Rob is a CEO of a medium sized organisation who has an ambitious and exciting plan for growth. When he came to me for coaching his brief was how do I get more out of my senior team? He had a big long list of complaints… I make all the decisions I solve all the problems They don’t focus on the important things They don’t think beyond the here and now let alone strategic thinking They don’t manage poor performance They micro-manage their teams They’re resistance to change givin

John did very well in his job. As a key account exec, he exceeded targets, was positive and no task insurmountable. John was confident and ambitious to move to the next level. He achieved his goal and promoted to commercial director. Fired up with drive and enthusiasm John repeatedly presented in team meetings, what he thought, were exciting objectives for the next 12 months and beyond. A member of John’s team responded: “…I’ve seen it all before, it won’t work and it won’t

Have you “married” the wrong organisation? Take the example of Sue. After ten years in management with the public sector, she was ready to redefine her career and move on. She chose the charity sector where she had a passion for a cause. She set her sights high and was ready. She landed her dream job as Head of Department with a large charity who were expanding abroad. She was committed and excited about the opportunities ahead. Technically Sue was more than capable. She had

Recently, I worked with a newly appointed Managing Director, Robert. He said he didn’t want the job and felt no-one in his senior management team liked or respected him. He was thinking of selling the business but was feeling confused on what was the right decision to take. On exploring the problem, we were able to turn it into a desired outcome solution, or goal. Robert was clearly a competent professional, but with people, he considered himself something of a disaster. This