• Effectiveness and efficiency
    • Practical effectiveness and efficiency

      Psychological attitude is a key factor in practical achievement. Attitude has considerable impact on effectiveness and efficiency in all areas of life.

      The culture of mediocrity is generally accepted within society as normal. A “what-can-I-get-away-with?” or “do-the-minimum” mentality is too commonly tolerated in the workplace and this significantly lowers any sense of responsibility. Customers/clients and the organisation itself all suffer as a result. Levels of job satisfaction are correspondingly poor. We think that the ineffectiveness and inefficiency caused by a widespread “dumbing down” should be challenged.


      Commercial activity has traditionally focused on profitability, quality of product, branding, and customer service. Increased competition due to globalisation is demanding greater innovation and the challenges ahead will sort out the better from the worse.

      Most businesses accept that the mentality of their staff is limited to a large extent and so work with what they have got. Only a small minority of leading businesses understand that much untapped potential exists within their staff and that this represents a major business opportunity if it can be utilised.

      The culture of expectation is an example of how attitude can impact on effectiveness and efficiency. Is there tolerance of mediocrity, where members of staff do less than their best? Or is there an expectation of excellence in the workplace? Some businesses insist on high standards throughout, but most have accepted that a bland indifference is normal. Levels of responsibility - and therefore capability - vary enormously. As commercial competition increases, business leaders of tomorrow will fully appreciate that attitude matters.

      The public sector

      The importance of attitude is likewise highly relevant to the public sector. Inefficiency is unfortunately endemic in numerous areas of the public sector and accepted by many as normal. Improving this situation is easier said than done because of an entrenched mentality, as many government ministers have found out.

      What has been said above about staff in businesses is as relevant here - or even more so. Levels of expectation can and should be raised. The last word of “public service” has often been forgotten.

      Good causes

      Charity organisations are frequently riddled with ineffectiveness and inefficiency. Examples of this occurring in the fields of nature conservation and humanitarian aid are discussed in our book Avoidance Doesn’t Work. Indeed, charities are less accountable than businesses and the public sector. Bolting on a bit of caring or adding good intentions to the usual “me, me, me” mindset doesn’t actually change much, because the basic difficulty remains.

      Charities commonly exaggerate the amount of good they do and gloss over their many failings. Clever report writing and intelligent-sounding jargon hides a mass of practical incompetence. Large amounts of funding meanwhile are wasted on high salaries, questionable administration costs, and other dubious expenses.

      We have over 30 years of international experience of charitable activity - working practically and doing everything ourselves, but also observing how it is normally done by others. The differences in approach are considerable.

      The issue here, as we see it, is the contradiction between the normalised self-orientated mindset and a claimed intention of charity. Is there a distortion of attitude, resulting in hypocrisy? Has the attitude of “service before self” been forgotten?

      What we offer

      To make our considerable know-how and experience available to anyone, anywhere, we have produced a world-class e-learning course on attitude. This is purposely available free-of-charge. Attitude - a deeper approach to   "being the best you can be" is modular, in PDF format, illustrated, and the      all-important content is exceptional. Whether you are a large or small business, national or local government department, or a charitable organisation, our course provides the necessary information to significantly improve your effectiveness and efficency. We are precise, evidence-based, and highly practical. If you want to learn from the best, that's us.

      We are straight-talking and bullshit-free. We don’t use any clever buzz words or jargon to hide a lack of practical understanding. To us, a “stakeholder” is someone who holds a wooden fencing post whilst another person thumps it into the ground. Likewise, we don’t waffle or seek to make ourselves look clever. We simply and reliably deliver.

      Email us now for an Introduction to the course to find out more. We look forward to hearing from you.