How Successful People Become Even More Successful
2nd & 17th October 2019
What is in it for you?
The vast majority of leadership courses introduce tools and systems to improve what you are already doing. Others encourage you to model the actions of outstanding leaders (Churchill, Jobs, Branson). We have all read the autobiographies of the great and good. The problem is, these never transfer as well as we hope. This re-invention workshop is different; it enables you to tailor a more powerful leadership paradigm, modelled on yourself.
The workshop is an exciting leadership course delivered over two 4-hour workshops and a 1-hour personal coaching session. It is designed for business leaders and entrepreneurs, both current and next generation.
High achievers, by their nature, are very successful. For many of them, they feel most alive and fulfilled when they are pushing themselves in to new unexplored realms of action. They know that when we live our lives from this place, extraordinary things can happen.
It is not what we do when things are going well that makes a difference, but the actions we are willing to take when life is challenging. How we choose to react and deal with these challenges opens up new areas of growth and personal development. This is what we explore during these workshops. As part of this group you will realise you are capable of so much more. So what is holding you back?
The workshop is an exciting leadership course delivered over two 4-hour workshops and a 1-hour personal coaching session. It is designed for business leaders and entrepreneurs, both current and next generation.
It provides participants with the opportunity to grow themselves as leaders and achieve things that seem difficult or even impossible today. We do this by challenging our current personal effectiveness strategies. The workshops are all about you and why you do what you do? All too often, what has made you successful so far is limiting you now and could even be the very thing stopping you from fulfilling your true potential.
Using highly interactive exercises, the workshop transforms participant attitudes to what is possible for themselves as leaders and the influence they have at all levels of their organisation.
They learn to create a compelling personal future. They enhance their leadership qualities and sharpen their communication skills by facilitating active listening and questioning techniques and giving effective feedback. They will gain insight into how their thinking works and the impact it is having on the roles and tasks they take on.
By the end of our time together participants will be better able to influence people at all levels, and better able to understand and motivate their teams to meet and exceed their challenges.
What you will learn
By completing the Leadership Re-invention course, you will:
- GAIN a deeper understanding of your habitual decision-making procedure, and have new knowledge and awareness to apply to your decisions
- ADVANCE your leadership strategies and influence.
- CREATE new coaching models and techniques
- ANALYSE and RECOGNISE your own model for success and in the process find new, exciting opportunities
- IMPROVE your communication skills to enhance the effectiveness and quality of your leadership
- TRANSFORM your reputation as a leader enhancing the trajectory of your career by enabling your organisation to embrace the changing world.
- ENABLE your people to recognise their own potential, increase their motivation and self-confidence and improve their performance
- And much more!
Workshop 1: Participants identify and prioritise their personal and their organisation’s challenges and increase their understanding of how their minds are controlling their decision making. Participants uncover their winning strategies and examine how these can limit their response to events, inhibiting powerful decision making and personal leadership.
Workshop 2: Participants will better understand their actual potential and begin to see new, powerful possibilities as a leader and influencer within their organisations. Participants will create their individual action plans incorporating their expanded sense of possibilities for their careers and organisations.
Personal Coaching Session: between the workshops, each participant will participate in a 1-hour personal coaching session. Further coaching will be available after completion of the workshops for an additional fee.
The total cost of the two workshops and 1-hour personal coaching is £500 plus VAT. To maintain the high quality of the course the numbers are strictly limited to 10 participants.
If you choose to continue personal one-on-one coaching, your £500 +VAT will be deducted from the cost of a standard 3-month coaching agreement (£3,000 +VAT).
This opportunity will cost you more than money. You must be ready to invest your energy, your time and your commitment to creating something so powerful in your life that it will have a lasting impact.
Where and when?
38 Chancery Lane, WC2A 1EN
10:30am-2:30pm Wednesday 2ndOctober
10:30am-2:30pm Thursday 17thOctober
10:30am Prompt start
12:00pm Drink/Toilet Break
Full fee is payable prior to the first workshop.
We like to keep things simple. Which is why we have outlined clear terms to ensure that you always know where you stand.
Adhering to these terms also ensures your working relationship is always clear and comfortable allowing you and your Coach to focus completely on you and achieving your objectives. All new clients agree to these terms when embarking on coaching.
We take payment by bank transfer and ask for payment upfront, unless it’s for long term team projects or is agreed upon.
To hold your first session, we require payment 5 working days in advance.
Until payment has been received, we can’t start your coaching journey.
Any special discounts will be valid for a limited time only, which will be outlined clearly to you.
Discounts cannot be applied in relation to any other offers.
Session Cancellation / Postponement
You may cancel or change your coaching session up to 48 hours prior to that session’s start time.
Cancelling or postponing within 48 hours of your next session will result in you losing the cost and benefits of that session.
IMPORTANT – Please always give 48 hours notice if changing your session times to avoid losing the value of your session. We love being flexible and working around your schedule, however, if inadequate time is given (less than 48 hours notice), we are left with an empty slot that could have been filled, with a loss to our business and real inconvenience. This can easily be prevented.
You can see your coach in the evening after work on Mondays, Tuesdays, Wednesdays and Thursdays.
As most of our clients work 9-5 and want the same meeting times on Monday, Tuesday, Wednesday and Thursday evenings, there is limited availability, to avoid disappointment, we suggest you book at least 2 -3 weeks in advance for evening slots.
Until payment is received, these slots are not confirmed and can be lost to other clients.
Our clients come to us for programmes of a minimum of 9 or 12 sessions and often much more.
The results you achieve, depend very much on you and your engagement, openness, effort and time investment in the process. Each client we work with is very different and so are the results achieved, so it would be irresponsible to offer you guarantees.
The analogy we like to use is that of piano lessons – if you pay for a course of 6 piano lessons and you practise in between, engage with the process and give it your all, you are responsible for the result at the end. A great teacher or coach is only as good as the effort and commitment the student or client invests in the process.
For context, while we don’t offer guarantees, we do consistently help our clients achieve tangible results.
It is your responsibility to confirm the agreed session, to be communicative with your coach if you need help between sessions and to be on time for each session.
Please notify your Coach if you will be late.
Note – the amount of time you are late will simply be deducted from the time you have. Repeated lateness cannot be tolerated.
Frequency + Expiry
For best results, we recommend you see your coach weekly to twice monthly.
Keeping momentum is key to the success of your coaching, which is why frequent sessions are important to the results you achieve. For best results bi-monthly sessions or weekly sessions initially are recommended across the coaching industry.
We require you to use a minimum of 1 session per month, please be aware that if you are not seeing your coach regularly, you cannot achieve the results we are renowned for.
Remaining coaching sessions expire if unused after 6 months. This is entirely avoidable by promptly using your coaching sessions within the agreed time.
Your Coaching programme sessions will expire if not used in the timeframe below – this serves you ultimately to ensure you maximise our approach which requires a steady pace and retains valuable momentum which takes time to build up, if lost.
Privacy + 100% Client Confidentiality
All information you share with CERTUSCOACHING, from the very first enquiry to your post-coaching feedback form is treated as private and confidential.
We value your privacy above all and have built our reputation on consistently dealing with highly sensitive information and ensuring our clients privacy is consistently protected.
Come prepared for your sessions
Bring a notebook, pen, or use your phone recorder to record if that suits you better.
Having your pre-work or actions completed and ready to discuss is important to keep progressing, this is your work as an accountable client. It is not the Coach’s responsibility to send you session notes, it is important you take note of what you need to action through the sessions, take notes of what you need to remember and track your coaching journey to fully maximise the value. The Coach will send exercises and tools by email throughout the journey in addition to this.
We expect you to hold yourself accountable, be active in the process and complete all agreed actions with your Coach between sessions to get full value from the programme. If these are not completed, you can not expect to achieve the results our clients achieve.
Ultimately, the success of your career coaching journey is based on your commitment, input and effort.
Your data is kept confidential at all times and is of the utmost importance to CERTUSCOACHING. Our business is based on protecting client confidentiality and managing sensitive personal information. Whether from an initial enquiry email, any phone calls, through to any contact you have with the CERTUSCOACHING, your privacy is our top priority.
No personal information that is provided to us will be shared with any third party and with minimal team members internally. We send occasional marketing emails to update you of relevant services you have shown interest in. You reserve the right to unsubscribe at any time in any email sent.
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It Will Cost You More Than Money.
My coaching is not for everyone.
My coaching requires courage and commitment.
My clients and I work together, on average, for 12 months and their life absolutely transforms.
There is a minimum investment of £3000 and clients pay up to £20,000. But this opportunity will cost you more than money. You must be ready to invest your energy, your time and your commitment to creating something so powerful in your life that it will have a lasting impact.
£3000 – 90 days coaching
⁃ Insight in to your hidden motivators and what really controls your life
⁃ Discover what you want from life and how to live a happy, fulfilled life
⁃ Making the dream real through effective communication and enrolment
£5000 – 1 years coaching
⁃ Insight in to your hidden motivators and what really controls your life
⁃ Discover what you want from life and how to live a happy fulfilled life
⁃ Making the dream real through effective communication and enrolment
⁃ Creating a plan and what actions need to be taken
⁃ Coaching on where you are stuck or and dealing with setbacks in a powerful way
⁃ Coaching on any project you want to create
⁃ Coaching on living your transformed life
When you are ready we will talk.
And your life will transform.
A must read – the nearest thing you’ll get to a manual for the brain.
- Chimp paradox: The mind Management – Prof Steve Peters
Worry, Stress and Anxiety
- Retire your anxious brain – Catherine M Pittman and Elizabeth M Karle
- Cognitive behavioural Therapy: Techniques for Retraining your Brain – Professor Jason M. Satterfield
- Cognitive Behavioural Therapy for Dummies – Rhena Branch
- Managing Anxiety with CBT for Dummies – Graham C. Davey
- Building Confidence for Dummies – Brinley Platts
- Sane New World: Taming the Mind – Ruby Wax
- The NLP Practitioner: A Practitioners Toolkit – Toby And Kate McCartney
- Mindfulness: A practical guide to finding peace in a frantic world – Mark Williams
- Teach Yourself To Meditate – Eric Harrison
- Jonathan Livingston Seagull – Richard Bach
- The Empathy Instinct – Peter Bazalgette
- The art of possibility – Benjamin Zander
- The Four Agreements: Practical Guide to Personal Freedom – Don Miguel Ruiz
- The Last Word on Power – Tracy Goss
- NLP for Business Success: How to Get Better Results Faster at Work – Jeremy Lazarus
- Coaching for Performance: The Principles and Practices of Coaching and Leadership – John Whitmore
In the 1960’s, Douglas McGregor, an American social psychologist, formulated his famous X-Y theory in his book ‘The Human Side of Enterprise’. His theory suggests two aspects of human behaviour at work, or in other words, two different views of individuals (employees). One of which is negative, Theory X and the other is positive, Theory Y. McGregor’s XY Theory remains central to organisational development, and to improving organisational culture.
McGregor’s X-Y theory is a simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.
Theory X (‘authoritarian leadership’ style)
Theory X leaders tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
Work in organisations can be repetitive, and people are often motivated with a “carrot and stick” approach. Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control staff and “keep tabs” on them.
This style of management assumes that workers:
• Dislike their work or looking for the easy option.
• Avoid responsibility and need constant direction.
• Have to be controlled, forced and threatened to deliver work.
• Need to be supervised at every step.
• Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals.
According to McGregor, authority is rarely delegated, and control remains firmly centralised. These leaders are more authoritarian and actively intervene to get things done.
Theory X can more often than not be the default for many organisation. There is little understanding of the impact on employees and the organisation itself. For some organisations, this is the easy option due to the number of employees and the tight deadlines that they have to meet.
Theory Y (‘participative management’ style)
Theory Y leaders have an optimistic, positive opinion of their people, and they use a decentralised, participative leadership style. This encourages a more collaborative, trust-based relationship between the leader and their employees.
People have greater responsibility, and the leader encourages them to develop their skills and suggest improvements. Appraisals are regular but, unlike in Theory X organisations, they are used to encourage open communication rather than control staff.
Theory Y organisations also give employees frequent opportunities for self-development.
This style of leadership assumes that workers are:
• Happy to work on their own initiative.
• More involved in decision making.
• Self-motivated to complete their tasks.
• Enjoy taking ownership of their work.
• Seek and accept responsibility, and need little direction.
• View work as fulfilling and challenging.
• Solve problems creatively and imaginatively.
Theory Y has become more popular among many of today’s successful organisations. This reflects workers’ increasing desire for more meaningful careers that provide them with much more than just money.
It’s also viewed by McGregor as superior to Theory X, which, he says, reduces workers to “cogs in a machine,” and likely demotivates people in the long term. This has an impact on employee’s productivity and ultimately the profitability of the organisation.
“One afternoon, in the middle of a particularly boring grammar class, my English teacher set aside her book and took nominations for the best song on our local Top 40 radio station. For the first time that year, all hands were in the air. There was no ‘right answer’ to a question of personal taste, or so I thought until she eventually called on me, and I announced my choice and that it was not only the best song in the Top 40 but possibly the best song ever…. What I remember is not my recommendation so much as the silence that followed it, an absence of agreement I can only describe as deafening.
“The first time I heard the song, I was hooked…. I bought it and played it over and over again. The song satisfied me on every level, but if nobody else liked it, I guessed that I didn’t, either. That evening, alone in my room, I found that I was too ashamed to listen to my record, or even to look at it, really. It reminded me of my wretched eagerness to please. From this point on, whenever someone asked my opinion, I would turn the question around, and then proceed accordingly. If the person I was with loved game shows and Deep Purple, then so would I, and if I was caught contradicting myself—watching or listening to something I’d sworn to have hated—I would claim to be doing research, or to be enjoying the thing for its very badness. You could do this, I learned, and people would forgive you, consider you interesting, even.” Having spent my life trying to fit the will of others, I was unable to distinguish between what I enjoyed and what I thought I should enjoy.”1
We are all familiar with the old imperative “To thine own self be true,” and clear that much would be resolved if only we operated consistently with it, but the pull for getting approval from others and the need to fit in is a strong one. Even when we’re fully aware that we’re being inauthentic, and know that we don’t really believe in what we’re doing or saying, we still act as if we do—because we’re afraid we might risk losing approval of some kind. Even though we know the standards we’ve set for ourselves are impossible to realise, we still keep trying—we hide our perceived shortcomings, or pretend they don’t exist. In doing so, we unwittingly add yet another layer of inauthenticity.
It’s hard to be at ease when we have to keep up a pretense and not be true to ourselves in some way. Yet it’s not as if we woke up one morning and intentionally said, “Gee, I think I’m going to act inauthentically today. What my life’s going to be about is looking good and avoiding looking bad.” This way of being is just kind of automatically there. Every time we opt for looking good or avoiding looking bad over what’s actually true for us, inauthenticity creeps in and we compromise who we are.
We don’t much like thinking of ourselves as being inauthentic, but we live in societies today in which the name of the game is to “make it,” to “fit in,” to “look good,” so a great deal of what we think and do becomes shaped by a kind of cultural commitment to that. That pull or gravitational force is an ontological phenomenon, not a psychological one—it’s the already/always condition of being human (a term which kind of speaks for itself). This condition is ubiquitous—it influences everything: How we see and respond to situations, what we’re concerned with, what’s important to us. While we might think we are responding in true, authentic ways, what is actually happening is that our responses are essentially just a fallout of that already/always condition. And it is against that pull—the enormous gravitational force of that condition—that we attempt to be authentic.
When we compromise, even in the tiniest of matters, it’s easier for those compromises to become more and more commonplace; we begin to feel as if doing that is a normal and O.K. way of behaving. Over time, bit by bit, this erodes our sense of self. It’s like stirring one drop of red paint into a can of white. The paint may turn only the palest shade of pink, and while that might seem barely noticeable—no matter what we say about it—the paint is no longer what it was. Similarly, when the wholeness and completeness of who we are is jeopardised in some way, albeit imperceptible at first, our sense of ourselves gets obscured, making it harder to return to who we are. When that begins, there’s really no starting point to become ourselves—it’s all flailing around.
To be authentic requires putting aspects of our present ways-of-being on the line—letting go of pretenses, letting things show themselves in new ways, and acknowledging whatever inauthenticity is at play. The possibility of fully being ourselves occurs in proportion to our being authentic; said another way, it occurs in proportion to the degree we own our inauthentic ways of being. In not owning them, we essentially resign ourselves to inauthenticity staying around. Living with a pretense, or being afraid that some aspect of ourselves might be found out, precludes any real freedom. We live, rather, with a kind of fabricated freedom—a large price to pay.
Sartre said that facing one’s freedom can be terrifying and uncomfortable—because facing it makes one feel insecure, and inevitably produces some level of anguish. Hence, we are constantly tempted to live inauthentically, pretending to ourselves that we are not free. To maintain this pretense, we try to convince ourselves that our actions are determined—by our character, our circumstances, our nature, or whatever. The last thing we want to admit is that our actions are determined only by our free, unconstrained choices.2
Being authentic—stepping outside of the swirl of the already/always condition—requires courage. Humorist Josh Billings said, “This undertaking is not only the most difficult thing to do, but the most inconvenient as well.” In being authentic, the already/always condition becomes stripped of its power and is no longer the determining force in shaping who we are. Here, the context for the question “who am I?” shifts from flailing about, trying to find ourselves somewhere out there, to a context of creation. This is more difficult, because there is no zeitgeist to read, no template to follow, no known path to success. It’s a blank slate. It’s a matter of courage—a matter of creating possibility. It gets made up as we go along, and it is this shift that makes available to us the full possibility of being human.
Please watch this clip which one of my coaching clients sent over. I would love to hear back what you get out of the clip?
If you’re the parent of a teen, you may feel like one day they went to bed and woke up with a totally different personality.
Whereas before they were sweet, helpful and easy-to-handle, now they are suddenly uncommunicative, messy, rebellious and rude.
Don’t panic! While many parents are surprised and often stressed out by the changes that teens go through upon hitting puberty, it’s important to recognise that most of this behaviour is totally normal.
- There’s a whole host of behaviours that your teen may begin to exhibit.
- They may stop listening to you or refuse to comply with simple requests.
- They may take more – or less interest – in their appearance.
- They may become less interested in school and achieving.
- They’re likely to start taking an interest in sex.
- They may even begin to dabble in smoking, drugs or alcohol.
None of this is any reflection on you as parent. Your teen is beginning to express themself as an independent person. They are pushing boundaries and wanting to try out new and different things.
So what can you do?
- Reassure them about what they are going through and acknowledge how difficult this time is for them.
- Negotiate boundaries ‘with’ them, as opposed to ‘telling’ them what to do. Teens tend to be much more responsive to discussions including them, rather than rules that dictate to them.
- Many parents try stopping their teen making valuable mistakes that are healthy to their development. It’s important you don’t constrict their freedom so much that they can’t learn lessons for themselves.
- Try to talk to your teen about sex. You may both find this awkward, but it’s crucial they know how to avoid making silly mistakes.
- Check they aren’t being bullied, and keep communication open with them.
- Try to understand what they might be going through… and try to remember what it was like for you at this age.
When should you start to worry?
Of course, it’s also important to be able to notice the real signs of trouble. Some behaviour is unacceptable – even if your teen is going through a period of change. If they are acting in the following ways, it may be time to intervene.
- If your teen becomes violent towards you, or other family members, this is not OK.
- If your teen is getting into trouble and committing illegal offences talk to them about the consequences of their actions.
- Regular truancy from school can mean your teen is experiencing problems.
What can you do if you think your teenager might be going down a bad path?
Talk to your teen about risks and consequences. Make sure they understand that what they’re doing isn’t acceptable, and that now they’re growing up, they need to start taking responsibility for their actions.
- Offer your support. Find out if something is troubling them. Bad behaviour is often the symptom of a problem they’re struggling to deal with.
- Be a good role model. After all, one of the biggest influences on your teen’s development is you.
- Discuss boundaries and rules. If they feel they’re unfair, ask what they feel is reasonable and fair, and try negotiating these with them.
- Get support for yourself. It’s important that you make sure that you have all the help you need too. Ask family and friends for help if you’re struggling to cope – or talk to a life coach.
How long will this go on for?
Because the rate of growth in teens is so variable, it’s impossible to know how long this period will last. It could be months, or it could be years.
And while that may be frustrating, remember they will come out of the other side – and that’s when you’ll see the benefits of the support, reassurance and boundaries that you provided.
How can I help?
If you need more information or advice on dealing with changes in your teen visit my website or email me on email@example.com.
It’s February 2008 and yet another 7-year relationship bites the dust. Of course, it is absolutely not my fault! It’s just that, once again, I’ve picked the wrong woman to invest in.
One day soon, I really will find that special someone who will truly love me. And I’ll know this because she’ll do what I want when I want, and will automatically know all of this without me telling her. What I’m looking for, in fact, is a selfless mind-reader. I can say this now with tongue-in-cheek, but this was how I actually thought about my relationships; ‘Real love’ is this way. It just isn’t fair I’m on my own. I’m unlucky in love. Poor me.
And I would have continued to be oblivious to this state of affairs, but for the fact I finally took up a friend’s long-standing suggestion to get some coaching. Wow, did things start to move! I noticed the constant commentary in my mind about how life was going – FYI it rarely came up with a positive conclusion! I realised that I usually heard a lover’s happy
recollections as criticism of me because I just wasn’t good enough. And perhaps most importantly of all, I started to see the strategies I used to get love and prove how much I was loved.
A new relationship would always be amazing. We were ‘together’, life was great and the world was a wonderful place to be. And then the doubts and negative thoughts would creep in. Is this too good to be true? Could this fantastic woman, really love me?
To test it out. I’d throw little hand grenades into the relationship. If she learned to deal with my minor over reactions, I just threw in bigger and more volatile love bombs! When my ex mentioned how much she missed her annual two-week holiday to the Caribbean – the one she used to take with her ex-husband – I would hear this as why can’t you afford to take me? I’d get upset, we’d argue and then I’d throw in my hand grenade – I’m leaving! When she cried and begged me to stay, I knew she cared and all was good. Eventually, of course,
she had enough of the histrionics and the relationship exploded – as had all the others before. I was upset, but I was right – There you are you see, I knew she didn’t love me!
My insecurity and a constant need to feel loved meant I had found a sure fire way to get my partners to prove it. The people around me knew it, but I genuinely had no idea that my failed relationships were largely down to me.
This insight changed my world. I started to notice when I was about to drop in an incendiary comment and found that I could stop myself from pulling out the proverbial pin. It wasn’t easy at first, but the more I held back, the more I saw my partner’s genuine affection for me. And I learned to be with her simply because she added something wonderful to my already satisfying life, not just because of my need to feel loved.
With my hand grenades all but deactivated, I soon found what I was looking for and in August 2013, I married my amazing wife. I don’t need to test her love and she doesn’t have to do anything to prove it to me. I just know it’s there – and she does too.
A little over a year ago, I was promoted into a newly-created management position that elevated me above several former peers and significantly increased the number of direct reports in my group. In thinking about what I wanted to accomplish in my new role, as well as my longer-term professional goals, I felt it would be helpful to have a partner who could help me define and pursue a clear path for myself going forward.
After David and I began working together, we conducted feedback surveys. The themes that emerged from the interviews with my coworkers helped me better appreciate my core strengths. They also helped me become aware of a few development opportunities I was ready to tackle. Our early conversations also helped me identify some personal growth objectives, including strategically expanding my network both within and outside the company and achieving a healthier work-life balance.
During my work with David, I began setting and enforcing stronger boundaries around my time and priorities. I also reached out to co-workers in other departments to build stronger relationships that would expand my understanding of the organisation as a whole so I could lead my own department more strategically. Giving my direct reports the latitude to take on greater responsibilities allowed me to expand my focus beyond the day-to-day operations of my group.
As a result, I was able to spend more time on departmental and organisational strategy rather than transactional activities that my employees could easily address and resolve.
After just nine months in that job, I was promoted. In my new position, I continue to find my work with David valuable. With his assistance and expertise, I am able to hone in on my yearly goals as well as take incremental action to ensure my future goals come to fruition.
Director, compliance, education management
My stress levels were high with a demanding full-time job, two young children, a wife suffering regular bouts of depression and having just moved house. My confidence was low and my current job didn’t make me feel a success – nor did my role as a father. I’d lost sight of where I was going in my life. I realised I was too hard on myself and needed to make career choices that would bring satisfaction and financial security.
In the coaching we looked at what made me feel fulfilled and how I could start to bring this into my work life. I learnt that my expectations of myself were totally unrealistic and just added to my negative feelings. With David’s help I discovered how to make my expectations of myself more realistic so I could begin to feel a success again. David helped me tackle my fears so I could overcome my procrastination and start to take some positive steps with my career.
I began to feel much more positive about myself and about my life, because I was doing something to improve things. My relationships grew stronger, and I got on top of my finances for the first time. After years of being unhappy in my job, I’d discovered what would make me happy, and gained the confidence to find a new career as a special needs teacher.
I have very much valued working with David – the sessions have been excellent. I value her combination of kindness and sympathy and straight-forwardness. I could never have imagined feeling this empowered and this me or making so much progress in so little time. I gained the confidence to start out on a new path in my life which I am finding scary, challenging and immensely rewarding. I can’t believe what I’ve achieved!
Professional/executive coaching can take two forms; i) where an individual comes to a coach for advice on work-related issues, and ii) where a company employs a professional to coach its employees in-house. In both cases, the range of issues that a coach might address would be similar, for example:
• identifying core competencies and interests
• improving motivation
• developing better leadership/management skills
• managing relationships with subordinates/superiors/peers
• reviewing career path options
• addressing work/life balance
• improving interpersonal communication
• developing better presentation skills
• managing stress
• developing conflict resolution skills
As I see it, regardless of the setting, the coach is still working with a particular individual, so the approach to coaching doesn’t really change. The emphasis is likely to be focused on work-related issues, but even so, the individual’s personality, experiences and approach to life will play a big role in how they are performing at work and how they feel about their work life. Obviously, when a company is paying for executive coaching, the contract will have to explicitly address expectations about client/coach confidentiality, the form and level of feedback to senior management and the limits of coach accountability for outcomes.
Effective executive coaching ideally should facilitate improvements for the individuals involved and, where relevant, the companies that employ them. Through thoughtful, provocative coaching, people can learn a lot about themselves which can help them become happier and more confident about their lives. This can then translate into positive change that benefits the individual in their personal and work life.
Life coaching could be the most powerful and effective solution for you. I can help you to:
- Face and respond to major changes in your life with certainty and clarity
- Build your calm and confidence
- Achieve work-life balance
- Feel inspired and encouraged
- Be the best you can be at work and home
- Have it all – career, family, and fun
We have focused conversations so you discover more about yourself and what’s important to you, identify the actions you need to take, and complete the steps required for you to achieve your goals. I work with people just like you. This is about you and your life, and about making your life as complete as possible. Our work together can have a dramatic, positive impact on you and the whole of your life.
What are the benefits my clients enjoy?
The top 10 benefits my clients report are:
- Greater motivation, focus and fulfilment
- Improved confidence, positivity and self-belief
- Better balance between work and personal life
- Reduced stress
- Improved organisation and time management
- Greater creativity and decision making ability
- Enhance self awareness
- Better relationships and communication
- Increased health and wellbeing
- Sense of direction and purpose
Why work with me?
I have been coaching successfully for many years. Clients come to me from across the UK and beyond because of my track record of success, for phone/Skype coaching, face to face coaching and online coaching. I’d welcome the opportunity to discover if we could work well together, too, to build your success and wellbeing.
How I can work with you
I coach you either face to face at my base in South East London, or over the phone, Skype or a mixture of these.
David is a great coach – his insight is authentic, invaluable and challenging, whilst supporting me to become the best I can be, in my work life and personal life. I considered being coached as I was keen to get some help to ‘take myself on’ and realise my untapped potential as a leader in a challenging new role. David is a really good listener who has taken the time to understand me and the areas to work on; I am looking at things differently and doing things differently, whilst growing in confidence. I can’t wait to see where we go next and how I can continue to push myself to the next level. I would recommend David’s coaching to anyone who wants to become more fulfilled in life.
Head Of City ICT Strategy & Solutions
David has a way of taking you through a journey of development that makes one stand back and look at things from the outside at which point it becomes painfully obvious the areas one needs to improve or change even if you feel you want to rebut them at first. A great coach who helped me to solve a few things and I like to think now a good friend as well. Thank you for all your help David.
Actor and owner of Incite Insight
“This is basic training for the mind, the heart and the soul. It is the most positive transforming experience I’ve ever been a part of.”
Dr Alen Steffenhagen
David’s authentic approach and insightful concepts demystify ‘conventional wisdom’ and have enabled me to look at success in a completely different way.
Since I always have had a professional and personal interest in self development, I thought that my knowledge in this area is sufficient for my own progress. Until I met David, I have never even considered having a coach. As it turned out during our first conversation coaching is much more than I expected.
My coaching started when I had to make some strategic decisions and it provided me with an opportunity to look at things from different angles.
David’s coaching sessions showed me a world of possibilities that I had not considered before.
I feel much more positive, stronger and more confident about my ability to succeed, not just at work but in achieving balance in life.
I would not hesitate to recommend coaching with David as a method of discovering your strengths and working on your weaknesses. David creates a non judgmental environment where even vocalising our thoughts is a valuable experience in itself. As a result my self awareness has improved significantly.
David’s passion for self development and his energy is plainly infectious!
I approached the sessions with an open mind after being at a cross road; especially in my personal life where I am dealing with Parental Alienation. David helped me take back control and start to write my own life story. I started “taking action” rather than being a passenger. With all of this there was tremendous risk but David helped me realise that the risk of doing nothing was even greater. The coaching helped change my general outlook such as realising that I’m responsible for my own actions and not those of other people.
ICT Infrastructure Manager
I came to Dave because I was really stuck in a rut. I was in a job and industry I didn’t especially care for, and it’s not even as if I was making decent money, I was just treading water, wasting time, really. I felt that while the situation wasn’t great, all the alternatives I could see were worse. My outlook was extremely limited. My social life wasn’t good either; I was quite isolated and lonely. The funny thing is, I didn’t actually realise all this at the time, I just knew that I felt bad and wanted it to stop. I think that without really noticing it, being “stuck in a rut” can develop into a more serious situation, and that’s the way I felt like I was heading. Before I knew it, it might have been five years later and things might have been the same, only I would probably be feeling even worse.
Dave is friendly and energetic, but the main part of his approach seems to be to always find ways to broaden our thinking. With me, he looked for ways to help me see where I was limiting myself, where I was closing off possibilities or sticking to one path without even noticing it, and he did this by helping me to see why I was doing those things.
He helped me evaluate what I really enjoy doing, and helped me to naturally develop a much more creative, open-minded, and energetic approach. He gave me homework that I followed very closely, and in this way supported me to create concrete plans for changing my life. At it’s most basic level, the help he gives is extremely pragmatic, but when we’re stuck, we sometimes need to understand what is happening, why and yes, we need a little hand up.
The advice part worked because it was practical advice, and it helped to have a large problem broken into very small, manageable amounts, concrete deadlines by which to complete these manageable tasks, and growing confidence and enthusiasm as the actions started to pay off and things became fun. It’s the kind of thing we can all do for ourselves when we aren’t stuck in a rut, but then that’s the problem isn’t it? Some of us find it difficult to admit when we need a hand moving on.
Things are really changing. I explored much more actively, tried a good few different things, started to understand why I liked the things I liked, and did more of them. I was surprised to realise that I’m actually a very sociable person, but I’d been lonely and down for so long that I’d forgotten that it’s something that I need and can do well. Volunteering helped with that, and so my social life improved a lot as a sort of by-product, we didn’t even talk very much about that!
I found a volunteering opportunity I absolutely loved and threw myself into it. That was a start, but Dave helped me to start looking for a job in the field, and after a few months working on that, I’m very happy to say that I’m scheduled to start a new job in a few days. I’ve never been so excited about going to work before! I even still have one interview to go for a simply amazing opportunity, so hey, it might just get even better!
This process didn’t happen overnight, but it’s been hugely valuable, worthwhile and fun. In terms of the investment, I’ve successfully been able to tackle the biggest problems in my life, and I feel very positive about my current direction.
It has been a pleasure and a joy working with David. I now live my life as an inspiring leader to young adults, less afraid of criticism, no longer afraid of the word “No”. David has helped me to focus on what I really want and then go out and create it. He is gentle when I needed (not that often to be fair) and challenging when I don’t know I need it (an awful lot!). Both to great effect. David helped me think differently and reach for the stars.
S Boldman, University Lecturer
I was sceptical at first about having life coaching sessions but after having relationship problems I decided to take the one hour free session that I was offered. I was hooked. David made me realise that I was just reacting to situations as they arose instead of taking control of my life. Together we worked through what was important to me and the things that were in the way of me fulfilling my dreams. He has given me the confidence to deal with personal situations much more effectively and to be the person that I want to be. He has opened my eyes to all the opportunities that are available to me and has given me the motivation to go out there and have a much more fulfilling life.
For the first time in a long time I feel that I am in control of my life and am much happier for it.
David is an excellent coach. He is very enthusiastic and really does want to help you.
My only regret is that I didn’t have this coaching many years ago. I would certainly recommend it.
“Having always resisted the idea of coaching, I really wasn’t sure what to expect in my first session with David. The overriding question front of mind when I left our initial meeting; “why hadn’t I invested in myself sooner?”
I quickly found David brings a quality and clarity of thinking to any scenario presented, and challenges you to look past the theoretical barriers we often find ourselves constructing to justify not doing something or behaving in a certain way.
The coaching sessions with David were extremely impactful and provided me with the renewed confidence and energy to go after my goals and make a difference.
For anyone who has been considering coaching and is possibly questioning if it is for them, I couldn’t recommend it highly enough and David is a fantastic individual to oversee what is a fulfilling personal journey. ”
Chief Technology Officer
Arthur J. Gallagher International
“My conversations with David have been a breath of fresh air. His inspirational style has enabled me to deal with everyday situations, both at home and at work, much more effectively and positively.”
Stephen Blackburn – Senior Information Governance Officer at Leeds City Council
Through my work with David, it is opening up a completely different way of not only thinking, but also how I operate both at work and in life. David’s skills, experience and clear passion for what he does comes through in spades and through his help, I quickly saw benefits and continue to do so. I look forward to our conversations, challenging myself and the opportunities that coaching brings.
“I have found coaching with David to be most beneficial. David takes a very flexible approach, which has enabled me to work on achieving a better balance between personal and business needs. I got to understand how my beliefs and values drove the decisions I make in my life without any conscious awareness. I did so many things on autopilot. I found I was getting increasingly frustrated when things didn’t go my way. I like to call this “grumpy old man syndrome”. The results have been fantastic in a relatively short time.
With David’s coaching, I have established a more objective view of myself and what I want from my life as a whole. So far it has proved to be a journey of self-exploration towards becoming more effective and more fulfilled as a business owner and as a leader. I can recommend it to any executive/business owner who is prepared to undertake the sometimes painful process of self-examination in the search for continuous personal improvement.”
Andrew Jordan Accountant Owner of Jordan Ludlow Associates
David came along to coach a team already set up within the organisation whose remit was to promote a positive culture change.
The coaching highlighted how individual concerns and agendas impact on the relationships within the group and its productivity. During the day’s coaching the team focused on taking responsibility for their actions and on helping individuals within the team to recognise and value their diverse strengths and talents. Moving forward, this has helped the team to work more effectively together towards the agreed outcomes. The team was left in a space where they could concentrate on creativity, solutions and taking action.
Dylan Roberts – Chief Officer (ICT) at Leeds City Council
I had a Sudden Cardiac Arrest (SCA) in late 2013. I saw some comments David made on an SCA Survivors forum. Even though I am from New York I contacted David and he agreed to coach me via Skype. David’s coaching had an instant and profound impact on my life. Before the coaching, I was making my life smaller and smaller to avoid having another SCA and to prevent a shock from my implantable cardioverter-defibrillator (ICD). I had given up exercise (which before my SCA I loved), I felt unable to return to work and I was constantly anxious about what the future might bring. To be honest I didn’t feel like I had a future. Having completed only 5 sessions with David, I am now back to work, have a regular exercise routine and started a charity to purchase defibrillators for all public areas in New York. David helped me to see the opportunities in life rather than the problems. What a turnaround!
Jennifer Humphrey Accountant and lover of life
What is in it for you as a boss?
- Do you find your staff unmotivated, perhaps finding it a chore coming to work?
- Are sickness levels high? Do you feel your employees don’t truly believe in who and what they’re working for?
- Are your staffs personal problems effecting their work?
Research shows that staff who are happy and motivated staff are the most productive.
Whether it’s a functional team, a team of managers, or a project team, people get most done when they work together effectively. So when members of a team don’t work well together, performance and productivity can suffer. That’s not good for anyone.
Have you seen hostility, conflicting goals, and unclear expectations within your teams? These are symptoms of an unhealthy team. To avoid these harmful effects, you need be proactive about improving team performance. And even when a team is meeting its objectives, there’s often room for improvement.
So how can you help your team improve? With good team coaching (as distinct from individual coaching) you can take your team to the next level. It’s a valuable activity, and it’s an essential management and leadership tool.
Team coaching helps people understand how to work better with others. It’s an effective method for showing teams how to reduce conflict and improve their working relationships. The team can then focus on its real work instead of wasting time on internal issues, and achieve its objectives more powerfully.
The coaching will focus on interpersonal skills and interactions instead of on individual development (as you tend to do with individually-focused coaching). The way people act with their teammates, and the way they communicate with one another are important drivers of effective team performance. After all, you can put a lot of high-performing individuals on a team and still have performance problems.
People must learn to work together and understand how to relate to one another, otherwise the team’s output will be less than it could be.
Understanding Team Dynamics
A great place to start your team coaching is to understand the dynamics of your team. This is the process of figuring out how team members relate to one another. We all have different styles of working and communicating, and when we encounter a person with a style that’s different from our own, we can often get frustrated with that person, and fail to recognise his or her unique strengths.
Some people can be “pushier” than others. A pushy person may think everything is going great, however, their teammates might have a different perspective. If one person walks away from conflict, and another speaks their mind and doesn’t back down from an argument, this can lead to poor decision-making and unproductive work.
Personality and behavior assessments are great tools for improving a team’s understanding of its own dynamics, and they give team members a better understanding of why they react to their colleagues in certain ways. This new understanding helps them think about how they can relate to one another more effectively, at the same time that it breeds tolerance by helping people understand that different approaches may be valid in different situations.
Establish Behavior Expectations
Understanding other people’s perspectives is a great way to improve relationships with them. However, teams still need to follow ground rules so they can accomplish their goals. For example, you may know that Harold prefers to avoid conflict, however, you can’t really accept that from him if you also expect him to provide expert opinions that may not match the general consensus.
This is why developing a clear set of behavior and communication expectations is an important aspect of team coaching. The expectations help to build empathy and understanding, and ensure that individual preferences aren’t given more importance than team objectives.
Evaluate Reward and Recognition Systems
Quite often, people have competing values, and these create a major obstacle to team unity and effectiveness. For example, it’s not uncommon for an organisation to promote teamwork, but still reward individual behavior. When this happens, you can naturally expect problems with team members who give personal reward a higher priority than team performance.
With cross-functional teams, departmental or business unit loyalties often get in the way of effective teamwork. When team members have personal goals that don’t match team goals, this can lead to “secret,” hidden behavior. As a team leader, team coaching helps you to identify the sources of competing values and find ways to fix them.