Strategy, training, numbers, sales systems — we do all of it, and none of it first. Put a good strategy in the hands of the wrong person and you get a slower version of the same result.
Not four boxes. This is what OSM actually delivers, grouped by the question it answers. Most companies start with one and add the next when the first one has worked.
Who you hire, who stays, and how good they get. This is where we start, always.
Adverts written and published, applications screened, candidates read with I-Profile. Then we sit in the interviews with you — because the point is that you learn to run them, and the next hire you make without us is still a good one.
How we hire →Structured development for the people who are staying. Cheaper than replacing them, and it works on the ones who already know your company.
See the programmes →Twenty minutes per person. How they decide, how they behave under pressure, what they need in order to stay. Ours, not licensed from anyone.
See how it works →The courses. Taught to people who have to use it on Monday, always applied to the company in the room.
For owners and managers who have discovered that managing is a different job from the one they were good at. Two levels, base and advanced.
See the programme →A negotiation handled with intelligence and transparency, taught as a process. Includes going out with your salespeople rather than only talking about it in a room.
See the system →For people who have to present to a room, a client, or their own company. Less about confidence than about structure — which is the part that can be taught.
See the programme →How to build a campaign that positions the company as the one to call, instead of one of the several that could be called.
See the system →The management programme. Each requirement demonstrated in the participant’s own company and validated by a consultant. Whoever completes it attends every future session for life.
See the programme →The structural work. Numbers, succession, and crossing a border.
A control system simple enough that the owner actually reads it, and fast enough to influence this month’s profit rather than explain last year’s.
See the method →Built for the sons and daughters of owners, and for the owners handing over. A process, with dates and roles, instead of a conversation everybody postpones.
See the work →Expanding into a market where you do not know the labour law, the hiring habits or what a manager is expected to do. We have a partner who lives there.
See the work →
We have been asked many times to fix a sales problem, and found a people problem wearing a sales problem’s clothes. The process was fine. The person running it should never have been running it.
So we look at the people first. Not because it is our speciality and we want to sell it, but because doing it the other way round wastes the client’s money, and we would rather say so before taking it.
That is what the diagnosis is for. Most companies arrive certain it is the sales system, and leave knowing it was something else.
