Seventeen (yes, 17!) reasons introverts make great leaders

Have you noticed how often leaders rarely tend to be people who are of a quieter disposition, who appear more thoughtful, perhaps who are even considered ‘gentle’?

The convention for leadership in the western world is for them to be ‘bold’, ‘outgoing’, some might say ‘loud’.

Yet, around 55% of the adult population of the UK are at the introvert end of the personality type spectrum (note: this does not mean they’re shy!).

These introverts often miss out on leadership roles for the simple reason that convention strongly implies they don’t have what it takes.

Rubbish! Absolute rubbish!

So, here are 17 reasons (there are many more!) for more proactively considering introverts as leaders:

(To find out if you are introvert or extrovert, click here a free Jungian type test (often known as a Myers-Briggs test))

 

1: They’re prudent

Introverts are great at weighing up the pros and cons of every decision, and so tend to make decisions, and be leaders everyone respects

2: They’re brilliant listeners

Because their ‘inner voice’ tends to be quieter than an extrovert’s, introverts have an innate ability to listen. Often, brilliantly. As a result, they usually get far more out of their colleagues (including quite a few things they wouldn’t tell anyone else) than their extrovert co-workers. One of the most important skills for any leader is the ability and willingness to listen to everyone.

3: What they say is valuable.

Introverts usually listen more, think more, and speak less. As a result, when they do have something to say, it’s usually very valuable and something that earns the respect from those around them. In other words, others soon learn how important it is to listen to their introvert colleagues. All of the great leaders will have earned the ‘right’ to be listened to.

4: They know their limitations

Introverts tend to be more forthcoming in accurately understanding and acknowledging their limitations…and aren’t afraid to let others know about them. If an introvert needs help, they’ll ask for it – another great quality in a leader.

5: They embrace uncertainty

Uncertainty is something introverts tend to think of as something they can really get their teeth into. They’re also very open to new ideas and opposing views, as well as being great listeners, all of which they use to help them make better decisions. Leaders, perhaps above everything else, are there to make good decisions.

6: Working on their own is easy for them

Yes, they work happily as part of a team too, but they really excel when they have to work alone – and, let’s face it, that’s something we all have to do at some point, isn’t it? Leaders often experience needs on their responsibilities that includes things that they do alone – and introverts are quite happy about this!

7: Quiet time is good for you!

Introverts find ‘quiet time’ a great way to re-charge and refresh their batteries. Our extrovert colleagues tend to prefer being among people, perhaps in busy or noisy places too, to do the same. Having the ability to be quiet, encourages others to be more open with you, and gives you a better chance of accurately hearing what is being said without your inner voice ‘colouring’ it. Another important quality for leadership!

8: They often have a calming influence

Introverts tend to be calm people. They also tend to have tremendous inner strength. As a result, their calm demeanour has a habit of rubbing-off on those around them. Calm heads tend to work better as a team, think more clearly (remember Sir Clive Woodward’s “think clearly under pressure” (T-CUP)), and make better decisions. Any leader needs a calm head too!

9: They build more meaningful relationships

Because introverts enjoy talking on a one-to-one basis, or in small groups, and because they listen so well, and because they think before they speak, they tend to innately devote the time to building meaningful and valuable relationships. An excellent skill in the worlds of business networking and leadership.

10: They’re very well prepared

Introverts tend to be ‘detail people’ and so will almost always be very well prepared. Every leader benefits from excellent preparation.

11: They’re information junkies

Because introverts like to learn, they tend to be very knowledgeable indeed on the subjects they choose to speak or enter into discussion about. But they also like to learn from others who can expand their understanding. Both are highly desirable traits of good leaders.

12: They’re great in stressful situations

Introverts are great at keeping calm, almost no matter what. Leadership, whether you like it or not, will include a fair amount of stress. Due to their calmness, introverts usually deal very well with stressful situations and remain clear thinkers, and are able to deliver positive outcomes from them. Leaders benefits from these abilities too.

13: They often see the ‘big picture’

Introverts are excellent at being detached from the situation when needed. As a result, they are great at looking at, and understanding the ‘big picture’ and working out what is required to ensure a positive solution. The best leaders do this habitually.

14: If you want someone to study the details, find an introvert

That’s right! Introverts relish the chance to bury themselves in the details, especially if an important conclusion needs to be extracted from them. Their colleagues soon learn to give the ‘hard stuff’ to their quieter colleagues. Leaders need the ability to understand the details too.

15: They treat everyone as equals

From the newest, part-time employee, to the group chairman, the one person who will treat everyone exactly the same, and as equals, will be your quiet colleague! Great leaders earn the trust of, and get the very best out of their people by treating them equally and fairly.

16: They make excellent decisions

Introverts are usually highly rational, practical, and balanced decision-makers. They also are great at considering all of the relevant information and views, and understanding the needs of all those affected. So, they have a habit of making excellent decisions – just what is needed in leadership!

17: They have high levels of emotional intelligence

People will often think of introverts as being ‘well balanced’. They are also well known for be highly aware of their own emotional states and the emotional states of others, and how these states influence thoughts and behaviours (one of the most important building blocks of emotional intelligence). They then take these into account when making decisions, and interacting with others. Just as leaders should!

 

So, there you are – there are many, many reasons introverts make great leaders – and many of the leaders of the world’s most successful companies are introverts too. For example, Bill Gates (Microsoft), Larry Page (Google), Elon Musk (of Tesla fame), Theresa May (British Prime Minister), Warren Buffett (noted investor), to name but a few.

If you are an introvert who is in a leadership position, or looking to move into one, I can work with you to develop your skills, abilities and thinking to ensure you and your career continue to go from strength to strength.

To find out more about the benefits of professional coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

Business Networking: Is it growing your business, or holding it back?

A successful network is a many faceted thing! 

Hands up all those who undertake some ‘networking’ from time to time?

OK, OK, silly question!

In reality, almost all of us do it, in some form or another, almost all of the time, don’t we?

But is your ‘networking’ giving your business the best chance of growing, or is actually holding it back?

As always with these things, it’s very much a case of working out which network development opportunities are best for you and your business.

First of all, your network needs to work for you, and be worked by you. As such, it needs to contain:

  • Great value suppliers
  • Profitable, reliable, regular customers
  • Highly respected, well-connected referrers

In other words, everyone you meet could potentially be a great contact for you. 

The key is to be remembered, and for you to be remembered there are some important yet simple things you can do:

  • Let people get to know the ‘real’ you – this doesn’t meant you have to give them your life story, but let them undertsand that you’re actually a real human being, just like them, and not a robot that just presents a professional ‘mask’ all of the time that prevents any ‘connection’
  • Make sure you can recognise a potential customer when you meet one (see below)
  • Tell people what you do (have an impact!) not your job title!
  • Let them know about your AFTERs – what they will be left with after they have worked with you!
  • Differentiate yourself from your competitors, and finally….
  • Say less, not more, and don’t waffle!

To recognise your customers, try answering these 3 questions – collectively, they’ll create a ‘picture’ of your ‘ideal’ customers:

  1. Think of the customer that has paid you the most money over the last year. What did they do?
  2. Think of the customer who was the most enjoyable to work with over the last year (even if you didn’t charge them anything). What did they do?
  3. Think of the customer who created the greatest success for you over the last year (e.g.: raising your profile, great PR, etc). What did they do?

Obviously, developing that successful network will take a lot more too, but hopefully these tips will get you going.

If you’d like to know more, please get in touch.

To find out more about improving your network and networking, as well as the benefits of professional coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

Business is business, but cash is King!

‘Money’, as the old saying goes, ‘is a dirty word!’ 

There’s an old saying in business which, in my time at a very large German corporate I used to visit some or our joint ventures and hear Lord X (to keep him anonymous) bellow often (and usually whilst banging the boardroom table), “Business is business, but cash is King!”.

It’s one of the most valuable pieces of ‘advice’ I have ever had the good fortune to receive.

One of the most valuable ways you can focus your efforts to build your business success is to ensure you have healthy cashflow.

In other words, make sure you get paid the right amount on time, by the right people, at the right price, and that you do the same.

Very often I find myself working with companies, of all sizes, to strengthen their cashflow. In many cases the bulk of it is easy to put right: just get your customers to pay up on time.

However, a great many cashflow issues are created because we have a habit of being a bit ‘too British’. What I mean is that many business owners and leaders tend to avoid talking about money….and end up paying the consequences.

If someone owes you money on a certain date, then they should be paying you on that date. Fact!

Obviously, the intricacies of building a strong cashflow go far beyond just getting people to pay on time, but this probably has the single biggest impact.

So, here are some tips for developing and strengthening your cashflow – easy to do, and great for your business:

  1. Know your customer! Obvious isn’t it? Be clear who you’re trading with, what type of organisation they are, what assets they have, and, for peace of mind, take out a credit check too (#BizTip: if you have business banking services at your bank, these checks can often be obtained free or at nominal cost). More detail and knowledge is better than less.
  2. Minimise your risk. Seek up front part-payment if necessary, ensure your terms and conditions make it clear you own the goods, or may withdraw/turn off the services in the event of late or non payment. If necessary, seek a written guarantee from the directors/owners.
  3. Make sure you have fit-for-purpose terms and conditions, covering payment, at what point full ownership is transferred, guarantees and liability. If you need to update your terms, many local law firms can do this at a sensible cost, or speak business support groups for guidance.
  4. Keep up to date! Even before payment is due, make it clear to your customer when payment is due and that you know it’s due. If you are being paid late, you are effectively funding their business (which is what banks are for). You’re running a business, not a bank, so remind and chase that payment. It’s your money, after all!
  5. If you do need to enforce your terms, or take legal action, be decisive and clear about your aims and objectives in doing this. Consider reasonable offers if necessary. Remember you’re running a business so paying legal fees, and using up valuable time and effort in chasing late payment is taking you away from the customers who you know and trust.

Sir Clive Woodward, World Cup winning England rugby coach, used the acronym T-CUP: Think Clearly Under Pressure.

When the pressure on you, and your cashflow issues grow because of late payment, think clearly about how you will resolve it, and take action.

 

To find out more about improving your focus, your cashflow, as well as the benefits of professional coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

There’s always a reason not to, isn’t there? Really? I mean, REALLY?

Over the last 17 years, I have delivered a wide range of professional coaching, mentoring and consultancy services to the leadership and management of over 250 different businesses across the UK and Europe. From long-established multi-national corporates, to brand new single person start-ups, and many variations in between.

I have lost count of how many times some clients, and prospective clients alike, have said they’re “too busy”, or that they “need to sort a few things out first”, or “I’ll get back to you”, “School holidays/Christmas/etc is coming up”, etc, etc, as reasons for not doing important tasks.

You have come across something similar, I expect? Perhaps it even rings a few bells with you too?

But what is the main cause of this? What makes so many people feel they’re “too busy”, and so on?

The irony is that this is exactly one of the areas I work on with clients to improve their leadership, and grow their businesses.

So, how come there’s always a reason not to?

Easy!

It’s because their focus is not where it provides the most benefit, either for the individual or their business or, most often, both!

Now, focus is often a tricky thing to get right – there are so many things to do, so many changing priorities, and, dare I say, too many easy reasons to put more important tasks off!

So, how can focus be improved?

I’m a keen believer in trying to develop and deliver simple solutions to issues like this, simply because simple ‘works’. Complicated (usually) doesn’t!

So, when it comes to improving your focus, try these simple steps:

  1. Do or Delegate: whatever you come across, either do something with it yourself, or delegate it to someone else. Do not put it off until later!
  2. If it isn’t indispensable, it’s useless: this is one of the best time management tips I have ever been given. If you really can’t do without it, keep it. If you can do without it (no matter in how small a way), you don’t need it. Be firm in making your decision.
  3. Prioritise. Prioritise. Prioritise. Make a weekly and daily list of what you need to to do, prioritise it (click here for a simple way to prioritise any list), and do it in order of highest priority first!

To find out more about improving your focus, and other benefits of professional coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

The EASY way to prioritise ANY list

In my experience, one of the things people in the business world find most challenging is how to prioritise.

Theoretically, it should be easy. In reality, it often ends up in confusion, unnecessary complication, and, worst of all, delays in getting things done.

So how can you prioritise you ‘to-do’ list easily?

Here’s a simple method:

  1. make a list of your ‘to-dos’
  2. number the list, in numerical order, top to bottom
  3. decide on one prioritising question. e.g.: which needs doing first?
  4. compare all of the items on the list with all of the others, see below
  5. best of all, it takes justa  couple of minutes!

How to compare every item on the list with each other

Let’s say there are 5 items on the list.

Start with item 1, and compare it with item 2, asking (e.g.) ‘which needs doing first, 1 or 2?’. Put a tick against whichever item ‘wins’.

Do the same again, comparing 1 with 3. Then 1 with 4. Then 1 with 5. Each time, put one tick against which item ‘wins’.

You have now compared item 1 with each of the others.

Now move to item 2, and compare it with item 3 (you do not not need to compare it with item 1 as you have already done so above), and add the relevant tick. then compare 2 with 4, then with 5.

Now move to item 3, and compare it with item 4 (you do not not need to compare it with items 1 or 2  as you have already done so above), and add the relevant tick. then compare 3 with 5.

Then compare 4 with 5.

List Prioritised!

You now have a list of 5 items, and the number of ticks against each quickly and easily shows you the priority – the more ticks, the higher the priority.

It’s then easy to rearrange the list in order of priority.

TIP: you may end up with one or more items on your list with no ticks at all. So, these are obviously of a lower priority when compared with the other items on your list. However, it may also be a sign that they might not have any priority for you at all (double-chek by adding them to a list of different items, or by using a different prioritising question).

To find out more about how professional coaching, mentoring and consulting can improve your productivity, thinking, and decision-making, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

The essential 21st century leadership tool: emotional intelligence (part 1)

This is the first article (of 3) looking at the contribution emotional intelligence (‘Ei’) makes to leadership.

No doubt, you will have heard the term ’emotional intelligence’?

What do you think it means? Here are some common responses:

  • does what it says on the tin?
  • trendy psycho-babble that will disappear as soon as the next trend comes along?
  • new neuroscience that is yet to be proven?
  • or something else?

Firstly, let’s look at a very common misunderstanding about Ei: that is it ‘new’.

Of course, humans have always had ’emotional intelligence’, but did you know that the roots of our current understanding of it and when it  was specifically identified date back to the work of Thorndike circa 1920?

That’s right! Our knowledge of emotional intelligence is almost 100 years old! Certainly not new!

The term ’emotional intelligence’ was certainly being regularly used in American academia in the 1960s, and it reached the world of popular science in the early 1980s. Since then, research and our understanding has continued apace, not least as shown by the plethora of books on the subject (not all of them good, I hasten to add!).

So, it’s probably been around longer than you thought, and our understanding of Ei has now reached the point where we can accurately measure it, we understand how to change it, and we know how to develop it in making those changes.

The really ‘good’ news is that Ei is something you can continuously develop.

But what is Ei?

Whilst it has many measurable component parts, here’s a summarised description:

“Emotional intelligence is the awareness and understanding of the relationship between our attitudes (thoughts), or feelings, and our behaviour, how they influence each other, and the impact they have on our relationships with ourselves and with others.”

To think of Ei in graphical form, see the image at the top of this post – trying to keep the three elements (thoughts, feelings, behaviour) balanced is where we should aim to be.

But, how does Ei apply to leadership in simple terms?

As this is the first article in this series, I’m going to briefly look at the ‘cornerstone’ of Ei: attitudes. Attitudes are the core ‘building blocks’ from which our Ei is ‘built’, supported and developed.

For a leader to be successful, from an emotionally intelligent standpoint, they need to have their attitudes in balance.

By this, I mean how well they understand and develop the regard they have for themselves (how they truly and accurately accept themselves ‘warts and all’), and how they keep it in balance with how ell they understand and develop the regard they have for others (how they truly and accurately accept others ‘warts and all’ without judging them or ‘colouring’ they opinions of them).

As you can see, this is an essential part of leadership as any leader needs to be able to understand themselves and in doing so develop an understanding of the other people they work with and are being asked to lead.

For more information, please try this further reading – my earlier blog  articles:

“So, just what is emotional intelligence? (part 1)”

“So, just what is emotional intelligence? (part 2)”

“Emotional intelligence Trump style: how much Ei does The Donald have?”

To find out more about measuring and profiling Emotional Intelligence, particularly in developing leaders and managers, and in assessing your teams and recruitment needs, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

Do or delegate: making better decisions

If you commit to just one thing in 2017: make better decisions!

Making decisions, any decisions, is a habit.

Like all habits, the more we do it, the ‘better’ (theoretically, at least) we get at it.

Equally, when we get out of the habit, the quality of our decisions goes down.

But the worst thing we can do, especially in a leadership or management scenario, is not to make any decision at all. Indecision represents one of the greatest risks to any organisation.

But, what if it’s a bad decision? Surely, that’s worse than making no decision at all?

Nope! Definitely not!

A bad decision can be corrected. No decision results in emptiness, vagueness, and a complete lack of direction.

Because, that’s the main outcome from making decisions: direction.

Whether it be a new direction, a change of direction, continuing the existing direction, or bringing the current direction to a halt, it is fundamentally dependent on decisions.

Now, the vast majority of leaders and managers (and business owners) will experience regular challenges in their ability and willingness to make decisions.

So, here is a simple tip to help you keep your decision-making on track:

  • every time something arrives on your desk, adopt the simple motto “do, or delegate”.

Either deal with it yourself (the “do”), or give it to someone else (the “delegate”) with clear expectations of when you need it done by and what outcomes you expect. Do not just let it sit there, or put it aside!

So, remember, the best ‘first step’ to making better decisions is to make a decision!

Do, or delegate!

To find out more about how I work with my clients to improve their decision-making, and help them build better, stronger and more profitable businesses, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

Emotional Intelligence Trump style: how much Ei does The Donald have?

Now, there’s a question!

For the purposes of this article, and to keep it reasonably short, I will just look at three high-level ‘balance’ scales:

  • Scale 1: the ‘Attitudes’ scale, which looks at the balance between one’s self regard (the degree with which you accept and value yourself “warts and all”), and one’s regard for others (the degree with which you accept and value others as people (“warts and all”), distinct from liking or approving of what they may do)
  • Scale 2: the ‘Feelings’ scale, which looks at the balance between one’s self awareness (the degree with which you are in touch with your physiology, feelings and intuitions), and one’s awareness of others (the degree with which you are in touch with the feelings of others), and
  • Scale 3: the ‘Behaviour’ scale, which looks at the balance between one’s self management (how you manage your thoughts and feelings with your own behaviour in your relationship with yourself), and one’s relationship management (how you manage your thoughts and feelings with your own behaviour in your relationships with others)

Obviously, any interpretation of Mr Trump’s Ei can only be based on what we learn from the diversity of media outputs. So, taking these scales in order, here is my interpretation with regard to The Donald…

Scale 1: the balance between self regard and regard for others

High self regard

Relatively lower regard for others (in some cases significantly so)

Overall then, he puts himself first, ahead of others, thinks more highly of himself than he does of some others (at least).

This may manifest itself in potentially forceful/dominant behaviour, or a desire to be so, with some issues around delivering genuine equality.

However, this could also indicate someone who likes to be (or at least be seen to be) the ‘leader’.

Scale 2: the balance between self awareness and awareness for others

I suspect that he would score highly on both self awareness and awareness of others, but this is less easy to identify as it seems masked by a desire to appear ‘strong’ and ‘forceful’, or even, dare I say, ‘presidential’?

Scale 3: the balance between self management and relationship management

Certainly, Mr Trump shows signs of high emotional resilience, how much he believes he is in charge of and takes responsibility for his life, how well he connects with people (how could he build such a vast business empire if he didn’t?), and how focused he is on achieving his goals.

I am far from convinced, however, that he demonstrates particularly high levels of flexibility towards changing situations (rather, he becomes more forceful in order to take him closer to his aims), or that he is particularly authentic at times

In terms of how he manages his relationships with others, from an Ei perspective, it seems he may deal with conflicts in a rather ‘robust’ manner (see scale 1 above), that he’s used to being interdependent when working with others…to a point, that the way he expresses and controls his emotions is rather good (and rather appropriate given the pugilistic nature of this year’s election campaign).

But does he have a balanced outlook, based on a balance between realistic optimism and pessimism? Perhaps, but it seems he is used to (or has at least learned the behaviour for) getting his own way, and therefore he may have high levels of optimism – perhaps a believer in ‘you make your own luck’?

It also seems that he trusts others…again, to a point, taking on the responsibility for the final and most valuable decisions himself.

 

To find out more about measuring and profiling Emotional Intelligence, particularly in developing leaders and managers, and in assessing your teams and recruitment needs, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2016. All rights reserved.

How did that happen? A winning strategy from Mr Trump!

trump-clinton-600x400-141116-1

So, on the day before the US election Donald Trump was given a “1%” chance of winning.

The rest, as the oft-used phrase goes, is history.

But how did he do it? How did he pull off one of the greatest surprises in US election history? What were the key parts of his strategy that turned the odds so unexpectedly (and seemingly so suddenly) in his favour?

Actually, as with so many unexpected successes, it revolved around something we should all do more of when it comes to developing a successful strategy: research!

In Mr Trump’s case, his team’s research clearly determined three key opportunities for success:

  • the profiles of those who were most likely to vote for him in the battlefield states
  • the profiles of those (in the same regions) who would vote for him if he appealed directly to them, and
  • the issues that these groups valued the most (and therefore would be most likely to vote in support of)

Now, whether you agree with Mr Trump or not, and thanks to the way the Electoral College system works, it proved a winning strategy.

Once this data was collected, his campaign focused on delivering clear, simple and easily understood messages over, and over, and over again. They poured their resources into the things they knew (or, at least, could be reasonably sure of) would deliver the outcomes they sought.

The result?

Well, we all now know what happened next.

But what does this tell us about building a successful business strategy?

Three key things:

  • keep it clear and simple (remember the equation: simple + clear = effective) so that everyone understands it (and so can easily ‘buy in’ to it)
  • focus on a clear and defined end result that you’re aiming for (of course, making sure it is realistic), and
  • every step between where you are now and where you want to get to will require clear decisions to be made, so make sure you make them whenever they are needed

And, above all, make sure you do relevant research beforehand!

To find out more about how to build a successful strategy for your business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2016. All rights reserved.

Having your own executive coach: Congratulations! You’re so cool!

congratulations-700x400-jpeg-121016-1

Are you one of the growing number of executives, directors, and business owners who have their own dedicated professional coach?

You are?

Then congratulations! You are now officially ‘cool’! A visionary! Insightful!

Above all, you have dramatically increased your opportunity for on-going success…by around 400%!

Here’s a quick stat for you:

  • around 80% of those who engage a dedicated professional coach achieve greater success in business. Fact!
  • around 80% of those that don’t, don’t!

It’s true: if you have a responsible position in (particularly) a business organisation, whatever its size, you have will have taken a significant step towards assuring your and your business’s success by recruiting the services of a professional coach.

Much as having your own therapist became ‘the’ thing to have in business on the 1990s, here in the 21st century having your own dedicated executive coach is rapidly becoming a sign of how ‘cool’ you are, and a clear sign of your dedication to making the best of yourself and your opportunities. Yes, really!

Coaching, through working with a professionally qualified and experienced coach, will help you to establish the best solutions for you and your business – it’s an entirely bespoke service dedicated to meeting and exceeding your needs, at the time you need it, in the way you need it.

What is more, a professional coach should effectively pay for themselves through the benefits they facilitate.

Remember to be very careful how you choose your coach, though!

Always:

  • make sure they have achieved a good professional coaching qualification from a UK university or management school, or one of the respected providers of coaching qualifications (N.B.: many, many providers of ‘coaching qualifications’ are not providing genuine qualifications at all, and are almost always of poor quality)
  • check out their post-qualification experience. It will help you to establish that they have a proven ability
  • look for a coach who focuses on the topics you are seeking help with, and meet with them before making a decision – if you can’t work well together, you won’t reap the greatest benefits from coaching
  • if your ‘coach’ wants you to follow their prescribed ‘programme’, walk away (as they won’t be helping you establish the unique solutions you seek)!

After all, would you use an unqualified accountant? Or an unqualified solicitor? No! So, make sure your coach is qualified too.

To find out how professional coaching can make a difference to you and your business, please call me on 01242-672440, or click here to email me.