Philip Angers is the business coach we wish we had when we first started our business.

As Executive Director for Rothschild Asset Management S.E Asia (Rothschild is one of the world’s oldest, leading, privately owned, international investment banking organisations), Philip has the professionalism and humility you would expect from someone of his calibre.

Philip has successfully turned around unprofitable business units, lead teams of more than 3,000 sales agents and managed large and respected funds management groups through significant change. He has also established and managed his own businesses and now brings to the DRG Group a wealth of experience in business coaching and mentoring.

As a recognised International, motivational speaker he has regularly attracted audiences of 200 to 2,000 throughout S.E Asia and Australia. Today, as a natural leader and mentor, Philip’s passion is to help business people to build on their strengths and realise their full potential. Professionals at all stages of their career can benefit from his holistic approach to business mentoring.

Sometimes a business can take over the business person. What is your advice to people who feel that they’ve lost control of their business?

Often a business’s success is because of a series of disciplined steps the owner took at start-up. Simple factors such as knowing and understanding their customers’, delivering a product or service to a high-quality, or maintaining a positive and motivated team can all be key contributors to a business’s current success.

However, when business demands take over the core values of the company, it can sometimes seem like the business has become a “bully”. Time becomes short and all too often the management team forgets to practice their own core disciplines.

Taking back control is important for your well-being and the longevity of your business, so I encourage the Pareto principle, (also known as the 80-20 rule, as 80% of your business normally comes from 20% of your clients) as a filtering of the customer base can improve profitability and give back time to the team. With the restored time, management can then go back to the basics of what first made the company a success and practice those same disciplines in every aspect of the business. There is rarely any one aspect or task that improves a business 100%; however, there are often 100 small tasks we can improve by 1%. I call this my 100% efficiency rule.

In your role as a manager and leader you are familiar with managing diverse groups of people. What are some of your key learning’s in how to develop and grow teams to improve performance and productivity?

Often business owners or senior managers will have a strategic plan which they have worked up “behind-closed-doors” and take personal ownership for the outcomes. However, many managers forget to communicate their business’s vision with their wider team – therefore failing to get their teams’ to “buy-in” on the business’s journey.