Do You Recognise These Scenarios ?


Tom – a skilled and qualified engineer, planning & running the schedules of engineers installing, servicing, maintaining plant at client locations.

Tom is hardworking and committed to the organisation.
He resents intervention, lacks skills to work positively with his own manager; bypasses his manager and goes directly to the Company MD.

After just a few coaching and self-awareness sessions, Tom now understands and listens to the needs of others, communicates openly with his own boss and creates a smooth liaison between his team and his clients.

Now not only is Tom motivated and also respected by others – he is able to pass on his newly learned approach so that others are benefiting from his newly developed skills. Potential difficulties are dealt with at an early stage because Tom understands others’ needs and also the importance of involving others and creating an environment of
open communication.


Andy – his approach had always been very direct, often harsh, especially when telling his own staff when work delivered wasn’t quite up to his own standard. He didn’t even realise how upsetting his behaviour was: “but I only told him what was wrong”…..
Individual coaching sessions with Andy over a few months have made him aware of the effect his behaviour was having – loss of morale, lack of motivation – on his staff.
Now Andy has learned that by involving his people all along the way, building an environment of open communication and trust and, most important of all, moderating his approach so that his people understand what’s required and are invited to discuss projects at an early stage, most of his difficulties are easily overcome.

Result: A positively motivated workforce who are able to come to their boss and discuss issues before they become problems.

Pam is the Personnel Manager, her role is multi-functional.
So Pam is pulled in many directions – a long report required at short notice on pay scales.
A staff member who has a personal issue with their own boss.
A manager who’s arranged an interview at short notice – Pam needs to be there………
And so on.
Wanting to accommodate everyone’s needs (her role) she finds difficulty saying NO.
Consequently Pam is stressed and is also frustrated that things are not being done to the standard she would like. Additionally she has recently taken on a young assistant to help, but simply hasn’t the time to train this person.
Just one individual coaching session teaching Pam skills to say ‘NO’, to make others aware that her door is ‘closed’ at certain times of day has taken the pressures off, she is now training Sarah who is bright and has already taken some of the strain.

A new chief executive has been appointed to a company with a brief to grow the business. In its 26 yr history this manufacturing Company, though owned by a Group, has been run very much in ‘small business’ ‘family’ mode. Fears among both management and workshop employees ‘what are the implications for me’ could easily have led to a serious morale problem, very good employees could have left fearing the changes which would take place.
This new democratic leader knew he had to win the workforce over – without their commitment his task would be that much more difficult.
He made presentations to all of the workforce, during which – for the very first time – they heard mention of
training & development – open communication – environment of trust.
A new language had to be learned.

Through a series of workshops over 2 years – and on-going I have worked with groups at all levels within the organisation to develop leadership and communication skills, create harmonious teams, improve recruitment processes including effective interviews.
In these 2 years standards have increases, as have sales – dramatically.
Attitudes are positive throughout the organisation.
Everyone is committed.