How to Navigate Your Organisation’s Office Politics Like a Grandmaster Chess Player

Know Exactly What Moves to Make to Take Charge of Your Relationships at Work and Grow Both Your Organisation and Your Career

Dear Friend,

On a warm, sunny summer day, two old friends met by chance in their hometown.


They were very much alike. They were both smart, hard-working and had attended the same university where they had studied technology.


They were both now working in large businesses: one as a business relationship manager and the other as an IT business partner.


They were both responsible for helping their companies grow by harnessing IT solutions.

However, There Was One BIG Difference…

One of them hated their job. His current job was his third in the last 5 years. He kept changing from company to company as in each one he faced the same difficulties.


He didn’t get on well with his colleagues. There was backstabbing, bad office politics, and a sense of contempt between the different departments.


The other was the opposite. Although he didn’t get along with everyone, they all respected him and and worked out a solution to the various issues.


In fact, his colleagues held him in such high esteem, they often sought him out to get his opinion.


He had been at the same company for five years and each year enjoyed an increase in salary and bonuses due to the systems and strategies he helped come up with and implement.

What Made the Difference?

You’re probably wondering why two people so alike could have two completely different experiences.


It’s not because of how hard-working they are, their qualifications or talent.


The difference was down to an important yet overlooked part of being a business relationship manager or IT business partner.


I am, of course, talking about the ability to get along with people at work, make them see the value you have to offer, and, as a result, grow both the organisation and your career.


You must know how to navigate your relationships in a way which helps you move forward with and reach your targets, and even change them when necessary without any hiccups.


This is the defining factor in how big an impact you will have on your organisation and how happy you will be to wake up and go to work each morning.


I know because I was just like the unhappy friend in the story I just told you.


I graduated from university with high hopes of making my own little mark on the world.


However, my sense of optimism soon turned to gloom when I encountered office politics, big egos and other obstacles for which my studies had not prepared me in the slightest.


I was full of ideas about how to make the company more productive and save them money.


However, instead of being open to my ideas, they continued pushing their projects with their out-of-date systems and only seemed to seek me out for tedious tasks like fixing laptops or escalating when a service was broken.


Needless to say, I was disappointed with my new career and began to regret ever getting into it.


However, after a lot of self-reflecting, mentoring, reading, workshops and trial and error, I was able to turn things around.


I saw where I was going wrong and learned the necessary skills needed to be a more active and valued player in my organisation.


I went from being the guy people went to to get their systems rebooted to being sought out for my strategic skills which helped my company get consensus on their direction.


Today, I’m an industry leader who advises companies on how to implement strategic partnering so they can gain a competitive edge in their markets.


My list of clients includes multinational companies like Volkswagen, charities like Barnado’s and even the Scottish Parliament.

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And the interesting thing is, I managed to do all this not by becoming more skilled in my technology abilities…


I did it all by learning
how to deal with my colleagues, navigate office politics and get them on board with my ideas so we could all work together to achieve our goals.


I wish I had known all of this 20 years ago. It would’ve saved me a lot of hardship and stress.


And this is why I’m writing to you today.


I’ve put together everything I’ve learned into one easy to apply system designed specifically for business relationship managers and IT business partners.

Introducing the Revolutionary “V.I.T.A.R.™ Model”

Discover How Business Relationship Managers and IT Business Partners Are Going from Fixing Broken Systems to Being the No. 1 Drivers of Innovation and Growth in Their Organisations

V.I.T.A.R.™ stands for:

  • Value Proposition

  • Influence

  • Trust

  • Alignment Process

  • Relationship Portfolio Management

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The V.I.T.A.R. model is starting to gain traction in the corporate world.


Knowing it will place you in a unique position as you will understand the dynamics involved in relationships and how office politics work


You’ll have a big picture perspective of how colleagues relate to each other which you can use to your advantage.


If you have bad relations with one of your colleagues or stakeholders, instead of being clueless as to how to deal with it…


You’ll now know exactly what to do to move your relationship forward in a way which supports your joint goals.


You’ll also be able to avoid potential pitfalls which could cost you a lot of wasted time, unnecessary stress and a lack of productivity.

No One Has Told YOU This Until Now…

It’s not your fault things haven’t been working out for you. No one has shown you how to relate with other team members or stakeholders.


You didn’t learn how to do this at university and when you started working in your company they didn’t train you about any of this.


In fact, technology people tend to be hired on their technology or management skills rather than relationship skills, so it’s important you don’t beat yourself up or blame yourself for how things have been.


However, it is important you take responsibility to fix the situation.


This is your opportunity to discover the skills you need to turn everything around.


If not, you will continue repeating the same mistakes, be stuck in a job without prospects, never progressing in your career, and earning a fraction of what you could earn.


What’s worse, unless you are able to voice your opinion and be respected and taken seriously, then you’ll always be at the mercy of other people’s actions.


If a project you were working on didn’t achieve the desired outcome, you get the blame.


You become the scapegoat. People talk about you behind your back, and having to go to work each day will make your stomach churn.


You’ll get resigned to being the colleague who no one respects.


And nothing’s worse than having to work on a project when your gut instinct tells you you could be doing something much better.


It’s like you’re living a lie and going through the motions when you know things could be much better.


Dealing with people in your company can cause you a lot of anxiety. You don’t know what to say or how to act. You don’t want to step on anyone’s toes or be seen in the wrong light.


However, once you know how to interact with, build rapport and influence your colleagues and those in senior positions, you won’t have to worry about any of this.

You’ll be seen as an authority.


People will respect your opinions, insights and ideas.


Everything will fall into place and things will feel right on a gut level.


You’ll finally be in control of the direction you’re going in and of your career.


I normally hold seminars throughout the country where I teach the VITAR model to professionals like business relationship managers and IT business partners.


And I’m glad to say it’s been a massive success.

Here’s what people say after attending my workshops:

"Jon's expertise, experience and passion is distilled into this course. It really is well structured offering important tory and insights into the often neglected domain of strategic business partnering. I learnt new thinking, took away templates and enjoyed the delivery of the course as well as the practice exercises with my fellow attendees."

Osman Ismail, Director, Business Partnership & Digital Transformation
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"Jon shares his experience throughout this intensive course and gave fantastic insight into how we work in organisations - it has inspired an exciting to-do list! I can't recommend the course enough - it gets 10 out of 10!"

Diksha Vyas, IT Business Partner
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I've participated in all of Jon's 5 courses. They are fantastically accessible and immediately applicable. You'll walk away encouraged that these tried and tested techniques can give you the confidence to make the difference in your day to day work. Thoroughly recommended!

Thierry Ackermann, Interim CTO, CIO & Transformation Leader
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I thoroughly enjoy helping people become more impactful and fulfilled at their jobs. However, there are only so many people I can help at any given time.


For this reason, I decided to put together a 20-hour online course and coaching called simply Relationship Management.


This course is a live recording of my seminar in which I bring you step-by-step through the V.I.T.A.R. model so you can take control and become a key player in the direction of your company.


The course is a mixture of theory and practice. This way you will gain a deep understanding of the principles and have the confidence to apply them immediately.


This includes:

  • Video lessons including delegate discussion with downloadable PDFs which cover the main points.

  • Templates and exercises to help you apply the theory learned directly in your work environment.

  • Live virtual coaching arranged throughout the course during which you will have the opportunity to discuss with an expert.

  • A forum where you can ask any questions you may have and also share your experience with other professionals who are taking the course. 

Let me run you through some of the key things you will discover in the course.

Step 1: How to Develop Your Value Proposition

We start with the most important aspect first: The reason you’re part of your organisation is to help stakeholders overcome a problem or achieve a specific outcome which will grow their business.


You need to build your relationship with colleagues to refine your value proposition which will help your colleagues understand how you can be of value to them.;


Doing this exercise does three things - it defines your contribution, helps avoid confusion over who does what and it sets you up for the practice of developing ideas, planning and communicating them.;


This will ensure you provide a service which will both be for the greater good of the organisation and also boost your career progression.


This includes:

  • How to define your value proposition in the organisation so you can position yourself as a key player.
  • 4 questions you must ask yourself to uncover your value proposition.
  • How to refine your value proposition while keeping your audience on the same page.
  • How to manage the political dynamic while developing your value proposition.
  • How to create a value proposition which grabs your colleagues’ interest.
  • How to get inside your colleague’s agenda so you can make sure what you say is meaningful and relevant.
  • How to uncover challenges in your organisation so you can develop a relevant and meaningful value proposition and avoid dud projects.
  • 6 questions to answer when coming up with your value proposition.
  • How to refine your message for different audiences and niches who will want different things from you.
  • How to describe your value proposition to people in a way which makes them want to be on board.

Step 2: How to Influence Colleagues and Stakeholders to Help Them See the Value YOU Have to Offer

Persuasion and influence are the biggest drivers of alignment between people and impact in the workplace, and as a consequence career progression.
Influence is a two-way street where you develop JOINT ideas and JOINT goals.


Unless you’re able to help people see the value in your ideas, you will be working towards achieving someone else’s goal only. 


You will be reactive as opposed to proactive. As a result, you will be stretched in different directions, pulled by competing forces.


You need to understand your colleagues’  agenda and collaborate with them effectively. A failure to do so will result in “bad” politics and an unproductive working atmosphere.


This is why in the course I will reveal the following to you:

  • The tools and techniques, approaches, behaviours, and traits you need to influence people.
  • How to find out if people in your company support or resist your message.
  • How to stop being reactive and start taking control.
  • How to be and come across authentic and credible to your co-workers.
  • How to lead the political discussion instead of being subject to it.
  • Be skilled in conflict management and resolve differences with your team.
  • Discover where your (influencing) weaknesses are and how to improve them.
  • How to keep your cool and think rationally when things get heated.
  • How to build both self-awareness and awareness of your colleagues’ perspective of you.
  • The simple key to good communication and finding out what motivates people.
  • How to read people’s true feelings using verbal cues.
  • How to find out if people are an advocate for your message.
  • How to uncover people’s core values and find out what makes them tick.

Did you know?...

A study showed that those Linkedin candidates job profile’s who were getting hired at the fastest rate had the soft skill persuasion as the second highest sought after skill listed on their profile.

https://business.linkedin.com/talent-solutions/blog/trends-and-research/2020/most-in-demand-hard-and-soft-skills
  • How to avoid making the typical mistakes which instantly break rapport.
  • A template to help you elicit information like facts, emotions, opinions, values, how they feel.
  • How to engage your colleagues in ways which make them respond positively and give you key information.
  • How to demonstrate empathy and create more engagement in your relationships with colleagues and people in senior positions.
  • How to identify people’s pain points so you can offer the right solutions.
  • The 3 pillars of influence you need to communicate with people to make them take action.
  • How to get people excited about your ideas.
  • How to spot different personality types and how to persuade them.
  • How to connect with people who are distant and unresponsive.
  • How to persuade people even in areas in which you have little expertise.
  • How to persuade by understanding the needs of your audience and matching your communications approach.
  • How to adapt the words you use to meet different personality types.
  • How to build up your relationships when you are new to a team.
  • How to be persuasive when facing an urgent matter.

Did you know?...

According to a World Economic Forum report, overall, experts predict social skills— such as persuasion, emotional intelligence and teaching others—will be in higher demand across industries than narrow technical skills, such as programming or equipment operation and control. In essence, technical skills will need to be supplemented with strong social and collaboration skills.

http://www3.weforum.org/docs/WEF_FOJ_Executive_Summary_Jobs.pdf
  • How to sell people on your ideas when they don’t seem interested.
  • How to persuade people by generating trust and rapport.
  • How to influence people who lack confidence or who are part of a new team.
  • A little “trick” to make people see you know what you’re talking about and build instant credibility with them.
  • How to show you understand other people’s points of view and overcome any potential misunderstandings.
  • Why pitching all of your idea on the first opportunity is a BIG mistake.
  • How to make sure your audience listens to you.
  • Get my persuasion checklist to make sure you leave no stone unturned.
  • How to a create burning desire for people to hear more about your ideas.
  • How to get people to open up and talk freely so they engage with your point of view.
  • How to get people to commit to your ideas easily and effortlessly.

Did you know?...

According to a CapGemini survey demand for Emotional Intelligence is expected to increase by as much as six times because of the displacement of routine tasks, evolving job roles, and the inability to automate certain tasks.

http://www3.weforum.org/docs/WEF_FOJ_Executive_Summary_Jobs.pdf
  • A 7-step formula to deal with difficult people and difficult conversations.
  • How to stop hidden assumptions derailing your ability to influence.
  • How to motivate people who are disinterested.
  • How to make people see the benefits of your value proposition from their perspective.
  • How to adapt your value proposition to different personality types.

Step 3: How to radically improve collaboration by Building Trust Between YOU and Your Colleagues

Trust is the measure of a relationship. It is the foundation stone upon which we can build influence and persuasion.


Creating trust in a relationship means all people behaving according to a set of values and expectations, feeling safe to share their thoughts without retribution and seeing consistency between values, words, and action.


In this part, you’ll discover how to generate enough trust to get your colleagues on board so you can reach your shared goals.


This includes:

  • How to instill trust in people so they reveal their thinking and become receptive to our ideas.
  • How to manage expectations so you can build a deeper trust with others.
  • How to assess the strength of your relationships so you know which ones to work on.
  • How to plan your relationships so you know exactly what to say and how to say it.
  • How to establish rapport and trust when you first enter an organisation.
  • Why your qualifications and experience make little difference when it comes to building trust, and what does.
  • How to come across to others in a way which builds credibility with them so they respect and listen to you.
  • How to maintain your credibility when the going gets tough and you’re under the spotlight.
  • How to go from not being listened to… to being sought out for your expertise and advice.
  • 8 ways to build empathy and connection with people. 

Did you know?...

Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout.

https://hbr.org/2017/01/the-neuroscience-of-trust
  • How to assess someone’s ego to help you navigate the relationship in a beneficial way.
  • How to understand ego to get a better understanding of politics in the organisation.
  • How to deal with gossip, one-up-manship, and the withholding of information.
  • How to manage your expectations of how others should react to you and how you should react to them so you can have more enriching relationships.
  • 4 key areas in which you need to build trust.
  • What to do if you think you have a low level of trust in your organisation.
  • What causes low trust in organisations and how to fix it.
  • How to build trust through conflict resolution and negotiation.
  • How to prevent others from exploiting your weaknesses and damaging your reputation.
  • How to increase trust and have more quality relationships.

Did you know?...

Workplaces with a high-trust culture have a competitive advantage in the marketplace. Publicly-traded companies on the 100 Best Companies to Work For® list deliver stock market returns 3 times greater than market average.

https://www.greatplacetowork.com/business-case-poll
  • How to expand your network and open up exciting opportunities.
  • How to understand other people’s personal agendas and what’s important to them so you can better navigate office politics.
  • How to turn people who are often your fiercest critics into your biggest allies.
  • How to get the acknowledgement you deserve for your contribution.
  • How to be socially savvy and set the example to the rest of the organisation to improve collaboration.
  • How to capitalise on your relationships to expand your sphere of influence.
  • Avoid mistakes which can quickly destroy relationships you have built up.
  • How to form alliances which facilitate your work and cover your back in difficult times.
  • How to deal with difficult people in your organisation.
  • How to safeguard yourself from backstabbing, drama and unnecessary conflict.
  • How to get colleagues on your side so they work with you to achieve your joint goals.

Step 4: How to Get Alignment So Everyone Works with YOU to Achieve Your JOINT Goals

Once you have built trust in a relationship, you can seek alignment on what you and your colleagues want. ...and  you will require influence and persuasion to achieve it.


So it’s important to know what alignment is, have a proven strategy to achieve it, and be able to measure it so you know when you’re on the right path.


You should now be starting to see the power of relationship management and why it’s so important. Adopting the V.I.T.A.R. 5 step process means you can start to make progress.


Whereas before some people may have been seen as “blockers”, this process will turn them into “enablers” who facilitate you in your work.


In this part of the course you’ll discover:

  • How to know if you’re moving your value proposition in the right direction.
  • What warning signs to look for which tell you your value proposition is failing and needs to be adjusted.
  • How to know if people are aligned to your value proposition.
  • What to talk about in order to get people on board with your value proposition.
  • How to get the approval you need to turn your value proposition into an actual service you can offer so you can make the most impact.
  • Find out what areas to focus on to keep alignment on track.
  • 4 areas you must get alignment in for your value proposition to be a success.
  • How to find out if stakeholders are not in alignment and how to solve it.
  • Why a lack of alignment can sometimes be a warning sign not to go forward with your value proposition.
  • How to influence people to ensure they deliver their part in the business outcome.
  • What key places you need agreement in for alignment to occur.

Step 5: How to Put Together a Relationship Portfolio So YOU Can Easily and Effortlessly Manage Your Relationships in the Short and Long-term

You have to constantly nurture long-term relationships to keep alignment on track.

If not, you risk derailing relationships which will cause a breakdown in trust and disengage your colleagues. Progress will slow to a crawl and people will be tempted to revert back to old habits of blaming others and putting everybody’s reputation on the line. 


Who wants to undo all their hard work and start the “blame game” again?


This is why we have relationship portfolio management. It helps you know where, when and how to bring the proceeding 4 steps to maintain progress, alignment, reputation for all and position you on the career fast track.


In this part of the course you’ll discover:

  • 2 proven ways to manage relationships most effectively.
  • How to elicit expectations from the decision-maker so you know exactly what they want.
  • How to manage customer expectations so you can avoid misunderstandings and nurture long term relationships. 
  • How to come up with a strategy to sell your value proposition to the business and adapt it based on the feedback you get. 
  • How to ensure other people pull their weight without being too assertive or aggressive.
  • 3 simple steps to managing expectations to stakeholders’ satisfaction. 
  • What the most important expectation to manage is. (Hint: it’s not delivery.)
  • Find out what the main driver is in the quality of your relationships and how to maximize it so you can be more influential. 
  • Know what the typical pitfalls are so you don’t miss out on future opportunities to provide your services and grow your career. 
  • The simple trick to getting your ideas implemented across the organisation. 

Did you know?...

Studies show financial success depends on the warmth of your relationships and how, above a certain level, intelligence is irrelevent.  Those who scored highest on measurements of "warm relationships" earned an average of $141,000 a year more at their peak salaries (usually between ages 55 and 60).

https://en.wikipedia.org/wiki/Grant_Study
  • The 5 key elements in a relationship portfolio. 
  • A worksheet to help you document expectations so you deliver in the most important areas. 
  • Know how often to touch base with stakeholders to make sure everything is running smoothly.
  • How to prioritize expectations in the organisation.
  • How to create a dashboard on expectation performance so you can check your progress. The no. 1 thing you must display to stakeholders to establish credibility with them. 
  • How to manage the expectations of everyone in your team.
  • How to find out what areas you need to focus on to close expectation gaps. 
  • How to map your relationships for your value proposition. 
  • How to identify people you can leverage relationships with and those you need to improve relations with. 

Did you know?...

Even over 100 years ago, a Carnagie foundation report suggested that 85% of the person's job success is a product of interpersonal skills and that only 15% of his or her success is the result of technical knowledge.

Source: A Study of Engineering Education, authored by Charles Riborg Mann and published in 1918 by the Carnegie Foundation.
  • How to assess how much trust and alignment there is amongst the stakeholders. 
  • How to develop a long-term strategy to achieve the outcome of your value proposition in a way which makes the most impact.
  • See an example of organisation mapping which enabled me to reach my outcomes even when I had to deal with bad relations amongst some stakeholders. (From my time working in a business where I was the bridge between marketing and IT.)
  • Find out how I got a result with my value proposition which shocked my shareholders.
  • How I assessed people to find out where the strengths and weaknesses were in the relationships and where the threats and opportunities were in the organisation.
  • See how I came up with an action plan to achieve my value proposition in the fastest time - and how YOU can too.
  • How to manage your ego so you can avoid being irrational and instead be objective and nurture relationships. 
  • How to map your relationships to find out your strengths and weaknesses so you understand the game you have to play to achieve your value proposition.
  • Do an organisation map and engagement strategy exercise.

Relationships Are the Key to Your Career Success

The way things get done in an organisation isn’t policy, command, and control or any other coercive means… 

It’s through relationships.


Unless you can develop relationships and persuade people to work together to implement joint goals, you’ll never reach your potential, enjoy your job, or achieve anything significant.


You could spend your whole career living in the shadows of less talented colleagues who had a more successful career only because they knew how to manage their relationships, navigate office politics and persuade others better than you can.


This is your opportunity to step out of other people’s shadows and gain the reputation and credibility that opens doors.


You’ll no longer be stuck doing the run of the mill activities which make no difference.


You’ll be able to use your expertise, talent, and creativity to think of and implement new IT solutions which make your company more competitive.

One Small Step for YOU… One Giant Leap for Your Career

You’re probably wondering how much all this costs…


If you were to attend my events where I teach this live at public events around the country, you’d have to pay £797.


As I can scale this online in a more sustainable way, I’ve decided to offer it to you for only £497.


However, relationships are just the beginning.


There are 2 other important areas you need to cover.


This is why, as well as a course on relationships, I’ve decided to give you
2 special bonus courses which I normally only teach at my live seminars.


Why am I making such a generous offer?


This is the first time I am offering these courses in an online format. So I’ve decided to beta-test them first to ensure they are delivered at the highest quality.

FREE Bonus No. 1 Valued at £497*

Value Management:

Demonstrate Credibility by Not Just Measuring Progress but MAKING Progress to Gain a Seat at the Decision Maker's Table!

*Free access to the beta test programme Q1 2020 subject to passing the Relationship Management exam
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Do you ever feel like you’re stuck in Groundhog day where you face the same problems over and over?


Do you try your best yet still get criticised for late delivery or for a failing service?


Unless you are contributing to the activities that create the most value you’re going to be distracted by bureaucracy and quite often become part of the problem rather than part of the solution.


This  causes friction between different departments as flow of information, delivery of projects and services become constrained, stuck in a queue or waiting approval.


Sometimes the ONLY way to get something done is to bypass the process or system that actually implemented to make the organisation more effective!


This is where Value Management comes into play.


Value Management is the process that you and your colleagues take to make sure you understand what the goal is, identify where the obstacles are that prevent your team from reaching it, figuring out a plan and making it happen. - Not just measuring progress, but MAKING progress!

This way you you can start to unblock the choke-points, straighten the kinks in the process, remove unnecessary steps and start to see improvements in the way services, products and projects are delivered.


This also means departments can cooperate better and be more likely to deliver projects on time and with more regular consistent ‘flow’.


Having set expectations in Relationship Management, Value Management effectively closes the gap in expectations between provider and customer.


This is why Value Management builds you a reputation of excellence as it shows stakeholders you can get them results.


They see you as someone who gets things done and makes an impact which makes them take notice of the value you add to the organisation.


Here’s what you will discover in the Value Management course:

  • How to gain clarity on what your goals are and how they relate to the customer.
  • How to identify and focus on activities which add the most value to the the customer and organisation.
  • How to define value and measure your progress towards your goals
  • How to avoid wasting time treating the symptoms that cause you to work overtime and get to the root cause of the issue.
  • How to improve the way you and your team work in ANY activity.
  • The simple secrets that can free up the time for you to focus on more strategic activities.
  • How to find the rationale to say no to low value activities.
  • How to overcome bureaucracy and make your team and organisation more effective.

FREE Bonus No. 2 Valued at £497*

Strategy Management:

Lay the foundations and plan for the future. Inspire change through understanding trends and applying them to your organisation.

*Free access to the beta test programme Q1 2020 subject to passing the Value Management exam
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Did you know?...

“Only 23% of executive level stakeholders believe their CIO has developed an IT strategy that is effectively aligned with their corporate strategy and desired capabilities”

Source: Info-Tech’s CIO-CXO Alignment Program survey results 2015


How would you like to help decision-makers understand what technology can do for them in the next three to five years? How would you do that?

This is why you first need to understand what the company is about, the service it provides its customers, its values, how it operates, and what its principles are to help focus on what technology applications add value or not.


Then you can come up with ideas and give decision-makers options on what will give them a competitive advantage.


Seeking alignment and direction with your business peers on the opportunity that Technology can bring means a fundamental shift in mindset and approach.


This is why in my strategy management course you will discover:

  • How to research what new kinds of competition is on the horizon.
  • How to consider the technology opportunities available to your organisation
  • How to understand the application of that technology to your company context.
  • How to inspire colleagues with new ideas so you can prepare for change and be one step ahead of your competitors.
  • How to clearly show what your colleagues are trying to achieve and how through their teams.
  • How to work out whether there is duplication of effort, gaps in key strategic areas and opportunities to leverage existing assets.
  • How to check whether different teams are aligned and working towards the same big strategic themes.
  • How to provide a timeline for the major assets that plug the gap in skills, processes and technology.
  • How to communicate your ideas to everyone in the organisation so they can understand how their role fits in with the overall strategy.

Be part of the pioneering elite group to gain a Strategic Digital Business Partner (SDBP®) Certificate.

Showcase your Achievements!

Ever wanted to enact a digital transformation in a high street bank? Now is your chance. 

These are not your standard exam questions.

These are  story-based scenario questions, where you take on the role of a Technology Portfolio Director in "New Frontier Bank" where a radical turnaround is required. 

Will you lead the Bank to success or failure in it's transformation journey?

Gain the Foundation certificate as a Strategic Digital Business Partner by passing the exams in each of the three online courses of Relationship, Value and Strategy. 

Become part of the pionering elite group and share your journey with other online course delegates.

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So not only will these courses equip you with new skills to drive positive change in your organisation, the SDBP® certificate will showcase your skills to potential employers and give you a strong bargaining chip with your current one.


This means you can win more promotions, progress your career and enjoy the increase in income they bring.


I don’t want you to miss out on all these benefits.


So to make it as easy as possible for you, I’m going to offer you my 100% money-back guarantee.

30 Day Unconditional Guarantee

I personally guarantee you will be thrilled with my Relationship Management Course. This is why I’m giving you a ZERO risk, 100% money-back guarantee.


I’m inviting you to test-drive Relationship Management for a full
30 days. This will give you plenty of time to go through the course, implement the techniques, and ask me questions to get any necessary extra help you may need.


In the unlikely event you’re not absolutely thrilled with it, then any time before the end of the 30 days you can ask for a full refund. You won’t have to give a reason why.
There are no obligations. No questions asked. No hassle.


Simply put,
if you are not 100% delighted with what you discover in my course, I want to give you a refund.


I’ve witnessed how powerful the techniques and strategies which you are about to learn are in my own job. I’m willing to give you the fairest guarantee I can so you can experience the same for yourself.

This Is Your Chance to Put Things Right!

Do you want to look back on your career and see it was dictated by other people who didn’t know what they were doing?


Or do you want to step up and take control and use your talent, expertise and hard-work to venture out to achieve bigger and better things?


The sooner you discover these skills the faster things can turn around.


Then at the end of your career, you can look back and see how you played a pivotal role, if not the defining role, in making your company a success.


And from now until then, instead of having a career of disappointment, resentment, and regret, you can have one of accomplishment, recognition, acclaim, awards, bonuses, and salary increases.


However, unless you take action now, more dud projects will be started, you’ll build even more feelings of resentment and frustration, your company will go in the wrong direction, and you will get the blame.


I know because I’ve gone through all this.


I don’t want the same to happen to you.


The choice is yours. You can either decide to take control and discover how to put your own plans into effect, or you can be a part of someone else’s plan and witness them take all the glory, or, more accurately, be the scapegoat when their plans fail.


Sign up for my course now and let me show you how you can enjoy a fulfilling and financially rewarding career.

Start Your Journey Now

Buy Relationship, Get two free bonuses of Value and Strategy as part of our beta programme and become a pioneer in showing your achievements with the SDBP® Foundation Certificate

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