Are There Stumbling Blocks With The Performance Of A Leader In Your Team?

I support leaders when their performance isn’t equal to their potential.

They’re normally employed by a medium or large organization. The industry is not particularly important. (The fields I’ve recently worked in are biomedical, financial services, manufacturing, hospitality, I.T., marketing, medical devices, mining, office equipment, pharmaceutical and government.)


They’ll either be in a people leadership or functional leadership role. Often they’ve spent a number of years leading and want to/need to try some different approaches, or they could be fairly new to leadership. Usually they’re based less than 40 minutes from the lower north shore in Sydney, Australia. Occasionally they’re located in other cities and countries.


They’re receptive to investigating some new options so that they produce different results. My services are not for everyone. They’re for those leaders who are receptive to doing things differently—and therefore creating different results. They know that “if you always do what you’ve always done, you’ll always get what you’ve always got”. And they and their managers agree that they don’t want things to stay the same. They want to realize their potential.

The leaders I work with are typically facing one or more of these sorts of challenges:

They could be a much greater asset to your organization. Often their performance is already good. But they can do with some fine-tuning so that their performance is exceptional. They need some help in figuring out which bits to work on, and which bits to work on first.

Their people management and leadership needs enhancement. Sometimes the leader’s team of direct reports isn’t being put to good use. Often the leader needs to communicate more skilfully, developing more rapport and better their relationships with their team members. Other times they need to learn more about performance management—particularly dealing with conflict and managing poor performance.

They’re frustrated in their attempts to influence people. When it comes to persuading others, they’re either taking an aggressive or a submissive approach. They don’t get others on side easily. If they’re to be a better leader, they need to develop their abilities to get others to see their point of view, or take the action that they want them to take.

They need to react differently to difficulties. Too often their frustrations show. They need to develop their emotional intelligence and react more appropriately to perceived challenges—so that they receive more respect, exhibit more professionalism, and elicit greater cooperation from others.

They and their manager have agreed that they’re not making the most of their capabilities. They’re usually doing a fine job in some areas, but in others areas they need to do things differently. Sometimes they don’t have a lot of leadership experience; other times they need help to discover some new options about how they can create their desired outcomes.

Now that you know the kind of people I work with, and the issues I help them resolve, click on this link to learn more about How I Work With The Leaders I Coach