NBS Training and Coaching

08/09/2026

I realised today that my job has become quite difficult to explain when somebody asks, “So what sort of training do you do?”

In the last few months alone I’ve worked with recruiters on sales conversations, managers on difficult conversations and accountability, hotel teams on conflict and personal safety, and I’m currently developing work around workplace behaviour and the new employment legislation.

Which is quite a mixed bag.

But actually, the common thread is pretty simple.

Most of the time somebody knows roughly what they should do.

The difficulty is doing it when there’s another human being sitting opposite them, pushing back, getting emotional, disagreeing with them or simply not behaving as expected.

That’s the bit I enjoy working on.

Not another 147-slide PowerPoint telling people what good looks like.

Getting them to actually practise the messy bit.

Twenty-odd years into training and I still think that’s the interesting part of the job.

03/09/2026

I was thinking today about all the things I've tried over the years that haven't worked.

Things I've attempted and got wrong. Things I thought would work that didn't.
Things I really wanted to achieve and, for whatever reason, didn't.

We're very good at putting a positive spin on failure.
“FAIL means First Attempt In Learning.”

“You learn more from failure than success.”

And there's truth in that. I've learned an enormous amount from things going wrong.

But do you know what?
It still bloody hurts sometimes.

It can knock your confidence.
It can make you question whether you're good enough.
And occasionally it makes you wonder why you're bothering in the first place.

I'm not sure that's necessarily a bad thing.
What matters, I think, is what you do next.

I've been incredibly fortunate over the years to have people around me that I've learned from. People who've challenged me, guided me, shared their experience or occasionally told me that what I was doing simply wasn't working.
I'm very grateful for them.
And I'm still learning now.

That's one of the things I enjoy about training and coaching.
Whether we're talking about management, sales, recruitment or communication, people aren't going to get everything right first time.

A new manager is going to have a conversation that doesn't go quite as planned.
A salesperson is going to completely misread a prospect.
A recruiter is going to handle an objection badly.
Someone is going to say the wrong thing.

That's why development shouldn't just be about teaching people the “right” answer.
Give them somewhere to try things.
Let them get some of it wrong. Give them useful feedback.
Have another go.
Build the confidence and capability before the situation really matters.

That's a big part of what we try to create at NBS Training & Coaching.

And I'm certainly not claiming I've finished learning either.

Although there is one decision I think I absolutely nailed first time.
Buying this Hawaiian shirt.
I'll accept no criticism.
Probably.

If you've got a team that could do with somewhere safe to practise, get things wrong and get better, that's exactly the sort of development we like doing at NBS.
And yes, I'm keeping the shirt.

NBS Training & Coaching
Recruitment | Sales | Leadership | Performance Development
Less Beige. More Brave.
https://www.nbstrainingandcoaching.co.uk/

02/09/2026

I've been sent some extraordinary briefs during my years as a trainer.

“Communication skills.”
“Management training.”
“Sales training.”
“Customer service.”

I once received a PowerPoint of around 170 slides for a one-day course.
Apparently that was the training.

The older I get, the less interested I am in the title of the course and the more interested I am in what caused somebody to ask for it.
Because:
“Our managers need communication training”
is very different from:
“Our managers are avoiding difficult performance conversations.”
Now we've got something to work with.
One describes a subject.
The other describes something happening in the business.

That distinction has probably changed the way I design training more than almost anything else.

John Williamson is professionally curious about what happens between knowing what to do and actually doing it.

Discover tailored training and coaching programs for sales, recruitment, leadership, and communication to enhance team performance and skills.

01/09/2026

A while ago, a recruitment business came to us because they wanted their consultants to become more commercially confident.

They didn't want aggressive sales training.
They had people who were good at the relationship side of recruitment, but some of them weren't as comfortable when the conversation moved into business development.

They needed to be better at asking the right questions, recognising opportunities, handling objections and having commercial conversations without suddenly sounding like they'd swallowed a sales manual.

So that's what we built the training around.
Not generic cold-calling scripts.

We used situations their consultants were actually encountering and worked on consultative questioning, client conversations, objection handling, follow-up and how to move a conversation forward while still keeping the relationship at the centre of it.

Lots of practice. Lots of discussion. And importantly, practice that actually sounded and felt like recruitment.

What I particularly liked was what happened afterwards.
The initial piece of work didn't just become a training day that disappeared into the diary.
It led to further conversations and further development work because we'd started to uncover what was really happening underneath the original request.

That's something I've become increasingly convinced about.
Sometimes a client asks for "sales training", but the useful work starts when you get underneath that label.

* What are people actually struggling with?
* Where are conversations breaking down?
* What are they avoiding?
* What can they already do?
* What needs to change back at their desk?

That's the bit I'm interested in.

Training is an intervention. Not a diagnosis.
And when you get the diagnosis right, the training becomes considerably more useful.

If you're running a recruitment team and there's something your consultants should be doing but consistently aren't, I'd be interested to hear what it is.
It isn't always a training problem. But it's usually worth finding out what the problem actually is.

John Williamson

NBS Training & Coaching
Recruitment Sales | Leadership | Performance Development
Less Beige. More Brave.

nbstrainingandcoaching.co.uk

28/08/2026

Thoughts from the coffee shop....

There’s going to be a lot of noise around the Employment Rights Act 2025 over the next few months.

New rules. New dates. Updated policies. HR briefings.

But there’s another question I think businesses need to be asking:

Are your managers actually ready to manage differently?

Because a new policy won’t suddenly make a manager better at addressing underperformance early.

It won’t make an avoided probation conversation happen.

It won’t help somebody respond appropriately when an employee says a customer has made them uncomfortable.

And it won’t improve the quality of the notes, evidence or conversations that should have been happening for the previous four months.

That’s the bit I’m interested in.

The Employment Rights Act creates the reason to look again at management practice.

But the real work is making sure managers have the confidence and practical skills to deal with situations properly when they happen.

Employment law tells an organisation what it must do.

Managers still have to do it.

John Williamson is a recruitment and leadership performance trainer, helping teams improve BD, conversion, and manager capability through practical, behaviour-focused training.
https://www.nbstrainingandcoaching.co.uk/

27/08/2026

I was reminded recently of a conversation I had with a salesperson about “eating the frog”.

If you've not come across it before, the idea is simple.
Do the thing you're most likely to avoid first.

In sales, that's rarely updating the CRM or answering emails.
It's usually the call you've been putting off.

The prospect who said “call me next month” three months ago.
The client you need to ask for a decision.
The conversation about price.
The follow-up where you're half expecting another no.
The BD calls you've somehow managed to postpone until 4pm.

We can be incredibly productive while avoiding the one thing that might actually produce a result.
And that's what I was discussing with this salesperson.

Their problem wasn't that they didn't know what to do.
They knew perfectly well.
The problem was everything else suddenly became more appealing when it was time to do it.

So sometimes the answer isn't another sales technique.
Eat the frog.

Do the uncomfortable, commercially important thing first.
Then you can update the CRM.

John Williamson
NBS Training & Coaching
Recruitment | Sales | Leadership & Management

Less Beige. More Brave.
https://www.nbstrainingandcoaching.co.uk/

26/08/2026

Interesting piece on LinkedIn News about recruiters apparently going “old school”.

As AI makes it increasingly easy to produce a beautifully written CV, perfectly tailored to a job description, some employers are apparently putting more emphasis back on conversations, referrals, networking and live assessment.
I don't think that's going backwards.
If technology gets increasingly good at making candidates look right for a job, how good are your consultants at finding out whether they actually are?
Because that's a very different skill.

It means getting beyond the polished answer. Asking another question. Probing something that doesn't quite add up. Understanding what somebody actually did rather than accepting what the CV says they did.
Exploring motivation properly.
Recognising when the candidate with the less impressive CV might actually be the stronger person.
And ultimately making a professional judgement.

There's a commercial question for recruitment agencies here too.

If a client can advertise a job and receive hundreds of polished, AI-tailored applications themselves, what exactly are they paying a recruitment fee for?
Not CV production.
Judgement.
Knowing the market. Knowing the candidate. Asking the question the application doesn't answer. Spotting inconsistencies. Testing whether someone's claimed experience has real depth.

That's where good recruiters earn their fee.

Use technology where it improves the recruitment process.
But don't outsource the very capabilities clients are paying recruiters for.
The better AI gets at presenting candidates, the better recruiters need to become at assessing them.

John Williamson
NBS Training & Coaching
Recruitment & Leadership Performance Training
Less Beige. More Brave.

LinkedIn News article that prompted this:
https://lnkd.in/eq4mQqyM

Storyline image
Recruiters turning old school

'A human approach is becoming more and more important' as AI-tailored resumes proliferate, says one recruiting firm exec.

26/08/2026

Do you actually know how your consultants talk to potential clients?

Not what you think they say.
Not what the sales process says they should say.
What they actually say when somebody picks up the phone.

Are they asking enough questions?
Are they asking the right questions?
Do they listen to the answers and explore them, or are they already thinking about the next question on their list?
Do they challenge vague answers?
If a client says:
"We're struggling to find good candidates."
Do they immediately start talking about how they can help?
Or do they get curious?
What does "good" mean?
Where is the process breaking down?
What have you tried already?
What's actually happening to the candidates you do attract?
What's the impact on the business?

And here's another one.
Do your consultants actually know how to explain what they do?

Not:
"We're a specialist recruitment agency and we've got access to great candidates..."
What do they actually do for a client?
What problems can they solve?
Why should somebody use them rather than another recruiter?
What value do they bring beyond finding CVs?
Can they explain that naturally, in their own words, without reaching for the company pitch?

Now the bigger question:
Do you actually know which of those conversations your consultants are having?
Because "we need to improve BD" doesn't always mean you need more calls.
Sometimes you need better conversations.

At NBS Training & Coaching, a big part of our recruitment sales training is helping consultants slow down, listen properly, question with purpose and understand what they're actually being asked to solve before they start selling.
But they also need to understand their own value well enough to explain it.

Scripts can give someone words.
Good questioning gives them understanding.
And knowing your value gives you something worth talking about in the first place.

If you're running a recruitment team and you're not completely sure how those conversations are sounding, that's exactly the sort of thing we work on at NBS. Happy to have a chat — no hard sell, just a conversation about what's happening in your team.

John | NBS Training & Coaching

24/08/2026

if you've got a performance problem, here's what I can actually help change.

Recruitment training should pay for itself.

If it doesn't change what happens on the desk, I'm not particularly interested in delivering it.

I work with recruitment businesses where the problem often isn't a lack of effort.

Consultants are making calls. Jobs are coming in. Candidates are being spoken to. Managers are holding meetings.

But somewhere between all that activity and the final result, money is being left on the table.

It might be consultants who struggle to turn BD conversations into actual opportunities.

Jobs being worked without enough commitment from the client.

Candidates dropping out because the difficult questions weren't asked early enough.

Fees being reduced too easily.

Experienced consultants who've hit a plateau.

New consultants taking too long to become productive.

Or managers who know their market inside out but haven't yet learnt how to coach performance, challenge poor standards or have difficult conversations properly.

That's the work I do.

I don't start with an off-the-shelf course and try to make your problem fit it.

We look at what's actually getting in the way of performance, then build the intervention around that.

And the ROI doesn't need to be complicated.

If better qualification prevents one wasted week working a job that was never properly committed...

If stronger negotiation protects 2% on a £50,000 salary...

If better candidate control saves one placement...

If a consultant starts generating one additional genuine BD opportunity a month...
..the numbers very quickly become more interesting than the cost of the training.

I've spent more than 20 years around recruitment, sales, management and L&D. I know the difference between a workshop that gets good feedback and one that changes what people actually do when they're back at their desks.

If you're running a recruitment business and there's a performance issue you can't quite put your finger on, message me.

I'll happily have a conversation about what's happening and whether I can help.

No hard sell. No pre-written course catalogue.

Just a sensible conversation about where you're losing performance — and what might change it.

John Williamson

NBS Training & Coaching

Recruitment & Leadership Performance Training

Less Beige. More Brave.

21/08/2026

Something I've noticed after a lot of years of training salespeople.

The moment someone stops worrying about having the "perfect answer", they often become considerably better at selling.

They listen more.
They're less frightened of silence.
They ask the obvious question they previously thought wasn't clever enough.
They sound more like themselves.
And the conversation gets better.

We spend an awful lot of time teaching people what to say.
Sometimes the breakthrough comes when they become comfortable enough to stop saying quite so much.

Anyway, that's my Friday thought.
Have a good weekend.