The Whetted Axe

In October this year we completed 17 years in business. Two of our original three employees remain - me being one of them - and we have many who have 10-15 years under their belts. For some of us, grey and receding hair are testimony to the experience.

A business cannot grow from three to 400 people without change and the need for people to adapt, if not constantly, then at least frequently. It is a tribute to those long-serving members they have demonstrated agility, elasticity and ongoing potential.

In a business that starts off small though, there is a limit to how much you can rely on nurtured, homegrown talent. Over the years, the pace of our growth has demanded we recruit new blood and skills.

We value loyalty and commitment, and are proud of our long-serving employees. However, some churn of people leaving the business, and thus creating opportunities for us to introduce new blood with fresh energy and drive, is undoubtedly healthy. It is not quite the same as bringing on impact players in a ball game, but the effect can be similar. When we've got recruitment right you can see, virtually immediately, the step change in the way we do things, and in our effectiveness.

The big challenge to anyone in a leadership role is how to keep the commitment and minds of all your people whetted and equipped to excel. The Bible speaks of the need for the woodcutter to keep his axe sharp or he will expend more energy than need be. I value that picture, and know too often I have seen people valiantly battling away unproductively. It is something we ought to fear for ourselves, and be purposeful when we intentionally pause from the task at hand, to take time out to better equip ourselves before proceeding. Sometimes a holiday is all that is necessary, but at other times it might be research outside the box on your specialist subject, a training course, or merely seeking advice, basically gaining an additional perspective.

It was a privilege to have been instrumental in the conception of Discovery, and to have had the responsibility for nurturing the company to young adulthood. Now, though, I and my co-directors are bringing more investment into the business, notably a well-appointed injection of new blood and capital to boost us to the next level, so Discovery might attain maturity and realise its full potential. But in doing so, I recognise the bitter-sweet pain of parenthood.