In 2021, my role at The Lakes Distillery became a casualty of COVID-19. My position was made redundant.

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It had never happened to me before, so it felt like a novelty of sorts, albeit not a surprise in all honesty. And, after more than 20 years as a GM and Regional GM in the hotel industry, I had no great desire to jump straight back into that day-to-day operational grind. Been there, done that!

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So, what to do?

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Wallow in self-pity during garden leave… or view it as an opportunity?

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Thinking about the opportunity and contemplating self-employment, I chose the latter, helped by the counsel of two people whose advice I value hugely. Terry Laybourne of the 21 Hospitality Group reminded me that, in consultancy, there are always people who need advice, even if they’re not actively looking for it. Dean Williams of The The Business Coaching Academy Ltd was equally direct: if you truly want to be self-employed as a consultant and business coach, there is work out there. If you want it badly enough, you’ll make it happen.

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Both were right.

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I was fortunate to land a wonderful consultancy with Farlam Hall Hotel and Restaurant, which gave me a solid foundation to build from. Alongside this, I made a deliberate decision to invest heavily in my own development, qualifying with The Business Coaching Academy, gaining accreditation with the Worldwide Association of Business Coaches™ (WABC™) (something of which I’m justifiably proud), and also becoming a Leading Energy Profile practitioner. That qualification, in particular, has had a profound influence on how I now work with leaders and teams.

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What have I learned along the way?

 

• Most business comes through recommendation and word of mouth

• Networking can work, but it’s very hit and miss

• Membership of organisations does not guarantee work

• Leaders are often oblivious to what’s really going on in their workforce

• Internal and external communication is generally pretty poor

• Most SMEs aren’t truly clear on their purpose

• Values are often believed to be 'alive and well' when they’re anything but

• Psychological safety is lacking - people have things to say, but daren’t

• Learning & development is frequently treated as a box-ticking exercise

• Follow-up and accountability are usually the first things to disappear

 

At times, I’ve found this deeply desponding. Giving leaders the insight, tools and clarity, only to see limited to no change, can be draining. That frustration has shaped how I now work. Going forward, I will personally build structured follow-up into my programmes to help ensure learning stays alive and commitments to action don’t quietly die.

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There’s another lesson that’s taken time to accept, and it’s an important one.

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As a consultant, you are a dispensable commodity. Once your work is done, you are no longer part of the picture, irrespective of the relationships you will have formed. Equally, you have to accept that your perception of the impact you’ve had, and the client’s perception of where they’ve landed, are rarely on the same page.

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And that’s okay.

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Because if the client’s happy… that’s what matters!

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Despite the lows, the highs far outweigh them.

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There is nothing more gratifying than opening people’s minds to new perspectives. Being the cognitive catalyst, instigating self-awareness and genuine development, gives me a huge buzz. My excitement is only tempered by seeing clients hungry to learn, progress and do things differently.

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Couple that with over 30 years of senior-level hospitality experience, and I’ve found a sense of purpose and momentum I never truly felt for much of my earlier career.

And that’s why I’ll keep on keeping on.

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Curious. Candid. And committed to helping leaders and organisations become better than they are today.

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My work now centres on helping leaders create clarity, psychological safety and momentum within their teams. If that feels relevant, feel free to reach out.

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- Antony Penny