Leadership with Neil Skehel – CEO and Founder of Awards International E76

Episode released on: May 30, 2022

Leadership with Neil Skehel – CEO & Founder Awards International Customer Experience Goals with the CX Goalkeeper

The CX Goalkeeper had the great opportunity to interview Neil Skehel

LinkedIn Headline: MBA, CEO and founder of Awards International in the UK, Serbia and UAE. Owner of CXM, (Customer Experience Magazine). NED The Future Shaper Media Company.

Highlights:

  • 0:00 Game Start
  • 1:30 Neil’s Introduction
  • 2:30 Neils’ values
  • 6:35 Key success ingredients of Awards International
  • 13:30 The definition of success
  • 16:30 The role of Neil
  • 20:16 The role of a coach in football
  • 21:00 Governance
  • 22:25 Neil’s key learnings in leadership
  • 28:02 Neil’s contact details
  • 28:35 Book’s Suggestion
  • 31:33 Neil’s Golden Nugget

… and much more

Neil’s Contact Details:

His book suggestion:

  • The Unblocked Manager, Mike Woodcock 
  • War and Peace, Tolstoy

Neil’s Golden Nuggets:

“So I’m trying to say people, focus on something, make it a priority, once you decided your priorities, focus, and finish it, and then move on. That’s the only way to make progress.”

“I’m trying to say people, focus on something, make it a priority, once you decided your priorities, focus, and finish it, and then move on. That’s the only way to make progress.” @neilskehel, CEO @awardsinter on the CX Goalkeeper Podcast

#customerexperience #leadership #cxgoalkeeper #cxtransformation #podcast

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Transcription:

Gregorio Uglioni 0:03
Ladies and gentlemen, today is a big, big pleasure. I have Neil Skehel together with me. Hi, Neil, how are you?

Neil Skehel 0:10
Hi, Gregorio. I’m, I’m fantastic. Thanks. Yep, very well. COVID free. Not me. Never had it. Not yet.

Gregorio Uglioni 0:19
Or perhaps you don’t know it?

Neil Skehel 0:22
Well, I have been, you know, very, I’ve been very remote. In terms of where I work. And I haven’t been. I’ve done a bit of traveling, though. I have to say I’ve been I went to a wedding in Serbia in August last year, there was 100. A few more more than 100 people there. We were dancing a couple of hours. Very close up and had a great time. But now I know, I don’t know if it’s Gregorio right.

Gregorio Uglioni 0:45
And I am sure that we will have great time now together with this podcast with the CX goalkeeper podcast, I think it’s something that we need to share. We discussed the last time Episode 21, that we would discuss about leadership together with you. We promised that and now we are here because we take care of what we are saying and what we promised. And today, the topic will be leadership, and then really, really happy to discuss this topic with you. Because you are always speaking about the Dream Team, that your team and now it’s a day, it’s time to really understand how this dream team was created. But before we deep dive in all this discussion, perhaps could you please introduce yourself Self quite quickly for the people that don’t know you.

Neil Skehel 1:38
Well, thank you, first of all, Gregorio for inviting me to join the podcast, I’m really looking forward to discussing leadership with you. Yes, well, I am at Neil Skehel, as you rightly pointed out, I’m the CEO of awards International, and also the founder and owner of customer experience magazine. We have awards, we specialize in b2b Business Awards, most notably the UK customer experience awards and seven international customer service awards now in different continents, including Turkey, US, Asia, ICXA, the international customers awards, European customers, awards, and more to come. And yeah, we have businesses all around the world, literally. And yeah, that’s me.

Gregorio Uglioni 2:27
That’s great. Thank you very much for the short introduction, and perhaps also to understand you a bit better, which values drive you in life.

Neil Skehel 2:37
Cool. That’s an interesting question. Gregorio. And it’s a really interesting thing to think about. I think, I think there’s a lot going on, there’s what drives you, what makes you tick, and there’s what you think drives you and what you think makes you tick. So I’ve been giving some thought to that. And I suppose in life, I think one of the most important things to me is hope. Yeah. You have to think back a long time to understand, you know, when you’re 58, like I am, what your values are, you got a lot of reference material. But one of the one of the things that rings eternal, for me, is hope, hope, really, for mankind, hope for the planet hope for the world, hope for everybody hopeful peace, you know, and that’s a that drives us, that one that drives me, that really does, it really is something that hope springs eternal, it does for me. And I think it gets that hope that optimism gets gets us through, you know, that for our children, they will have a better life. And I think if you look at history, the history of our my country, the history of our culture, life is life has over time it changes. The curve is not always up up, but the general trajectory is up. And I’d like to think the general trajectory for people and for the planet is up. So hope is one of those. And I think, you know, I wanted to say, people, but I think I was talking to temperature from cancer about this the other day, and I think, love, I think I was thinking about the value. How do we, how do we exchange value? You know, because we’re in business, aren’t we? And so money is really good. It’s really important. It’s a very tangible meter of value of exchange of value. But let’s thinking that’s not that’s not good enough. That doesn’t talk about Do what you really need to do to make a difference, and I think the word isn’t money, I think the word is love. And when we look at some of the greatest characters in history, you know, Mahatma Gandhi, probably the queen of the United Kingdom. A, you know, love is a very important value. And I think it’s something that we can only begin to even imagine the power of love, but love conquers all. Isn’t that the phrase, and if you can remember that thing, and if you can try to understand what love means. And I think if we all did, that, no matter how it sounds, you know, the world would be a better place. And in my life, the most important people to me, are my family, and my, you know, my circle outside my family. So when I talked about the family, my children, my wife, my parents were brothers and sisters, and then, of course, people that I’ve got to know over the last 10 years or 20 years or so. So yeah, that’s the second thing that drives me. So hope, and love, I think, is enough.

Gregorio Uglioni 6:17
It’s more than enough. And I think these are two extremely important topics, speaking about hope, nowadays, hope for peace. I think this is something that that it’s key. And I think love, it’s really important, because you can do a lot of money. But if you are not happy in life, then it doesn’t bring you further. And and exactly starting and kicking off the discussion about leadership, I know that you would never state that, but I state that for you. You created really a successful company, it’s really fast growing, is growing in a way and thinking on the long term, creating always new awards, the customer experience magazine, it’s really an outstanding source for knowledge, wisdom around customer experience, all the people are speaking about that. And it’s really something something cool, what you did. And the big question is, how was possible to achieve that? What are the key ingredients that you mixed up in order to achieve such a successful position or a successful level?

Neil Skehel 7:24
Well, okay, first of all, well, thank you for your kind words. If it wasn’t for the last couple of years, I think we would be even bigger and more successful, but obviously, actually, we we learned a lot about ourselves and about business and about the world what was possible in the last few years. But in terms of the mix, I think, you know, as someone I always look with interest, what makes people successful, and, you know, leaders or businesses, and, you know, when you do your MBA, you know, which I did at Cranfield, you know, your, your, it’s all about success, it’s all about how did this person succeed? How did this business succeed? What did they do, and, you know, I have read, even authoritative treatises on business, that one of the things is serendipity, it’s a bit of good fortune. And one of the other ones is being in the right time at the right place, I can tell you now, being in the right time at the right place in the right place, at the right time, has was a feature of my career. But sensing was also an important part of that. So you could put yourself in the right place at the right time. And I think for Worlds International, I think we were able to put ourselves in the right place at the right time. And so when we launched the UK customer experience awards, it was just the right place at the right time. And, you know, a long sequence of events led up to the formation, the foundation of the UK customer experience awards. It started for me in the 90s. And I worked for a great company, I worked for McDonald’s Corporation. Now, not everybody loves McDonald’s. You know, it’s really quite fashionable to throw rocks at brands like McDonald’s and turn your nose up. But McDonald’s employs over a million people in the world. They’re a force for good. They’re a force for good. They employ some of the most the brightest brains in the world. They always have. And they’re a force for good. They’re a force for change. And for many people, they do so much for their career there and they did that for me. I started on checkout in the doors. But what I did was I actually visited 30 Different countries when I worked at McDonald’s I got into a head office management position. And I had quite a broad set of responsibilities. I had, I did some amazing things. So that experience was very important to me. And it is to this very day, and I worked on the dance for 20 years. And I did some amazing things. Which were just just will be to just well beating things from and you could do that in McDonald’s. Anyone in that company could change that company, anyone, they just had to work hard, work hard and do what they believe was right. I don’t think everyone would say I always did what I believe was right. But I did, and I achieved some amazing things. And that has carried me forward. So that experience is really important. And in 2010, that experience, you know, I worked on a customer experience project and McDonald’s from 2004. Three. And that led me to coming up with the word customer experience awards. And the customer experience awards be got the customer experience magazine. And so since then, the most, the single most important factor has been the people who have worked in awards International. And as you rightly pointed out, the Dream Team and we’ve got Chief Operations Officer Ivana. Ivana is Brilliant. She is just knockout. She’s sensational. Anybody would love to have her but she’s mine. So hands off. And you know her brother Boris, he’s the managing director of a company in Serbia, he founded the company in Serbia. We have Vuk who is just dynamite. And he’s going to be the regional manager and is the regional manager in North America. And on and on, we have Vanessa who’s the new editor of customer experience magazine, with the biggest staff we’ve ever had on customer experience magazine and the whole team there. It’s great. So those and Alexandra in UAE a he really has transformed CxM customers magazine, and obviously, you know, he were doing was investing in his MBA. He’s doing a part time MBA at Manchester Business School. First of all, Cranfield will be furious with me. Since I did my MBA at Cranfield and I’m now paying for him to do is to Manchester, there’ll be furious. Sorry, Joe. But if you’re listening.

But yeah, he’s doing a two year part time MBA. And he is now discovering what I told him, which is that it’s like drinking from a fire hydrant. It’s just a huge volume of work. And added which is the guy who runs six, regional manager in the UAE. But so them and many, many others Marco L., you know, he’s a young guy, he never had a job before we sent him to school to learn about web programming, web site development, but coding or whatever. And he’s still with us, and just so many others as to where there’s, you know, we’ve got,

Gregorio Uglioni 13:06
yeah, it’s great. And I had the pleasure to work with a lot of your team, a lot of people from your team. And it’s really great. They’re all the same mindset, they’re really focused on creating value for the company, for the customer for the Proceed participant into into into the awards. But now because you were mentioning something, and it’s not prepared, and therefore, hey, I’m really happy to listen to your answer. How do you define success?

Neil Skehel 13:35
Ah, good question. So it’s whatever you want. It’s whatever you want. For me, okay. I feel good. Because we give people jobs. I realize that’s important to me. I mean, I could work with less people and make more money. I can promise you that. But I don’t I want to and you know, something, one of the things I think about is, as I said, you know, I’m not as young as I used to be, you know, so maybe I gotta retire. Maybe I’ve got to think about, you know, other people. And I told you the last session, I told you that this is all about other people running the company taking over the company. So the success I think, for me will come from the company going on to bigger and better things without me and making and I want to, we’re looking at three things at the moment. So employee ownership, investment, and growth. So, one of the I think those three things go hand in hand. So without employee ownership, getting invested is focusing on growth isn’t going to work. So. So that’s so that’s how I would define our success, our success will be defined over the next 10 years in how that unfolds. And that’s why on investing in the management team, that’s why, you know, we have plenty of members of the Dream Team. Or a lot of young people growing learning. So for me, creating a business, which will have a future or not, my son isn’t going to run the company, my daughter is not going to run a company, my wife’s not going to run a company, it’s about the people who are in the company now. So my son, my success, for me will be that I am able to look at the company when I’m 6162. And I can see that it’s going to go on the bigger, better provide careers opportunities, in a really good space, because people like working on awards, because it’s a really good space. And in customer experience, and we’re in a really good space for them, and into infinity and beyond.

Gregorio Uglioni 16:20
Wherever inspiring, and I think this is extremely interesting. And you mentioned that you want it would like to see the company growing and growing. But what is your role nowadays? What is the role of great leader as you are? I know, I’m saying that but a great leader as you are in your company?

Neil Skehel 16:44
Well, first of all, I don’t accept the moniker that I’m a great leader, I can think of many, many great leaders, but so you’re very kind. I have worked with some great leaders, and met them personally known them. And I’m not a patch on them. And that that I told you last time, you know, I identified that I don’t think I was the guy to make awards International, what I dreamed, I think the important thing is to put together the people who maybe they will bring that about. And I still think that. So I think if you want to know, what I finally sort of acknowledged and accepted, you know, that I’m not a Superman, that I can’t do everything, and that other people are better than me, you know. And so, if that’s a great thing to recognize them, I, I think I’ve done that, in terms of my role. Now then, having said that, I was with someone really important to me yesterday, and that person who shall remain nameless, is working very hard, and working too hard. And he’s getting burned out. So I said, Look, you know, you’re important in terms of the people you work with, you’re in charge of your time, no one else you. So if you choose to let other people own your time, that’s your that’s your choice, not. So you need to be a leader, you’re important. Your health is important to your family, to you for your satisfaction of your job. And it’s important to the company and the Dream Team. For stability, for good decisions for that so on so forth, you need to have a fresh mind and so on. And this can apply to about any five or six, seven people in the team, you know. So we came up with a it’s a I do solemnly swear, it’s a bit of fun. But we we’ve made up this I do solemnly swear that I’m going to finish work at this time. I’m not going to work at weekends and and Latins, and I’m not going to have back to back meetings and some other things and focus on some of the things so I think that’s my role. I think my role is to I’ve learned a lot I don’t know how to do all of it, but I can certainly share it and I think that’s fair enough. I’ve learned a lot in my career. I’ve learned a lot a lot a lot a lot I’ve learned a lot you know MBA, Candidate School of Management, really good career in a multinational very successful Corporation. consulted for many consultants and loose word for many big blue chip companies. Shell BP, some big British companies. And I’ve learned a lot, and I got to share that. So maybe that’s the answer to share what I’ve learned to guide and to and to help people explode, grow in that talent,

Gregorio Uglioni 20:20
what you’re saying it remembers me to the role of the coach in football, it’s something like a player that played well. And then he learned a lot. And he grew up and then developed himself into the role of a coach, and the coach is there to enable and empower the players to teammate to win the match. And I think, based on your explanation, you could be a coach, I’m not making names, because I don’t know, which for which team you are, and therefore I don’t want to be unpolite. But it really remember me and the role of a football coach.

Neil Skehel 21:01
I think there’s another part of it. That’s an interesting analogy, and Gregorio I think there’s another part of it, which is also, if we don’t, you know, I have you know, I’ve got experience in I’m a non exec director for other companies. So I see how the company is run. So that helping with the governance of the other core of the company, you know, shareholder agreements, and give it a you know, and thinking about the board of directors, and how that then can help to grow the to grow the business, because there’s the other side of it, which isn’t just sales, you know, there’s, there’s this corporate governance piece. So I think that that’s going to become more and more important. So I like to, I mean, my goal is to be, you know, the point myself as chairman, we’re in the not too distant future important another senior executive, someone in my place, and for the management team to report to a board. Not to not to me, a board of directors. That’s my telephone. do apologize, anyway. Yeah. Does that answer your question?

Gregorio Uglioni 22:14
Yes, I think it’s really a great answer. Thank you very much. And perhaps the last few questions. Now, we spoke about leadership and what you are doing, and you are saying that in some times, you will retire and the company should run by by itself? And let’s think we are here in 10 years from now

Neil Skehel 22:37
I don’t remember saying the word retire. Sorry.

Gregorio Uglioni 22:41
I phrased it a bit different. Correct. You are the chairman of the company. And and they and other people around the company. Sorry. Correct. And in 10 years time from now. If we would speak about leadership, what are from your point of view, the key learnings, the important thing to mention.

Neil Skehel 23:12
Goodness gracious. Well, I think when I think back to some great leaders, I think, interestingly, my wife’s father was a engineer. And he’s an entrepreneur, as well, actually, and an engineer. And she has many because she died when she was very young. And she has many, many lovely memories of a father and she keeps keep some of his stuff. And she has a book, which sits in our bookcase. And it’s called the unblocked manager, and it’s from the 1950s. And it’s an English book, can’t remember the author, but it’s called the unblocked manager. And you know how it’s amazing where you get some of your ideas from, you know, a book on a shelf and just read that spine. And you’ll always remember that picture. You know, I did in this case, and I think about some of the people that I’ve known, and in particular, one of them is a guy called Charlie Bell, who is the Chief Executive Officer of McDonald’s for a few years, in the early noughties. And when I hear those words, unblocked, unblocked, and Charlie was phenomenal at just getting on just doing just knowing immediately where he was at and what was required. He was just astonishing. And he in 2000, I want to say 2000, maybe 2001 two, so I can’t remember the exact year but the McDonald’s Corporation had a conference in In Orlando every year 30,000 managers and leaders from around the world assemble in on this day, on a Monday morning, we were all supposed to go to the conference. And we were all ready at seven o’clock in the morning. And there was a sort of, we’re all assembled in this Orange County conference center, sort of seven o’clock the morning breakfast, various hotels around Orlando, coached in Boston. And it was always a phenomenal three or four days, and there was this atmosphere of something that wasn’t right. At 7.30, they announced that the CEO died in the morning before that, at 1am. That day, He is CEO of this conference, 30,000 people came from around the world. By two o’clock in the afternoon, Charlie Bell was appointed the CEO, and gave a wonderful obituary speech and assumed the role of CEO of McDonald’s Corporation. And the conference actually start at nine, the chairman Fred Turner, talk to us all through helps us through grieving. It was a wonderful thing. But I know that the whole thing was orchestrated by Charlie Bell. And Charlie was Australian guy. And he had 16 was a dining area host for McDonald’s in Australia. And he led the Australian company to become the number one employer in Australia. And so he was a great leader of people. But Donald reputation as an employee wasn’t always that great around the world. And I then he came, he became the president of McDonald’s Europe. So I knew him. And then he became the CEO of the Corporation. And I knew him, and I worked a bit with him. And he was inspiring. He was so gentle, and yet so hard and focused. And he launched a business plan on a page. And he brought the whole corporation in line behind a single plan. And his vision was incredibly commercial, incredibly successful, incredibly clear, and incredibly well measured. And, yeah, so what can I say? I’ve been touched by greatness, and he was one. He was a great man. Unfortunately, he died of bowel cancer in 2004. I think. So that was a shame, but his legacy, his legacy, sustained the Corporation for a phenomenal amount of time.

Gregorio Uglioni 27:43
outstanding, thank you very much this phenomenal answer, and great inspiration for all of us. Thank you very much. It was really an outstanding game that we add together to closing the game together with Neil’s three questions. The first one is the usual one. If somebody would like to contact you, what’s the best way?

Neil Skehel 28:08
LinkedIn Neil Skehel, If you don’t, if you’re not on LinkedIn, you can email me at Neal dot scale at awards international.com. I think you can see how to spell it there. Sure, I’d love to hear from anyone about any of the things we talked about today. Or if you’re interested in winning a Business Award, and launching your business on a new trajectory.

Gregorio Uglioni 28:34
Thank you very much. And you mentioned already one book, but perhaps you have another one that you would like to share with the audience that helped in business or during your career during your life.

Neil Skehel 28:47
Yeah, I did think about that. There’s a lot of good business books, and I’m tempted to mention Stephen Covey’s book, but, and met named many of the Dream Team. I’ve given copies of that to them. And many people have read it and sort of said, and I think it’s really perennial, but I actually have a different book and one of my favorite books that I read was Warren peace, the English translation of course. And by Tolstoy and it’s obvious, it’s a fun, it’s a fantastic read. It’s a fantastic read. And interestingly, I read it during the early noughties, when a company that I might have mentioned already, but I have to be careful as I was having some difficulties. And it was salutary. It was sanitary. So Warren Piece is about a general could dissolve who led the Russian army against Napoleon, ultimately, the Napoleonic invasion of Russia in 1812, I suppose And, yeah, and details and stories of how badly organized the rationality was. But what ultimately conspired to defeat the Napoleon, Napoleon’s army, and the actions of cortisol, the whole, the whole book is as oppose it’s, it’s quite dark, because it’s not always it’s, it’s, it’s not always about people, it’s also about events, you know, it was it was the snow, it was the winter, that defeated Napoleon just as defeated Hitler in the Second World War. And also, you know, the communication amongst the army, the type of army that they had in so it just there’s a lot of analogies between that story and large and how large corporations operate. And so for me, that was, that was a phenomenal book to read in my career, and it would have been around 2000, because I also alluded to it in my dissertation for my MBA. So if anybody wants a recommendation, that’s easy, and it’s long, I think it’s 2000 pages. It’s good.

Gregorio Uglioni 31:17
Thank you very much. And if I remember what that’s the book that you mentioned already the last time and therefore, that you are consistent. Yes, we discussed that. And I think it’s great. Now we are coming to the highlight of this of this discussion. And this is, Neil’s golden nugget, it’s something that we discussed or something new, that you would leave to the audience.

Neil Skehel 31:42
Okay, so I like to try and people wouldn’t say that. I like I like to try and keep things simple. But so I’ve been talking to the team about focus and finish, focus and finish. And I never, once somebody stood up in front of a group of senior managers at a conference and said, This is our strategy. It may not be the best strategy, but executed well, it will be bad, it will be brilliant. And I thought, well, that’s a bit. It’s a bit weak, isn’t it. But I think I know what you meant. But actually, when I say, prioritize, focus, and fix, so focus, and fix, focus and finish. So focus and finish. So I’m trying to say to say people, focus on something, focus on something, make it a priority, once you decided your priorities, focus, and finish it, and then move on. That’s the only way to make progress. And you know what, it might not be 110% 98% 90%, the number one priority, but you have to get on, you have to get on you can’t sit around spend months trying to decide what the priorities are. If you’re not making any progress, it’s just not business, you have to make decisions based on the best information you have at the time. And decisions need to be made in a timely manner. So focus and finish. So once you’ve made a decision to do that thing, focus on doing that thing, think about is this something that only I know about? Or is this something that everyone knows about, and everyone understands their role in this, and everyone is doing this. So you have to consult, before you instruct, you need to consult. And then when you instruct or request or ask or inform, it will be falling on open ears, because you will have listened first. So focus, and then finish it and finish it by knowing that it’s been done. It’s been adopted. It’s been it’s pervasive. So that’s something that we’ve been talking about quite a bit. And I’m going to carry on talking about because in an environment where we’re trying to encourage lots of ideas as well. You have to be careful that you don’t have everybody going off in different directions and people are not getting things done. So is that another does that constitute a nugget?

Gregorio Uglioni 34:19
Outstanding! Yes, I think it’s really great. And it’s something that every business can use can leverage but also at home, focus on something, finish it and then go to the next thing, one thing after the after the other, and then you can achieve everything. It was really an outstanding discussion. Thank you very much, Neil, for your time. It was really an outstanding pleasure. I need to ask that. I hope that to meet you again on the CX goalkeeper podcast next to you because I would like to have it as a recurring interview. You are providing such a great value. It’s outstanding. Thank you very much.

Neil Skehel 34:56
We’re gonna work on promoting you over the next year or so aren’t we, Gregorio? so you this is probably tell everybody what we’re going to do together could be

Gregorio Uglioni 35:04
sure, it’s a great pleasure to announce that we are going to collaborate the CX goalkeeper together with Awards international. Awards International is going to promote the CX goalkeeper podcast. And this is an outstanding opportunity. For me, I think for Awards International, but in particular for all the customer experience professional that wants to grow, would like to grow because we are here to save your time to provide the best thoughts, the best people on this podcast in order to make your job simpler.

Neil Skehel 35:40
Very good. Thanks. So nice to spend some time with you, Gregorio and thanks for inviting me.

Gregorio Uglioni 35:47
Thank you very much, and I hope that the audience enjoyed as much as I did this discussion. Thank you very much. See you soon. Bye bye.

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