Page 27 - PWM2026_JANUARY EBOOK

BETTER BUSINESS

Senior managers can become sustainability strategies, and goal-
damaging setting frameworks can be devel-
Swinson-Bullough is a believer oped from a few rough notes into
that people can be trained and can full, actionable plans”.
change – he says that he’s proof of Swinson-Bullough ends by saying
that. that if he were leading a smaller
He comments that “through team again, he’d work longer hours
learning to delegate and freeing up but structure time carefully, assess-
my time, I’ve been able to step back,
observe, listen and offer guidance ing every aspect of how the business
and support”. He warns, though, operates, explore bringing in
that if someone isn’t willing or able apprentices, and even offer opportu-
to adapt, it can start to have a nega- nities for people wanting work expe-
tive impact, and at that point, rience.
change becomes necessary. As he says, “there are always ways
When asked if he knew of any to share the load and create space
examples of individuals who have for growth”.
failed to cope, he simply says: “Yes
me.” Nicole Spencer, RMC Digital
He details that when he first ran
the shop floor at Imageco, he had RMC Digital is specialist large
had no management training. format printer based in Hull. Given
“I wasn’t great with people, and I her experience, Spencer is direct
had a short fuse – my solution was when making her opening com-
simply to work harder than every- ment: that “anyone in print and sig-
one else. I’ve always had a strong nage knows how full-on it can be,
sense of responsibility and work especially when working in a senior
ethic, and that’s what ultimately led role”.
me to being made joint managing
director. But back then, I had no She explains that “everything’s
real management skills. I dreaded needed yesterday and although you
speaking in meetings and was com- don’t necessarily get artwork, etc,
pletely unorganised. There was no when needed, your client’s dead-
formal training or mentoring – I just lines don’t change so you must meet
had to figure it out the hard way.” them. You’re juggling clients, pro-
thing he works on every day. duction schedules, quotes, staff, and
Parting advice
Delegation and time management Swinson-Bullough’s advice to still trying to think ahead about
It’s no surprise that Swinson-Bullough says that delegation “has been anyone struggling is to look for help: growth and innovation”.
one of the hardest lessons to learn – but one of the most powerful”. He “There are so many options out From her standpoint, talking
explains that he’s spent a lot of time reading and learning about it. “Books there, whether it’s a coach, online about time pressures isn’t the height
like Deep Deliberate Delegation by Dave Stitt, and Atomic Habits by training, or simply reading the right of arrogance, rather, “it’s just being
James Clear have all helped me understand how to focus on what truly books.” He also suggests speaking real” about how business works.
matters and let go of what doesn’t.” up, being honest with oneself, not The problem, as she sees it, is that
He adds that Leeds-based Imageco is restructuring its project processes worrying about pride: “Ask yourself others invariably just see the end
“so that tasks can be better delegated and responsibilities shared across the hard questions, seek advice, and product and think that processes
teams. The goal is to create more balance, improve efficiency, and build a don’t be afraid to open up. Growth automatically run like clockwork.
starts the moment you admit you
stronger business”. But as Spencer highlights, “there’s a
It’s very telling that a few years back Swinson-Bullough says that he need to change and improve.” lot going on behind the scenes to
And the advice is the same for
“was really struggling – to the point of nearly breaking”. small businesses says Swinson- make it happen. At RMC we’re
The fix was as simple as it was obvious: “I took a step back and wrote Bullough: “Delegation and manage- pretty open about that”.
down everything I was dealing with versus what I should be be focused on. ment are never easy... but even in Notably, she’s found that “when
The result was shocking. The smaller daily tasks completely outweighed small teams, there are still opportu- the team understands the pace and
the bigger, strategic ones that needed my attention.” Swinson-Bullough nities to delegate. The key is making the pressure, they pull together and
made a change: “I hired someone to take on those smaller jobs – mainly time for planning and vision, not
the ones that nobody else had time for – and it transformed everything.” just getting stuck in the grind.” we all work better as one. This
Since then, he says that Imageco has changed for the better and that he’s He adds that AI has been a “game- industry thrives on speed and ser-
regained his focus, prioritised the important decisions, and made more changer” for him as “tools are now vice, but it’s teamwork that makes it
time for the things that matter. so accessible that business plans, happen”.

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