Michael Stoate, 5th generation family owner of N.R. Stoate & Sons

N. R. Stoate & Sons have been millers of stoneground flour since 1832. Michael Stoate is the 5th generation of his family at the helm of the business. Whilst the original mill was in Watchet, Somerset the business today is located at Cann Mills near Shaftesbury and supplies independent artisan bakers, wholesalers, retailers across the south of England, as well as customers coming direct to the mill door or purchasing online.

I met with Michael Stoate to reflect on the mentoring support which has contributed to his increasing sales since 2014 in the region of 65% and the tonnage by 57%. I asked Michael what led him to approach our programme in 2014.

The short response was that internet research on available business support signposted our service, and he chose it after researching the various options. He recalled being concerned at the potential issues and limitations of working with a professional adviser, being particularly aware of cost, their limit of ‘coal-face’ experience and, being aware that such relationships had not always ended well for other business owner peers. In contrast, Dorset Business Mentors (known as Dormen at the time) stood out in three key areas: first, that the programme’s mentors are selected because of their broad scope of high-level experience in business, and then trained in the ethics of the open style of the mentor relationship. Second, that as volunteers they freely commit their time and do so because they know they have something to offer and enjoy the altruistic reward of working closely to help their client mentee achieve their goals. Third the service, being majority funded by Dorset’s local authorities and the ERDF (European Regional Development Fund) meant it was and continues to be affordable and, as Michael summed up, the value received in return for a modest investment of £200 for up to 12 months of close, personal support has proved its worth.

At the time Michael approached our programme there were two full time and one part time staff. Meanwhile, business had grown and Michael found himself stretched and wanting to make improvements. At the time he set out what he felt he needed particular help with “a bit of everything. Time management, taking on more help in the right areas, using existing help efficiently, maximising delivery efficiency.” He wanted to get to a position where he would be able to step away for a short period and there be sufficient resources for the business to carry on. “I find myself firefighting the daily needs of the business and need someone to stand on the outside and advise on a course forward to improve the current situation”.

Ensuring any mentoring relationship is effective boils down to expert matching of the needs of the business owner with the skills and personal manner of an individual mentor. Dorset Business Mentors has a distinct advantage in the sheer number and scope of experience among mentors (130 at the time of writing). In Michael’s case we approached Chris Hall who already had six years of experience as a Dorset Business Mentor. Chris was able to offer Michael the perspective of someone coming at the business with many years’ experience of working in industry as a strategy consultant, initially with Braxton, a start-up, and then with Deloittes, combined with particular experience of the food industry and a bakery.

In practice Michael describes his mentoring discussions as an opportunity to ‘throw balls for discussion up in the air’. I asked him to give me an example of this in action to help readers understand what this might look like. He described it as two people (he and his mentor) having two perspectives on the issue the ball represents. If the ball is ‘making improvements’ Michael might look at it in terms of incremental 10% increases, whereas his Mentor Chris would look at in terms of ‘what if you did 4 times as much, and then work backwards? How would you do it differently? This different way of thinking opens up the discussion to unearth potential, motivation and practical limitations which together can inform a fresh approach to developing strategy. Michael also highlighted that using this approach Chris encouraged investment back into the business which has made life easier, safer and more efficient in the longer run. It is common for mentors to say their client mentee would have got there anyway, but it has taken less time and been less arduous with their support.

My discussion with Michael also touched on the fact that his is a family business and he and his family live on site. We discussed the insularity of this situation, common to many businesses in Dorset. Michael pointed out that having a mentor is not just about having a sounding board, it is someone who helps you step out and see your business from the outside. The mentor contributes reasoned objectivity, helping you to get outside your bubble to air issues and to see things from a different perspective, confidentially. A mentor is also there to constructively challenge when necessary, and to help joint owners and families focus on objectives, roles and priorities.

Our discussion turned then to the practical aspects of the mentoring process. Michael was quick to note that it can seem a challenge at first to create time for mentor discussions and to get into a relaxed mind-set. However, he explained that it didn’t take long for him to place high value on his mentoring time and to appreciate that it is also the role of the mentor to help their client mentee with focus and working through priorities. When I asked Michael what he would say to any business owner not currently accessing the Dorset Business Mentors offer he said he took time to get around to doing it, but when he did he never looked back and he has no intention of stopping any time soon. The phrases ‘what have you got to lose?’ and ‘MAKE the time’ came up several times and this is a pertinent statement. Why? Because unlike a business adviser a mentor does not tell you what to do, but they will offer guidance, open up your horizons to options and alternative ways of doing things, as well as help you to a position of confidence in your decision making by stress testing opportunity against risk in as much detail as is required.

A final word: it is important to Michael, as it is to all our clients, that he can talk freely and in confidence with his Mentor. The service is available to all business owners and to any senior management who feel they could benefit from mentoring. Given the longevity of mentoring relationships (which evidence shows only increases the longer the period of mentoring) clients place increasing value on the flexibility of the program in responding to their individual need. As a business develops and, for example, looks at new markets, as it needs to drill into one aspect of operation or wants to overcome a particular challenge the program offers the opportunity of a series of sessions with an additional mentor with a different background or expertise, or the business owner can change mentor completely.

The Dorset Business Mentors programme, constantly seeks to deliver high value to Dorset business and while statistics on operational and financial outputs have their place, mentoring also has unquantifiable but much stated value in improving the confidence of business owners. The business owner has to make their own decisions but with mentor support they are more likely to have the skills and knowledge to raise and fulfil their ambitions for their businesses and themselves.

If you would like to learn more about how Dorset Business Mentors can help you achieve your objectives please contact one of our small, experienced team on 01202 607530 or visit our website for more information, insights and to request a mentor. In return for up to 12 months access to our programme and 1:1 mentoring, you are required to contribute £200 towards administration costs. For a limited period the programme is offering free access to mentoring for three months, with no obligation to renew for a further 12 month period. To discover the detail and request a mentor, click here.

Author: Charlotte Bowater, July 2020

Sacks of flour milled by N. R. Stoate & Sons (Cann Mills) awaiting collection