relationships with everybody so we know the rhythm of one another. They know when it's a good time to contact me and how best to get a response out of me, whether that’s a voice note, WhatsApp, call, etc.
• The next stage is the weekly plan, as mentioned earlier. Breaking it all down, seeing where I can move projects along each day.
'I would firstly make sure I understood the bigger picture. Why are these things on my to-do list in the first place? Otherwise, it’s just an endless list of tasks.'
• I can’t work with everybody, but I will always pick up the phone and have a conversation. They may not be my number 1 priority, but I can point them in the direction of one of the other senior team members. I do have to have boundaries and set limits, otherwise I’d be stretched far too thin and no help to anyone.
Could you give us an example of when poor planning impacted the outcome negatively? What did you learn?
This is a funny story now, but at the time it was mortifying, the stuff that keeps you up at night! Very early on in my career, I’d been given the task to help organise an entire R&R in Spain, something I’d never done before. It was beautifully organised, and I was in regular communication with the key person who would be hosting the weekend. He lives in Australia, so was flying in especially for the event. Whilst organising it, we would talk about “The Friday”, or “on the Saturday”, but not the actual dates…
All of the UK attendees had arrived and were waiting for him, so I called and found out he’d been focusing on a completely different weekend. He literally fell on his bed when I told him. It was a real heart-stopping moment, we couldn’t believe it.
So now I always, with all events, meetings and correspondence, check the date. Repeat it, repeat it, repeat it, so there’s no confusion! What a shocker.
How do you decide who to delegate to? I look for the core values in people; great examples of leadership, are they honest, hard-working, and diligent, and do they care about what they do? I’m not delegating because someone is a ‘top performer’; for me, people have to prove themselves for an extended period of time on various levels.
You have to earn your stripes a little bit.
What do you do when you feel overwhelmed with an overflowing to-do list?
I take a step back and put things into perspective. It’s very hard when you’re in the moment, but zoom out and look at the issue from above.
In the moment, you can be consumed by the stress of it, finding it hard to know where to start. Get out of the office, go for a walk, and find some quiet. When there’s noise all around you, you can’t concentrate on what needs to be done.
The workplace has changed. Refusing to take breaks and staring at a screen for hours is counterproductive, but it was once ingrained in us to power through at all costs. You wouldn’t even consider getting some fresh air on your supposed lunch break, but now it’s encouraged, as you’ll come back refreshed and ready to get things done well.
Those who know me will know I’ve been on a personal wellbeing journey in recent years; it’s the only way I can do my job effectively. If I didn’t prioritise taking care of myself, mentally and physically, I simply wouldn’t be in the right state to perform well. When I’m well-rested, eat nutritiously, and move my body regularly, I can come into work and look at things in a productive, professional way.
How do you tend to track the progress of goals or projects?
A lot of my job nowadays is making sure we wrap projects up and get things over the line when we’re supposed to. We communicate on a level where everyone is respected, and everyone knows what they need to do and when.
I’ll check in with the people involved without micromanaging them. I hate that for myself,
so I don’t do it to others. I get it from my Dad, he was very much a “go and figure it out” kind of guy. I’m fortunate that James likes to work in a similar fashion, whereby we’ll discuss and plan for the next quarter, then he’ll say, “Right Fran, that’s the quarter, I’ll see you on the other side!” - I appreciate that.
If you were starting a new job, or were new to project management, where would you start to ensure you set off on the most organised foot?
I would firstly make sure I understood the bigger picture. Why are these things on my to-do list in the first place? Otherwise, it’s just an endless list of tasks.
I’d always encourage people to look forward from a Sunday, so you come into work on Monday ready, as opposed to coming in blind and instantly panicked.
Your personal life is important too, so make sure you plan for it. If the gym is important to you, book it in properly and make it a priority. Sometimes people will say they want to look after themselves and get fit and healthy, but they’re not planning for it, so it doesn’t happen. They end up buying a meal deal because there wasn’t any forethought to pack a lunch or meal prep.
We knew Fran would be the best person to speak to regarding planning and organisation. It doesn’t need to be intricate or include subscriptions, guys! Give yourself the time to look ahead, look within and look at the bigger picture. Thank you, Fran.
Buckley Titbit!
"To be a successful business person, you need time to think and breathe. If you’re not organised, you’re always going to be scrambling, then you won’t have time to be an entrepreneur."
TOP TIPS FOR HITTING YOUR GOALS
with Matt Nicholson G
oals, aspirations, or having a bucket list is quite commonplace nowadays in both business and life. We’re watching people train for their upcoming marathon, budgeting to rid themselves of credit card debt, and we’re even getting to see influencers grow their business in real time, counting the follower base day by day, and celebrating with them when they hit their milestones - They sure do love a giant balloon!
Many find announcing their goals motivating; they do well with public accountability. Others prefer to ‘go dark’, staying silent and reappearing once their progress is substantial. Whatever it is that works for you, it’s important to know, and hone in on that.
We spoke with Matt Nicholson of Monument Promotions in Swindon, a business owner who has achieved regional and national success, faced challenges and remained steadfast on where he’s heading. Are you ready for a boost in motivation? Read on…
Hi Matt! Would you be able to walk me through your process for creating a plan to hit a major goal?
Absolutely. The first part of the process is to:
1 - Figure out what you actually want. For me, the most meaningful goals I’ve set have come from identifying both the pain points and pleasure points in my life. It’s important to have both negative and positive motivation for when you need to ‘press the bruise’. This is when you’re working towards a goal, but inevitably come
across a challenge or dip in momentum. The positive motivation will inspire you to some degree, but without that reminder of the pain point you don’t want to go back to, it might not be enough.
For instance, someone might hate their 9-5 job, not make enough money and see no progression within the role. They’re frustrated and can’t live the life they want, so they start in sales. They’ve chosen a commission-based role to increase their income, but one month in, they face a challenge. That’s when they ‘press on the bruise’. They could feel disheartened and give up, but they remind themselves of how bad it was before, and why they started. Going back to the way it was would be more painful than working through this challenge.
2 - Set expectations for yourself. I’ve learned through the industry to map out the hurdles I can preempt happening, before they happen. That way, I’m not faced with a surprise, and I have a contingency plan in place.
Perhaps someone is on their first day in the field, if they’re expecting to feel nervous, forget the pitch and meet someone negative, they won’t be caught unawares and let it throw them off. Instead, they’ve got a plan of what to do when these things happen, maybe they’ll put on their favourite song in their headphones, call their team leader or go and take themselves for a little walk.
When you set goals, you’re in a motivated state of mind, so by setting these expectations, you’re sending a letter to your future self who may be having a wobble.
“Are you not capable of sticking to a 90-day plan, Matt? Of course I am!”
3 - Create a list of specific commitments & focus areas. This is a mixture of things I will and will not do, for example, get in the office at x time every morning, bring in lunch every day but treat myself on a Friday, etc.
4 - Don’t make this mistake… A big mistake I see people making is not learning more and evolving their goals as they go. By 90 days in, you should be 90 days more educated on the topic. You might know enough to get going, but books, podcasts, and experts you invest in will develop your subject knowledge. To make real progress, you have to update the plan - In what scenario do we expect the first plan to work forever?
In our industry, thank goodness, it’s similar to being surrounded by personal trainers, who don’t charge, and are super eager to help.
5. How do you ensure you and your team stays focused? You need a reason to stick to the original deadline. A date when we’re opening a new location, the date of the marathon you’re training to run, or the date of the new product launch, maybe. It gives you a tangible deadline and stares you in the face every time you look in the diary. You need a reason not to move the goal deadline.
6. How do you handle a situation where underperformance is affecting the goal? On an individual level, you need to do the gut check. Was my plan right in the first place? Be really honest with yourself. That’s why it’s so important to define your values and identity, so you can easily reference your behaviours. I see myself as a high performer, I’m dedicated and have pride. "Are you not capable of sticking to a 90-day plan, Matt? Of course i am!" I can manage myself on this.
A great example is with quality acquisitions.
Fidel Nanton has such pride in doing things properly, his ethics and morals are always at the forefront of his mind. After eight years in the industry, he’s never had a month of poor quality. It’s such a part of his identity that he doesn’t fall into bad habits or traps, he will never falter. Who are you at heart?
It’s much more challenging working with others on underperformance because not everyone has their identity figured out. James Buckley is the master at this, on ‘pressing on the bruise’. He’ll get you to realise what the outcome will be if you don’t make a change.
Heard of The Dickens Process?
Just as Ebenezer Scrooge was taken into the past, present and future to see for himself what his life would look like if his behaviours didn’t change, we can do the same with our team members.
7. Can you tell us about a time when a goal didn’t get hit? What did you end up learning from it? Many, many, many. It took me a long time to get to crew leader, about 2-3 years. I didn’t have clear commitments so I wasn’t sticking to anything in particular. I was getting discouraged by temporary failures and not taking accountability.
When you’re a bit younger or immature, you assume you’ll hit the goal without working hard for it, just because you’ve decided to. Part of growing up is learning the cause and effect of doing what you need to do. I think that’s why many of us drink less as we get older - is it actually worth the trade off? You need to learn, from experience, the cause and effect. We aren’t instantly born with that knowledge.
' I’m much more honest and direct than I used to be. Over time, I realised that it’s more beneficial for everyone. I used to be overly aware of hurting people’s feelings so I would sugarcoat conversations, and end up having those conversations far too late. '
8. Can you name something that you’ve changed personally with your leadership approach based on a previous situation? I’m much more honest and direct than I used to be. Over time, I realised that it’s more beneficial for everyone. I used to be overly aware of hurting people’s feelings so I would sugar-coat conversations, and end up having those conversations far too late.
Now, I’m a big advocate of honest feedback. When people know you care, and you explain why you are having the conversation, especially when it’s in a welcoming, calm manner, they’re more receptive. Ultimately, if they can’t take feedback, they don’t have the right mindset to go far in business.
Establish a baseline with people where feedback is the norm. If you never give feedback, but then all of a sudden you do, people panic that something is wrong.
9. Are you a fan of external accountability or do you prefer to keep your cards close to your chest? A bit of both. External accountability with the right people is great. For those who are routing for you, who are also motivated and ambitious, sharing your goals is awesome. But trying to explain and justify your goals to people who don’t actually want you to succeed, what’s the point? You don’t owe it to those people, so don’t waste your energy.
We told you you’d feel inspired! Wouldn’t you love to see the 2026 goal plan for this office? We bet it’s a hive of business gold dust. Brilliant once again, Matt. Thank you for such honest, in-depth and actionable insight.
NETWORKING:
With Phil Reid
How to get it Right
Would you say networking comes easily to you? It’s not always the most natural state for people to comprehend. Making new friends can be tough enough as it is, never mind creating professional relationships.
At least when socialising you’re encouraged to be yourself, a personality in your own right with interests and opinions that are true to you. Putting on your business hat with other professionals, though, brings different level of pressure to the interaction. You’re representing a business or purpose, attempting to benefit in some way while putting your best foot forward.
Friendships can be more forgiving of slip-ups or mistakes, with first impressions often turning into funny stories during best man speeches. Your professional reputation, however, can be forever tainted if not managed appropriately.
Someone who always seems to get it right is Phil Reid, Managing Director of The Promotions Company Organisation, as an entrepreneur himself, and also in support of his team. We asked him to equip us with all his top tips for successful networking in 2026.
Hi Phil, we’re discussing networking. What’s your take on it?
As a Dad, your children are constantly learning; how to pick up a fork, how to behave in social situations, road safety, etc, so you provide the right example by showing them how you do things. Ultimately, they pick up the pace and do things in a similar way. I see professional networking as the same thing.
For Brand Ambassadors who want to be great at sales, or learn how to effectively lead a team and coach others, they should surround themselves with people they identify with and who are great examples of what it is they’re trying to learn. They’re experienced where you are lacking. The way I see it, trial and error is harder and more time-consuming than networking; it’s a shortcut for your own learning.
There’s a skill to it, isn’t there? What would you say is important when trying to network effectively?
Oh definitely.
1. The first thing, and the hardest thing to do, is step out of your comfort zone. We instinctively don’t want to admit when we’re finding something hard, but we have to remove the ego and understand that lots of people have lots to offer you. Be okay with being a blank canvas and saying “I’m not sure” or “I don’t know what to do about x, y or z”. Most people in society can’t, or won’t, do that; they’re worried about how they’ll look.
2. Identify the people who can really make a difference to you. Not those you simply get along with, but those who can assist you with your current development.
3. Plan productive time with that person. Meet them at the right time for them, when they’re most likely to be able to invest in you properly. Put intentional thought into the questions you’re asking, too, before you get there. What is it you want to learn? Understand your priorities for the interaction.
4. Nurture the new relationship so it’s not just a one-off. There will be more to learn down the line, for you and your team, and the offer should be reciprocated for them, too.
' Identify the people who can really make a difference to you. Not those you simply get along with, but those who can assist you with your current development. '
As an organisational head yourself, what do you appreciate from those who are trying to network with you?
I find it difficult if I’m honest, as a lot of people who approach me are a long way from my current position within the organisation, therefore I don’t feel qualified to give them the advice they need. I can answer it from my experience, but it’s no longer relevant. What I tend to do is ask them where they’re at, for which I need complete honesty, then I can point them in the direction of someone more suited to them. Choose me because it makes sense to, not because I’m a known name in the business.
What mistakes have you made while trying to network with someone?
Wasting everyone’s time, my own included, by only networking with those I already knew, or those I was fond of.
The biggest mistake, however, was not investing in my network sooner.
Is there an after-the-fact process to follow?
Not strictly, although I know how important it is to solidify that interaction with a message of thanks or a LinkedIn request. What I generally find is that there will be follow-up questions that come from implementing their advice.
I’ll speak to someone, take on their advice, apply it, then that ultimately doesn’t go exactly how I thought it might. So, I go back
and ask them their thoughts on what to do next. There will always be sub-questions, so keep them in the loop. They’ll appreciate knowing you’re taking their guidance seriously and seeing it develop in real time.
If someone is brand new to the concept of professional networking, what actionable tips can you give them to make it a positive experience?
Initially, it has to be face-to-face. Physically go to them. You’ll see they’re a ‘normal’ person and it’s okay to talk to them. Suddenly, you’re chatting like you wouldn’t believe. On the phone, however, it can be awkward, excuses get made, and distractions occur.
Makes sense to us, Phil, thanks! Do your research, prepare properly and keep the relationship alive. Networking is a two-way street, remember, it’s about give and take. So accept networking requests the way you’d like you and your team to be received.
Buckley Titbit!
“There’s no art or skill to networking, you just just have to do it.
And don’t give up if someone doesn’t get back to you; people are busy, we’re all running around like lunatics, but that doesn’t mean they don’t want to help. Just remember that you won’t engage someone if the conversation isn’t relevant to them. They want to speak about topics they can really have an impact with.”
Ones to Watch
Feat Callum Sheridan & Sahr Nanoh
'I had to really work hard to gather myself and find solutions but I wouldn’t change that week for anything. You learn so much from challenges.'
The new year is a momentous time; closing a chapter, opening a book of blank pages, and wondering how the next year's story will
unfold. Generally speaking, there are two different approaches to this time of year.
You’ll find those who are motivated and ‘amped up’ to make things happen, and then there are those who simply continue to tick
along, doing what they’ve always done.
If you know us, you’ll know we wouldn’t dedicate a feature to the latter… Introducing Callum Sheridan and Sahr Nanoh! Have you met them yet? You’re going to want to, (use Phil Reid’s networking tips to get that office visit in the diary!)
Callum Sheridan
Callum has an interesting backstory to how he came to work with us in Colchester. Now an Assistant Owner within the Choice Marketing office, and soon to be opening his own brand new office location in Manchester, he’s made it into our ‘Ones to Watch’ feature.
We caught up with him to hear about his journey so far.
So, Callum, can you tell us a bit about yourself?
Hi, my name’s Callum, I’m 19, and from Kent. I’ve always loved the idea of being in business and representing myself. At 14, I’d started my first entrepreneurial venture as a social media manager for esports organisations, growing audiences, attaining paid partnerships and promotions for smaller teams.
I also started my own reselling company whereby I utilised drop-shipping, built a large network of suppliers and would mentor others who needed help scaling their own businesses.
I was young, and my parents could see how much effort I was putting in, but also the stress it was creating. They encouraged me to find something with more structure, somewhere I could still be creative and entrepreneurial, but that would offer me more stability and support.
So, you’ve since been working in Colchester with Abdul and the Choice Marketing team?
Yes, I found this role by chance and knew it was a great fit. I could put my all into it, make it my own and have an impact. It wasn’t long until I’d broken the previous office record of
' I’ll be taking my team to Manchester in the very near future. I’m aiming for a minimum standard of 100 acquisitions per week so we can compete with the likes of Jay, Arnas and Bilal, and then be in the running for “New Owner of the Year” at the National Convention in June 2026. '
the most sales done in home territory; I was setting the pace, building a team of people around me and really leaning into my role as a team leader.
I just love what’s possible here; I’ve already won an all-expenses paid trip to America in 2026 with an extra £1000 cash to spend, and a sales competition that saw me being handed a cheque for £2500 at an organisation-wide meeting.
It all sounds perfect, but have there been challenges?
Oh absolutely, I’ve done well but that doesn’t mean I haven’t had to graft. One of the most memorable weeks for challenges so far was when I was starting a brand new campaign, training two new team members as well as getting to grips with the product, client and pitch myself. Not only had we had two store cancellations, but my car had been stolen from outside my new apartment so transport became an issue.
"It was a massive test for me as a new leader, when it rains, it pours, hey!"
I had to really work hard to gather myself and find solutions but I wouldn’t change that week for anything. You learn so much from challenges.
Is there anything throughout your career that you would re-do, if you could go back?
Something I’m now conscious of as an independent contractor, is time off. A little while ago I had a bizarre stint where I went on three holidays in the space of five weeks. If I could go back, I wouldn’t have done it like that all at once. I scuppered my own momentum, and although I obviously had a great time away, I put my business back considerably. I’m not saying don’t go on holiday, absolutely go on holiday. But I should have planned it properly.
Now, I set myself up for a good stint of development and progress, then treat myself to a holiday. I’m able to come back and get straight back into where I was, feeling refreshed and ready to go.
'You don’t rise to the level of your goals, you fall to the level of your systems'
'Your
initial reaction will determine 80% of the outcome. If you react badly, you’ll spiral.'
' I’d say my biggest challenge has been managing my patience; I always want to be at the next stage, now. It’s good in a way for motivation, but it does mean I can let setbacks get to me which doesn’t help the situation. '
So, what’s the plan now, Callum!?
I’ll be taking my team to Manchester in the very near future. I’m aiming for a minimum standard of 100 acquisitions per week so we can compete with the likes of Arnas and Bilal, and then be in the running for “New Owner of the Year” at the National Convention in June 2026.
And what do you need to do to make sure it happens?
Building a core team is paramount; enabling others to build their skillsets and take on responsibilities. Having core stability is really important; if you don’t have that nothing will ever stick and you won’t progress. Foundations are the focus, that’s for sure.
Callum, it’s been a pleasure to get to know you better, we’ve got every faith that your next chapter will be just as abundant as those before it!
Sahr Nanoh
With a background in semi-professional football, Sahr was more at home on the pitch than giving a pitch, but two years on he continues to get promoted each season.
Here’s what he had to say about his career path to Birmingham so far.
Having been in the business since February 2024, what do you think has served you well in your business journey? I think football instilled some good qualities in me which have transferred quite well, for instance always wanting to perform at my best and working hard at each training session, not just on game day.
Similar to when you watch other team’s matches to study their tactics, I now make sure I research my clients thoroughly, so not
only do I have great product knowledge but confidence in what I’m selling and why.
What challenges have you faced?
I’d say my biggest challenge has been managing my patience; I always want to be at the next stage, now. It’s good in a way for motivation, but it does mean I can let setbacks get to me which doesn’t help the situation. I’m overcoming it by realising business is a journey that never stops. All I can do is focus on the habits I instill, and enjoy the trip.
So what’s the plan moving for 2026?
The plan is for my office, 433 Marketing, to be trading within the next month or two as a full office so we are just finalising details now! For the future, I want to get the business to a point where we’re expanding into an additional location. I’d like to achieve that within a year of officially opening, so by this time next year we’ll be ready to take the next leap.
What do you need to do to make that happen?
Knuckle down! I need to work hard, keep building my network, and start speaking to people who have promoted new offices out recently. I’m going to continue to set the pace for my team too, be the example I want and need to be, for those around me to succeed.
Well Sahr, we’re intrigued to see what the upcoming season is going to look like for 433 Marketing! Wishing you all the best this year.
NEW YEAR INTENTIONS Manifesting as an Attitude
Come on, say it with us:
“2026 will be the best yet”
“Nothing in my way, betterment each day!”
Intense positivity comes in waves for many, with the help of caffeine and a good night’s sleep… We pump ourselves up with good intentions and implement the actions we deem appropriate. But many believe this is no longer good enough to get the results you’re after.
Manifesting has gained quite the following recently; taking intentional space to sit with what you want in the future, where being specific is key. Many have used this belief system to attract romantic partners, find their perfect job and gain friendships they were lacking. Naysayers will claim these things would have happened anyway, manifesters will argue by putting aspirations out to the universe, you are physically, mentally and spiritually opening yourself up to the likelihood of being heard, seen and understood. Either way, what’s the harm in trying!?
For many, manifesting includes vision boards, affirmations, or setting intentions under a full moon. These tools have their place, of course, but the real power of manifesting is when it becomes an attitude, as opposed to an activity.
Manifesting as an attitude requires you to present yourself to the world as the version you’re aspiring to be; you can’t just sit back and wish things will come your way. It’s not a 10-minute exercise that counteracts the rest of the day, it’s living life through the lens you wish to exist for you.
Belief as the Baseline Belief shouldn’t be fragile, it should be the solid ground you stand on through thick and thin. By manifesting, you’re expecting good things to happen for you because you’ve decided they will, and therefore you’ve aligned your actions to suit. You’re not blindly ignoring the truth, or choosing to avoid reality, you’re simply walking into the life you want to make space for.
Stop Wasting Your Time Manifestation equips you with the confidence to go for it (isn’t that brilliant!?). You feel supported to have that conversation, sign up for that event, send that email or wear that outfit. You’re not taking action because success is guaranteed, but because you’ve decided it will inevitably make its way to you in some form. The more you act, the more the world around you starts to match the energy you’re putting out.
Speak to yourself with intent
What comes out of your mouth is a reflection of your mindset; you can’t speak in an uncertain or doubtful manner and expect your brain not to notice. Choose to use language that assumes your wants and wishes are already unfolding. For example, try, “When I buy that house” instead of “If I manage to buy that house”.
Your brain hears what you say, just as those around you do. Make your words impactful in the best way possible, straight to the source.
Commitment is Resilience
You can’t crumble at each hurdle. If you did, it would suggest wishful thinking more than manifestation. Instead, reframe the situation as a redirection toward an even better outcome. A so-called hurdle will actually be something to be grateful for. This mindset keeps your momentum intact and energy levels high.
Energy is your magic power
It’s not only you that feels your enhanced energy and sense of direction. Carrying yourself with intent is visible to everyone around you. You’re showing up differently; more calm and confident, less hopeful and desperate! This energy brings opportunities, conversations and ideas to you as you’re operating on a frequency that belongs to where you’re going. Harness that magic.
To manifest is to embody. The way you think, speak and behave can either open doors or keep them closed, so trust in the power of you. The universe will hear you more clearly and your future self will thank you.
With Rob Cotterell
The Importance of q1
Quarter one just feels different to the others, doesn’t it? It has that added intensity, that refresh that’s hard to ignore. There’s not many that manage to ignore the premise entirely, treating January 1st as they would December 31st. What’s your new year routine?
We like the opportunity the new year brings; the hope, the intention, the enlightened insight. As an organisation,
we plan for quarter one in the previous quarter four, rest over the festive period and walk back into the office with a new sense of direction.
Someone who understands the importance of a strong Q1, is Rob Cotterell, Managing Director of the Mentorprise Organisation, so we went straight to the source.
We asked how he approaches the start of the year, “Q1 feels like a reset; an opportunity to establish pace and intent for the entire year. While Q4 focuses on maximising momentum and closing strong, Q1 is about building new momentum, reigniting energy after the holidays, and ensuring our strategy, structure, and expectations are aligned.”
As with all periods in business, those in charge are keeping an eye on their key indicators. Each period will be slightly different depending on company focus and industry outlook, so what does quarter
one deem most important?
I would firstly make sure I understood the bigger picture. Why are these things on my to-do list in the first place? Otherwise, it’s just an endless list of tasks.
• Donor acquisition rate: Are we acquiring enough supporters based on the targets that we’ve set?
• Conversion rates: How effective are our faceto-face interactions in securing long-term donors?
• Event footfall vs. Engagement: Are we maximising the opportunities at each venue?
• New starter progression: How quickly are new brand ambassadors achieving the expected standards?
Attrition rates: Are we retaining the talent that we’re bringing through the door?
Every chapter comes with its challenges, some that may well change the trajectory of your business going forward, some less invasive. The first quarter of any year is no different, and although each year may differ slightly, there are a few that reappear year after year.
' Clarity of purpose, expectations and the plan. The more clearly you and the team understand what success looks like and how to get there, the quicker you’ll see buy-in, results and team cohesion.'
Closing the office doors for two weeks in December is fantastic for rest and recuperation, but not so great for momentum. As business owners and team leaders, we need to manage the seasonal challenges coming our way. The post-Christmas energy dip, event availability (January can be quieter in terms of venue access), the shorter daylight hours, and pressure from clients who also need a strong start to the year, all come into play.
With all the best end-of-year intentions, not all businesses close for Christmas on a high, having reaped the rewards from hard work and great strategy. Sometimes, the motivation of a new year is needed to turn things around. Here’s how Rob believes we can use Q1 to our advantage:
• Launch new strategies: Use these quieter event periods to test coaching ideas, recruitment tools or restructure your territory plans
• Rebuild momentum: Refocus the team on their controllable behaviours, for example, their attitude, habits and planning methods
• Reinforce culture: Now’s the time to revisit team values and expectations
• Drive recruitment: Bringing in fresh talent and setting the tone with a strong onboarding process will always boost the energy in the office
Just because you made a thorough plan, doesn’t mean it’s going to work. Before you’re faced with a crisis, there are warning signs Rob believes you should be looking out for. Are you sensing a lack of buy-in from the team? Are results in previously successful locations dwindling? How’s the client feeling? Is there a mismatch between team effort and results? Are your leadership team on top form? If senior leaders aren’t driving the
pace, it’s a red flag.
To some degree, motivation needs to come from within, but what can we do to encourage team members to power through to their goals? For Rob, the following are nonnegotiables:
• Weekly targets and small wins: What can be implemented with relatively quick success to boost morale and confidence?
• Incentives: Keep things exciting with friendly competition and recognition
• Lead from the front: Your physical presence in the office and sales field will have a significant impact on team cohesion, collaboration and spirit
• Purpose-driven culture: Refresh the team’s sense of purpose with client visits or refresher training
• Coaching boosts: we can all feel a little sluggish after a break, so providing start-of-year workshops to sharpen skills and rebuild confidence will be beneficial for everyone
To sign off, we asked Rob to give us one thing every business leader should prioritise during Q1 to give them the best shot of success.
“Clarity of purpose, expectations and the plan. The more clearly you and the team understand what success looks like and how to get there, the quicker you’ll see buy-in, results and team cohesion. Set the direction and reinforce it often with energy, belief and structure.”
So, if you’ve rolled back into the office with nothing but half a smile, think again! Plan, prepare and power through, guys.
Thanks to Rob for all his insight.
HOW TO BUDGET Like a Pro
It’s not the most sexy topic, we know, but budgeting is extremely important in business and in life. It’s not something we’re taught in schools; in fact, it’s often something we’re only forced to address once bad habits and financial mistakes have already happened.
If we want to have financial freedom, we need to take control of our finances. Winging it and guessing where your money went, just isn’t going to cut it I’m afraid.
Whether you're saving for a big investment, trying to pay off debt, or just want more financial comfort day to day, learning how to budget like a pro will help. Thankfully, once you start, your mindset will change instinctively, making decisions easier and savings build faster!
Here are our top tips on how to set yourself up financially, one pound at a time.
Know Your Why
Why is it important for you to be in control of your finances? You may automatically go for what you don’t want to happen, for example, “I don’t want to get into debt”, and that’s a valid reason. But focusing on what you do want to happen will be more powerful. So, do you want to own your own property? Do you want to travel often? Do you want to be debt-free?
Clear goals that are positive give your budget purpose and keep you motivated when you’re tempted to splurge.
Track Every Expenditure
Where’s your money going? Do you know how much you spend on groceries each month, exactly? What about how much money goes on grabbing food while you’re out and about? What do your direct debits and subscriptions amount to monthly?
When you understand where your money actually goes, you can make better decisions in the moment, but also plan accordingly.
Track all income and expenses for two consecutive months. You can use budgeting apps, but a simple spreadsheet is just as effective, and you may understand it
better as you were the one that created the columns. This task often surprises you, showing spending patterns you didn’t realise were there. A particularly interesting one is what your weekend spending looks like or how much you indulge around payday.
Categorise Your Expenses
Break your spending into categories that make sense to you. Some people like to use the Fixed, Variable and Irregular expenses method. Others prefer to skip that part and list every section out individually, i.e. home insurance, petrol, groceries, pets, self-care, etc.
Categorising will help you see where adjustments can be made to reach your goals. If spending £300 per month on eating out seems too much (especially if you’re also spending £200 on groceries), you’ll start focusing on meal planning at home and using cafes and restaurants as a treat rather than a go-to.
The Envelope System
We are big fans of physically placing your money where it needs to be as soon as it comes in. If your income arrives and sits in one account, just staring at you, looking healthy and full of opportunities, you are far more likely to consider it a slush fund and start impulse spending. A cheeky trip to B&M, new shoes, a night out gone wild on pay day, wherever you get your spending kicks!
Digitally allocate your money into categories as soon as it hits your bank account. Banking apps like Monzo and Starling are great for this; they encourage you to set up ‘pots’ whereby you can name them, set up direct debits, choose ‘round-ups’ on all your purchases, then withdraw the money as and when you need it. It’s a really useful and visual tool to know where your money is and what’s covered.
Don’t forget those expenses that creep up on you, too. The car insurance, TV licence, Christmas, etc. Setting up direct debits for each category will mean that when the time comes for your annual reminder, you will already have the money saved, no panic required. Genius.
'When I was in the sales field, I had a budget for costs, savings and investments, then fun money. I would track how many sales I needed to make to cover my bills, then top-up my savings, then add to my personal goals and fun money.'
- James Buckley -
Plan for the Unexpected
This can take a little bit of time to accumulate to a healthy sum, but having an emergency fund for those unexpected costs, like the dentist or car repairs, will mean you have a financial cushion, which will reduce your stress levels and keep your budget intact.
You’re Cutting Costs, Not Joy
Once you’ve done your monthly review, you’ll no doubt come across areas that aren’t adding any real value to your life. Perhaps you’re subscribed to apps you don’t benefit from, or you could switch to cheaper brands. Or maybe you're buying food on-the-go that isn't even that nice?
Budgeting doesn’t mean you can’t have fun; it just means you plan for the things that truly bring you joy. We’ll never recommend cutting out fun altogether; it’s not sustainable, and you’ll end up splurging, so think about what really makes you happy and make that a priority.
Consistency is Key, and Patience!
Your financial situation isn’t going to change overnight, so you’re going to need to be patient and trust the process. Budgeting is a habit that needs nurturing, but given some time, you will thank yourself greatly for having started.
It may take a little while to fine-tune, and there may well be bumps along the way, but staying consistent, and prioritising your goals will always be worth it.
Make sure you celebrate your small wins, though! Treat yourself when you deserve to be treated (not just because you’re bored or feeling low…)
Final Thoughts
You’re not looking for perfection. You’re hoping for personal awareness, positive intention, and consistency. Make 2026 the year you got it together.
Buckley Titbit!
“One of the fundamental rules of business is that there needs to be more money coming in than going out. It’s as simple as that. If you’re not accurate with your budget, breakeven and costs, you’re essentially going into the office blind every day.
"When I was in the sales field, I had a budget for costs, savings and investments, then fun money. I would track how many sales I needed to make to cover my bills, then topup my savings, then add to my personal goals and fun money.”
Build a Brand to be proud of
That’s the idea, isn’t it? For those who are starting a business or focusing on their personal trajectory, we want to be proud of what we’ve put together and how we’ve done it.
The likes of Greta Thunberg, Jeff Bezos and Steve Jobs are all instantly recognisable as individuals who have used their entrepreneurial spirit for good, with significant environmental, charitable and technological impact.
One fantastic example of building a brand to be proud of lies with Whitney Wolfe Herd, the founder of the dating app Bumble. An inspiring woman who led her cause with encouragement for all women, facilitating a dating experience that empowers them to know their worth and make decisions that are right for them.
Having previously worked with Tinder, and experiencing an abusive relationship in 2014, she felt compelled to use her knowledge within the field to change the dating landscape for women.
She says, “For all the advances women had been making in workplaces and corridors of power, the gender dynamics of dating and romance still seemed so outdated”. And Whitney was right, why couldn’t women make the first move? Of course, they were more than capable of doing so on other dating apps, but the sheer volume of sign-ups in the initial month (100,000) shows how both the female and male population liked the idea of it being compulsory.
Today, Whitney remains a strong advocate for gender equality and sexual harassment prevention. She and her team have built inapp features that block hate speech and blur inappropriate images. It makes you wonder why
it’s not standard practice on other apps, doesn’t it…
Where to start
Grand stories of entrepreneurial success are great reads, no doubt, but what can you do to get your journey off to a good start? You may not have the funds, vocational experience or business know-how yet to dive right into business plans and hard-hitting societal impact.
Here’s where we would begin:
Who is it that you want to be?
Is it important to you to take a forward-thinking, environmentally conscious stance within your business? Is health and well-being a passion of yours? Do you want to make equality a driving force? Whatever it is that aligns with your values, make it a focus, understand it and ensure those around you know this and respect you for it.
Personal Audit
Before you put your best foot forward, take a look in the rear-view mirror and amend accordingly. As individuals, we evolve through age; our opinions, insight and behaviours change as we grow. It’s okay to have had opposing or contradictory attitudes when younger; it’s part of maturing, but what you don’t want is for a decade-old tweet to come back to haunt you.
Just because you no longer use a social media platform doesn’t mean it’s not still out there doing the rounds publicly.
Delete what no longer aligns with you: comments, photos, posts and even the profiles you follow.
This process follows through to your physical life too, not just digital. What does your physical space say about you every day? Is the way you dress representative of the person you are becoming? Perhaps most poignant is who you are surrounding yourself with.
'Have pride in your business; it’s an extension of you. You should want to know how you can learn and improve so seek feedback often. You may not agree with an answer, but someone else’s perspective is valid. Investigate it.'
Happy Habits
If you’re honest with yourself, you probably know what you should be doing, don’t you? Perhaps your morning routine could do with a revamp, or reading before bed instead of doomscrolling, leaving you clear-headed as opposed to wired.
Start today.
What’s trending?
We’re fortunate enough to live in a world where social media and online branding is literally at our fingertips, which means not only do we have instant access to audiences, but it’s free to market ourselves to the masses.
A platform that’s set to really come into its own in 2026 is LinkedIn. The original professional networking platform. With tools such as articles, LinkedIn Learning and AIgenerated content, you’re able to showcase the best of yourself, putting out content that aligns with your values, engaging with your target audience and creating connections with like-minded individuals.
You should focus on offering content that demonstrates your unique perspective and expertise while building authentic relationships through messages and comments.
But how do you stand out in a crowd of millions?
Be the best you you can be. Don’t try to be a replica of someone else doing well, it won’t last, and it’ll end up a disservice to what you
could have achieved.
Whatever it is you’re trying to do, build or shout about, there will be an audience for you; you just have to find them. Be honest, ask questions and aim for progression as opposed to perfection.
You will never be a true expert in your field; times change, technology advances, and societal attitudes are fluid, so don’t get complacent with your own learning and stay humble to what you can be taught by others.
Buckley Titbit!
“Have pride in your business; it’s an extension of you. You should want to know how you can learn and improve so seek feedback often. You may not agree with an answer, but someone else’s perspective is valid. Investigate it.”
Resources for your 2026 Toolkit
Reading is more than a hobby, it’s a way of making sense of a situation, challenging previous assumptions and evolving as individuals. If you’re not utilising the chance to do so, maybe it’s time reading took up space on your goal plan.
Here are some recommendations to get you started.
Can’t Hurt Me: Master Your Mind and Defy the Odds
David Goggins
It’s been a little while since we’ve mentioned David Goggins, known most commonly for his relentless motivation and no-nonsense quotes. “Don’t stop when you’re tired, stop when you’re done”, comes to mind!
**Recommended by Jake James
Essentialism: The Disciplined Pursuit of Less
Greg McGowan
Ever felt too busy to get everything done in a day? This book may well change your life. Harness the power of choice to take charge of your time, priorities and life, and separate the things that matter from the noise.
**Recommended by Nina Collis
A CEO for all seasons: Mastering the Cycles of Leadership
Carolyn Dewar, Scott Kellar, Vikram Malhotra and Kurt Strovink
This tip-dense guide comes from some of the world’s most iconic leaders; assessing hurdles, preparations for the next step, sustaining momentum and even paying it forward.
The High Performance Podcast
Jake Humphreys & Damian Hughes
A popular choice for many within our team, we often hear snippets flying around the office or conversations being bolstered with guest insight.
**Recommended by Abdul Baig
The Sales Evangelist
Donald Kelly
Also available on YouTube for those who like to absorb content visually, the episode titled “How to build mental resilience", was highlighted to us specifically.
**Recommended by Jake James
The Room Where It Happened
Jake Humphrey
A great one for story-telling, If you’re wanting to endorse your coaching sessions with memorable anecdotes and real-life examples, Jake Humphrey’s new podcast is the perfect option. With unprecedented insight on the pivotal decisions, unexpected turns, and behind-the-scenes moments that propelled companies to global recognition. Including the lessons learned along the way from the people who were right in the middle of it all.
£36,226,080
MONEY RAISED FOR CHARITIES 2025
Office List
Mantra Marketing Group
James Buckley / Francis Davies www.mantramarketinggroup.com
RedSeven Marketing
Robert Cotterell
Bristol www.redsevenmarketing.co.uk
Monument Promotions
Matt Nicholson
Swindon www.monumentpromotions.co.uk
Redline Promotions
Chance Cowie Manchester www.redlinepromotions.co.uk
The Promotions Company
Phil Reid
Bristol www.promotions-company.co.uk
The Promotions Company
Sahr Nanoh
Birmingham www.promotions-company.co.uk
Brandora Sales Group
Ryan Beebee / Jarlyn Pangilinan Chelmsford www.brandorasalesgroup.co.uk
Choice Marketing
Abdul Baig Colchester www.choice-marketinggroup.com
Eternal Sales Group
Toby Linford Birmingham www.eternalsalesgroup.com
Legion Marketing Group
Asma Brahimi Hackney www.legionmarketing.co.uk
Acquisitions & Promotions
Bilal Hussein
Leicester website coming soon
Element Promotions
Arnas Galiusas
Norwich website coming soon
Electra Marketing
Emily Gara
Plymouth website coming soon
All Stars Acquisitions
Muhammed Ahmed Leicester website coming soon
“Making 2026 Mega!"