Last time in my first article we talked about reframing the conversation with your peer group around the boardroom table. By providing analysis and intelligence. By talking about what’s useful for growth and revenues, rather than answering your very own "Jeremy Paxman’s” quick fire questions about costs and problems.
On a Monday night, if I’m in our local pub at about a quarter to eight, the world slowly goes dark as if the light has been sucked out of the room. It’s not the death-eaters from Harry Potter, but it feels just like that. Then promptly at eight, the light returns as the tall masons, in their black suits, all take their pints next door.