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Creating and Building the ‘Right’ Relationships at Work

11th December 2018

Right relationship at work


The world of work today is more complex than ever. More tasks and processes are outsourced, digitalised, interconnected and often in another part of the world.

As a leader there are many challenges to managing these situations and it’s easy to loose sight of the relationships required to ensure things run smoothly. In my experience more emphasise is put on the task rather than having the right relationships to complete the task, and this goes way beyond the immediate team.

What do I mean by right relationships?

We are social creatures. We are wired to belong and be in connection with others. if we don’t get what we need it can impact us psychologically and physically.

As an individual you have the capacity to impact everyone you meet either positively or negatively and as a leader this is magnified.

Right relationship for me means having a positive impact even when delivering bad news. It’s about being authentic and accepting the other person as a whole individual. You can have honest conversations without them becoming toxic.

There are 3 key elements to be able to be in right relationship with anyone:

  • Self-awareness
  • Listening
  • Collaborating


One of my founding principles is that you cannot lead and develop others until you first learn to lead and develop yourself.

How well do you know yourself?

Are you aware of your beliefs and values?

Do you know how they impact your behaviour?

Are you able to control your behaviour even in stressful situations?

Reflect on how you show up – constantly!  Set aside some time in the week to reflect on how you have shown up as a leader. Where were you brilliant in relationship? Where could you have done things differently? What will you do to continue to build your reputation, presence and relationships?

You are on show all of the time and people are watching you all of the time. Be consistent in everything you do and role model what you expect. You set the standards for what is acceptable and what isn’t in your environment.


Truly listening is an art. There are many things we can pay attention to in both your audience and you.

You are the only person you are in control of. Pay attention to what is happening to you as well as your audience, tuning into the following areas:

Words – Listen to the words, tone, timbre and pitch

Emotion – What do you see and hear that gives some indication of the mood or emotion that is present?

Physiology – What do you notice about the way the person you are listening to is sitting, standing, moving, and breathing?

Energy – What are you picking up energetically?

As you are doing this be curious, ask questions and suspend your own judgement. Solicit input and check your understanding by summarising what you are hearing.

I know all of this sounds simple, however there are real subtleties to observe which you will pick up as long as you practice.

Promote collaboration

Most initiatives require the cooperation and combined effort of teams across the organisation. Stand out from the crowd and promote collaboration across the organisation and find ways to unblock the blockages to getting things done. This may mean dealing with conflict.

Most of us shy away from conflict and back off or avoid the situation if it feels like it might be confrontational. Yet, conflict is inevitable in organisations.  Think of conflict as differing points of view which, when discussed without blame or defensiveness, can be the starting point of creating a better solution, better product or better way of working.

Act to preserve relationships, even under difficult or heated circumstances.

Relationships are fluid. They are changing all of the time and they will not always be consistently good. They grow, end and go through rocky patches at times. I always advise my clients to at least maintain the relationship at its current level. Ideally you want to be building relationships so when there is a heated exchange make sure you circle back and affirm the importance of the relationship and, if necessary, apologise!

“”Love” is the radical respect of the other as a legitimate other.”

Humberto Maturana



Engaging in Conflict Objectively

16th November 2018

Engaging in Conflict Objectively


In the past year I’ve become more interested in conflict in the workplace, particularly the degree to which it is ignored, neglected and avoided. I’ve even begun to wonder how well I deal with it.

Conflict when handled well can lead to an amazing work environment where relationships really matter. When not handled well it can create very toxic environments.

My invitation to you is to consider how do you handle conflict?

Do you address it when it’s present?

Are you aware that it’s present?  It can be easily disguised in sarcasm, laughter and avoidance.

How do you surface it in a way that is non confrontational?

Do you become defensive or play the victim?

Conflict is normal

Conflict is normal. It’s all around us, in our families, friends, colleagues and in the world at large. Your job as a leader is to find a way through it and unlock the potential behind it.

It shows up in teams as feeling stuck, flares of anger/frustration, avoiding topics or people and being defensive. We all recognise it and the impact it has on us personally. It stifles creativity, productivity and individual performance. Yet very few of us take proactive action.

How can you pull people in the same direction and embrace their differences?

Creating a supportive culture

You are expected to manage the complexity and multiple layers of the work environment and yet so often we see conflict as binary – one person is right and the other is wrong. Instead consider the relationships at stake.

How can you help the relationships build and grow rather than be destructive?

Conflict is often a sign that a desire or need is not being met, so, with this in mind your job is to become an explorer and detective to reveal this. This requires you to be a master at asking questions and a consummate listener…

Here are some tips to get you started:

  • Begin the conversation with a curious tone.
  • Take turns speaking and listening.
  • Acknowledge and respect each others hopes and dreams.
  • Recognise the solution may take time, don’t look for a quick fix.
  • Consider asking the following questions:
    • Tell me the story.
    • What do you believe about this issue?
    • How do you feel about it?
    • What do you want/need?
    • Tell me what do these things mean to you?

Like all things that require a change in behaviour it takes practice and if you’d like some additional support then fee free to call me.

“Only three things happen naturally in organizations: friction, confusion and underperformance. Everything else requires leadership.”

Peter Drucker







3 signs that your team is not aligned

26th September 2018


Ultimately the effectiveness of any team is judged by the results they achieve. So if you’re not getting the results you want, the chances are your team is misaligned in some way.

When we are in the team it can be hard to spot when there is misalignment, so in an effort to provide you with some clues, here are 3 things to look for:


Healthy conflict in a team is good and necessary to be able to challenge each other and make effective decisions. However, when unhealthy conflict occurs it get’s in the way of healthy discussion and effective relationships. Based on the work of John Gottman, here are signs that will tell you there is unhealthy conflict in your team:

  • Criticism – This can come in the form of blaming or aggressive attacks on others. It may start with a complaint, which is great, if it’s focused on the issue. It becomes criticism when some negativity about anothers personality is added.
  • Defensiveness – Although it’s understandable to defend yourself when someone complains, or is critical, it doesn’t help. It can look like deflection, not being open to influence or excuses. In effect you’re saying, “it’s not me”.
  • Stonewalling – You’ll notice stonewalling when you see or hear avoidance, uncooperativeness, withholding information, disengagement and potentially yes men and women.
  • Contempt – This is the most damaging of these four behaviours because it conveys disgust and can take quite some time to repair. You’ll notice it through the following behaviours; sarcasm, cynicism, sneering, eye rolling, cutting others down, hostile gossip, demeaning communication and disrespect.

Lack of Commitment

There can be no internal cohesion (alignment) without commitment and collective accountability. An absence of this can result in members of the team heading in different directions resulting in wasted time, energy and poor results. Here are some signs that can indicate a lack of commitment:

  • Low moral in the team or an individual over a period of time
  • Energy fades or there is a lack of energy
  • High turnover in the team or a particular department

Communication problems

Yes that old chestnut! No matter how well you think you communicate people will always tell you they want more. This is not about the volume of communication it is about the style and effectiveness of the communication. So here are some clues that you may need to address this topic:

  • Lack of transparency about a situation when confidentiality is not an issue
  • Conflicting needs and demands e.g. stakeholders don’t share the same agenda, teams have different priorities or priorities are not clear
  • Lack of initiative to make things happen or get involved
  • Lack of cooperation – sub teams don’t communicate or share information

The Good News

The good news is you can do something about all of these scenarios and it’s relatively straightforward to fix. All it needs is an investment of time and your own commitment.

If you’d like some help aligning your team feel free to email me and set up a free discovery call.

Empowering the individual when there is relatively low level of alignment worsens the chaos and makes managing the team more difficult.

Peter Senge

Do you trust yourself? Building personal mastery

29th August 2018

Trust, building personal mastery

I’ve been working recently with a senior team embarking on a transformation project. The purpose of the assignment was to revisit how they work as a team and the culture they want to create moving forward.

The model I introduced was Lencioni’s 5 dysfunctions of a team and we spent a significant amount of time talking about trust (the absence of trust being dysfunction #1). Lencioni describes this as the willingness to be vulnerable with each other.

Reflecting on this, and similar workshops I’ve run in the past, it struck me that the step before this is to consider to what degree do you trust yourself. This has to be the start of any work to do with teams or leadership.

Playing safe vs. being courageous

We are all aware of the speed at which the world is changing and the sense of overwhelm that this can create within us. No longer can we predict what is going to happen or know for certain what the outcome or solution will be. So how does this affect how you show up as a leader?

Do you protect yourself, play small and keep your head down to ensure you’re not failing or making mistakes – playing safe? Or, do you take each moment as it comes being comfortable with not knowing, knowing that you will make some mistakes and even make some bad decisions?

As a leader you set the tone for your team and the more aware you are of who you are, the more consciously you can set the right tone, show up and be present.

So how can you learn to trust yourself more?

Banish self-doubt and comparisons!

We live in a world of never enough. Brene Brown in her research on shame and vulnerability found that people constantly assess and compare elements of their lives.

This often triggers thoughts in our head that prevent us from taking action, for example:

  • I’m not good enough
  • I’m not successful enough
  • I’m not thin enough
  • I’m not fit enough
  • I’m not certain enough
  • I’m not safe enough
  • I’m not perfect enough

These thoughts are triggered by fear, fear of being left out, fear of being out of control, feeling unappreciated, misunderstood, not recognised…

AND they don’t help! They only fuel self-doubt.

Trust yourself – being courageous and stepping into your power

There is a way to change this and it’s about shifting your mindset.

The moment you feel your self-doubt starting to surface – STOP! Press the pause button and take a step back. Focus on what is actually happening externally. Get curious. See things for what they are.

  • What might you be fearful or uncertain about?
  • What situations have you faced in the past and overcome?
  • What strengths do you have that you can utilise in this situation?
  • Who may be able to help you?
  • Are you clear about the direction you’re heading, even without all the information?
  • Have you provided enough information to engage people?
  • Have you congruently asked for what you want?
  • What assumptions are you making?
  • Start a dialogue.
  • Seek feedback and create an environment that makes it easy for others to do this.

This isn’t an exhaustive list, simply some ideas to get you started that I hope you find helpful.

Leadership is always work in progress and we can always learn from each other and if you would like to explore this further feel free to email me.

To your success!

“What we know matters but who we are matters more”

Brené Brown 



Whether you think you can or whether you think you can’t you’re right!

8th August 2018

Sign for settled ways of thinking which can be difficult to overcome.

We have all heard the quote from Henry Ford “Whether you think you can or whether you think you can’t you’re right” at some point in time. What he was pointing out was mindset determines success or failure. But what lies behind our mindset?

Over the last few weeks I’ve been working with a number of people to explore their beliefs. These beliefs can be empowering – helping us take positive action to achieve results, or disempowering (limiting) and preventing us from taking action, or taking action in a way that prevents us from getting the result we really want.

An empowering belief might be I’m brilliant, I’m competent, I’m confident, whereas a limiting belief might be I’m weak, I’m useless, I’m not wanted. Either way they are self fulfilling – the action you take and the subsequent results will re-inforce that belief.

For this article I want to focus on limiting beliefs. We all have them and recognising and changing them to something more positive and empowering will change the way you act and consequently, the results you get.

What are the stories you tell yourself?

We all ‘get in our own way’ and often prevent ourselves from being even more brilliant that we actually are. We do this through our own unconscious patterns of thinking, telling ourselves:

  • “It can’t be done”
  • “It’s not possible”
  • “I don’t deserve this”
  • “I’ll look stupid”

To name but a few…

All of these are stories. They blinker us. These stories are formed from the beliefs we have and are always driven by fear and a place of thinking that you are fundamentally flawed, you’re being disloyal, you’re a burden or you can’t stand out.

They stop us from seeing what just might be possible.

As a leader in business you are constantly learning and working to be a better version of  you. Yet most of us focus on tasks and management tools and techniques. These all help, however, our stories are created in our head. No amount of busyness or management tools and techniques will change the stories. It requires a different approach.

Getting out of your own way

The good news is you can do something about this.

The starting point is awareness. Because beliefs are held at an unconscious level they will come out in the language we use. So, the best way to spot them is to listen to what you say, particularly your internal dialogue. Take some time out to reflect on your self -talk – the conversation that goes on inside your head.

I encourage people to take a specific situation(s) where things didn’t go the way you wanted and brainstorm the things you say to yourself. We’re specifically looking for the negative comments. This may actually reveal the limiting beliefs you have, or at the very least, provide a doorway to get to them.

Once identified you then look for the belief you want instead that is empowering. For example, last week I worked with someone whose limiting belief was I’m weak, and identified a more empowering belief of I’m assertive and strong.

One of the best ways to work with this topic is hire a coach – but I would say that wouldn’t I… An external person can often see what you can’t, your blind spots.

I have a specific technique I use which creates shifts easily and effortlessly so if you are interested in finding out more email me.

“Those who can’t change their minds can’t change anything.”

George Bernard Shaw



Life! Where’s the Pause Button?

2nd July 2018

MindsetAs we firmly enter into summer and the holiday season most of you will be looking forward to some time off and the opportunity to unwind, relax and press the pause button.

This is a time to de-stress. I hear many people talk about how long it takes them to unwind which got me wondering. Do you know how stressed you are? Are you stressed at all or simply tired?

We live in a world where we are bombarded with information all of the time, through emails, social media, TV, requests from your team and family members, not to mention the random thoughts that go through your head, such as the volume of work, that potential promotion, the new programme that’s about to commence…

Being overloaded with information leads to distractedness, confusion and poor decision making. Your brain is flooded with data.

The thing is our brains are not designed to do more than one thing at once. As soon as it becomes overloaded it slows down and uses more of our energy.

Prioritising is actually one of the brains most energy hungry processes!

Your best quality thinking lasts for a limited amount of time, which is why at certain times it’s harder to concentrate, or even think straight.

So, how can you organise yourself so that you do your best quality thinking at the right time and deliver better results?

Managing your attention

Our brains are always on!

Our brain is an amazing instrument that we take for granted. It runs our body, controls our movement, enables us to speak effortlessly and provides us with the capability to plan, problem solve, create and prioritise.

With all of the research that has been done in the neuroscience arena we have much more information on how the brain works. With some conscious choice over how you engage your brain you can change your habits and strengthen your mind to improve your professional life.

Our brains can only hold a small amount of information at anyone time. Some recent research by Nelson Cowan at the University of Missouri, found that it’s likely to be 4 items and that depends on the complexity of the four items.

Declutter your brain

Here are 4 things you can do to engage your brain more effectively:

  • Capture your thoughts on paper, or an electronic note pad. Remember your brain can only hold 3 to 4 ideas at any one time, so give your self the space to think. If you’re one of those people who pride themselves on being able to remember everything, bear in mind you are using a lot of your brains thinking capacity to do this.  If you’ve things ‘to do’ write them down and get them out of your head so you can use your brain for it’s best work: planning, problem solving and communicating.
  • Simplify and chunk more effectively. Your brain learns complex routines by automatically grouping things into chunks, so break complicated ideas into their core elements so they are easier to manipulate.
  • Automate more of what you do by creating routines. This uses less thinking energy as routines become hardwired into the brain. Think about your computer, my guess is there is little conscious thought goes into how you use it. Thinking about problems when it relates to things we have experienced before or seen is easy. So if there is anything that you can make a routine – do it! This helps it become ingrained in your brain (and your body) requiring less “thinking capacity”.
  • Remove distractionsDistractions simply add to the information and data in your brain that will send you into overload. You need to become really good at setting boundaries and saying no, or no not now. This may seem harsh, or selfish, and people will get used to it and it is about you operating at your best, so it will be a win/win on all sides in the long run.

Taking Stock

It is our brains that create our very own stress response. It’s based on what we perceive as a threat. When we feel under threat the brain releases cortisol and adrenalin that floods the prefrontal cortex and stops us ‘thinking clearly’.

The brain likes things to stay the same so tackling one thing at a time and being focussed to create a new neural pathway is important.

Where would be the best place for you to begin to create a new habit/ I would suggest you start with a situation that creates mild stress. This way you are creating a higher probability of success.

Take one step at a time and focus on what you want not what you don’t want.


If you’re feeling overwhelmed and would like some additional support email me to set up and free discovery call to explore how we could work together.

“I follow four dictates: face it, accept it, deal with it, then let it go.” 

Sheng Yen 



You can’t build a space ship on your own – it requires collaboration

25th May 2018


We live in a world where the pace of change continues to grow and technology moves on before we’ve even had the chance to become familiar with it.

The role of a leader has become more complex as organisational goals and issues rely on greater cross-functional working. No longer is there one single decision maker. Decisions are made based on consultation and collaboration with the best information available at the time. No one single person has the answer.

This requires great social and analytical skills and sadly most leaders are promoted for their analytical skills. According to Mathew Lieberman less than 1% of leaders are good at both!

Are you one of the 1%?

Social skills as a leader are more than being able to communicate with others. It’s about your ability to empathise with others, to read others before they have even spoken and engage with them at their level. It is more than email, text or any other digital method. It’s about face-to-face; that is how you read people moment to moment.

To see how good you are at this take this test. How many of these emotions did you get right?

Why does it matter?

We all have mind reading abilities. A part of our brain views the world socially and it kicks in when we are not doing analytical thinking. We see the world socially and social connection is a better prediction of happiness and well being than how much money we earn.

As humans we are social beings and we’re constantly looking for connection and safety. Organisationally this connection is linked to the type of work you want to do, the type of project you want to be involved in as well as the type of organisation you want to work for.

An environment of collaboration

With this in mind, your role as a leader is to orchestrate an environment that enables people to work together productively. This is an environment beyond your own team. An environment that allows individuals to cross-fertilise ideas, problem solve, challenge and manage conflict to get the best results possible.

It is your social skills that enable you to do this. Using your social skills to read the mood of individuals and groups.

Emotions affect the way we think and therefore our motivation and productivity. Next time you are with a group consider these questions

  1. What is the mood here?
  2. What information is this giving you?
  3. What needs to happen to move forward?
  4. What can you do to create the environment that allows others to be better at reading others?

We all have the ability to read the mood of a room and it’s easier when we’re not being analytical.

If you’re really not sure how you are doing initiate a 360 feedback process and develop a learning agreement with yourself. If you need help feel free to email me to set up a free discovery call and we can explore what might work best for you.

We live in a connected world digitally. What can you do to make it a more social world?

“Treat people as if they were what they ought to be and you will help them become what they are capable of becoming.”

Johann Wolfgang Von Goethe












3 simple things you can do to significantly improve your listening

13th April 2018


Culturally we are conditioned to focus on individual achievement – our education system is built on it. Yet when we move into the workplace life is different.

There are very few roles which stand alone, in fact I can’t think of any. Every role requires some input from someone whether it’s IT, procurement, another department providing information a customer with a query or sale…

So, whoever you are in the business world you have to be able to connect with others and as a leader this skill becomes even more crucial.

How do you connect?

We all connect with people every day right? Our partners, friends, colleagues, sales assistants, fellow commuters and so on. But how do you really connect? In most of the examples I’ve mentioned you are probably with the individual rather than truly connecting with them.

Connection requires a two way process with a focus on the individual not the task in hand. You don’t always have to speak but you really do need to listen. Most of us are all born with this ability, yet noone teaches us how to develop this skill. No one teaches us how to do it and as a leader and I’m guessing you’ve had very little training in how to listen well.

We listen at a rate of 125-250 words per minute and think at 1000 – 3000 words per minute.

Each day we receive over 1000 messages via emails, texts, instructions, advertising, TV… and we’ve become very good at filtering out ‘stuff’. it’s the only way our brains can cope. We delete what we don’t need and sometimes distort what we hear or make assumptions based on our own internal beliefs and values.

It’s listening that builds connection not talking!

In this 100 mile an hour world where we are bombarded with information, is it any wonder we struggle to really connect with people?  To add insult to injury in those moments when we do shut ourselves off from the outside world we have our own internal chatter going on!

And, you can do something about this.

There is only one thing you can control, and that’s yourself, so start here.

People in your team, customers, suppliers, stakeholders want to feel heard. The only way to enable this is to listen. Don’t just listen to the words, listen for feelings, meaning and undercurrents. Focus on building the relationship, on understanding their needs and wants so that they know you understand them.

There are few people I know who do this well, so here are 3 simple things for you to practice to improve your own listening skills.

3 things to practice

  1. Focus on the person in front of you. Do nothing else. Be present with them and ask yourself does my body and face show that I am involved in this conversation and interested in what this person is saying?
  2. Hear what is being said. What do they need/want? Ask open questions and check that you are not judging, criticising or trying to ‘fix’ the person.
  3. Check your understanding. Practice reflecting back what you’ve heard before responding to their needs.

True listening is an art form and like anything we do with practice, we get better at it over time. Keep practicing!

“The most important thing in communication is hearing what isn’t said”

Peter Drucker





Is your culture fit for purpose?

15th March 2018



Does the culture of your team or organisation inspire people to perform and deliver your strategy?

Is it actually aligned to your strategy and if not what is your plan to align it?

One of my favourite quotes on this topic is from Peter Drucker: “culture eats strategy for breakfast.” It doesn’t matter how good your strategy is if your culture does not support it then there is always wasted effort and lost productivity.

There has been much research on this topic showing that culture is typically responsible for around a third of organisational performance. Companies with a strong culture outperform those organisations that don’t have a strong culture.

What is culture?

The phrase you will often hear when asked what is culture is ‘it’s the way we do things around here’. It’s often difficult to define and put your arms around. Ask anyone you know to define the culture of the organisation they work for, they’ll probably struggle to articulate it clearly. If you are in the same position here are some areas to look:

  • What is the standard of performance expected and how is it measured?
  • What are conversations focussed on customers, products, processes…?
  • How are decisions made?
  • What is your external Brand and does how you operate support this or sabotage it?

One quick way to ascertain how aligned your culture is to your strategy is to ask your employees to explain the business strategy and then their role in delivering it. If you get lots of different responses you can bet your culture and strategy are out of sync!

Measurement is key

The suggestion above is a very simple way of measuring alignment. If you want a more robust way to measure culture there are several tools available . One I particularly like is from the Barrett Values Centre. Their tool allows you to easily identify the personal motivations of your workforce by asking them to identify their values. The same tool also asks participants to identify the values currently driving the organisation and the values that they believe will enable the organisation to achieve it’s full potential. The results provide you with information to determine how aligned your culture is and where the gaps are. You can then monitor this on an annual or biannual basis.

New rules for business

Measurement is key because the world of work is changing. New rules are evolving. No one person has the answer to a problem anymore, so greater teamwork and networking is required. Customers are more discerning, so you need to stay on the front foot in terms of service and product development. And technology is driving innovation at a faster pace than ever before.

All of this has an impact on your culture and it’s time to be proactive. Define and monitor your culture so you can deliver your strategy and outperform your competitors.

Like all things worth doing well it requires you to invest upfront, knowing that the payback is down the line. There is no silver bullet for this nor a quick fix. All high performing cultures are a result of focus, determination and constant evaluation and adjustment.

If you’d like to know more about how to measure and grow your culture email me to set up a free discovery call and explore what might be possible.

‘Culture is the key factor that differentiates one group of people from another’

Richard Barrett

A year from now what will you wish you had started today? Personal Leadership in action

27th February 2018
personal leadership

What would your future self wish for you today?

We all lead busy lives and have a to do list either in our head, on the fridge door, in a book you carry around with you or scattered on pieces of paper around the house.

My guess is you spend your time reacting to ‘stuff’ that’s coming at you. These are either the urgent things you just have to deal with or, someone else’s urgent things they want you to deal with. You’ll deal with the easy things on your to do list but the items you perceive as harder you’ll put off.

The things we put off are usually things that require us to think, either because we haven’t done them before, they’re complex, or they are some time off so not perceived as dangerous right now.

This is normal!

Our brains are wired to deal with things coming at us. It’s hard wired from the days when we used to look out for danger from wild animals. It’s a safety mechanism. Our environment has changed so quickly out brain hasn’t adapted to recognise that things on a list aren’t dangerous…

Take a moment

While you are taking the time to read this article take a moment to look at your list.

What is the one thing on that list that you will wish you had started today?

What is the one thing that you know you are consciously putting off because you don’t know where to start, what to do, or for some other reason, yet deep down you know it’s what you would really love to achieve.

Now, before you start running all the reasons why you haven’t started in your head. Let me share with you the reasons most people cite:

I’m too busy/ I don’t have time

I don’t know where to start

The timing isn’t right

I can’t afford to….

I’m not sure x or y will agree to it

These reasons (or excuses) usually come from much deeper beliefs we have about ourselves or driven by the shoulds and oughts we’ve grown up with. The amazing thing is we’re often unconscious about them and masterful at rationalising them! I know I’ve done this myself.

Which of them resonate with you and which additional ‘reasons’ came up?

Personal Leadership

The only way to move forward is to take action. One of the problems with taking action is we are creature’s of habit so taking new action with a new mindset takes practice. Doing our ‘old’ action is always easier.

Here are some simple steps to help you on your way:

Step One: Make a decision! Sounds easy, and sadly none of these steps are easy…what I’d invite you to do is make the decision from where you want to be. Put yourself out to the future 12months/2 years from now. Where do you want to be then? Now looking back at today what decision do you need to make to take action?

Step Two: Set a goal. Get a clear picture of what your end point looks like as best you can and be as specific as possible. Step into the picture in your minds eye so you get a real sense of what it feels like to be there and then step out again.

Step Three: Focus on what you want. Have a clear intention on where you are heading and pay attention to the things that will support you along the way. Let go of anything that no longer helps you. This can often be the hardest step. Hang on to that picture of what you want daily, weekly, monthly. It’s often the things around us each day that can get in the way and drain our energy such as the environment and relationships that are draining and unsupportive.

Step Four: Take action. Have some clear milestones so you can celebrate your progress and success. A common mistake is to set the end result as the target. That’s great, however when things get tough the target can feel like a long way off. Be kind to your self and set smaller targets so that you build momentum and recognise progress.

Step five: Build a support network. This may be existing friends and family, work colleagues and your coach/mentor. You want people around you who are routing for you and will encourage you when things aren’t quite going according to plan.

A year from now…

‘The time is always right to do what is right’ (Martin Luther King), so make a commitment to yourself to take action today and make your future self proud!

If you feel you need some support on this journey email me and set you a discovery call to explore how we can work together.

“Sometimes that smallest step in the right direction ends up being the biggest step of your life. Tiptoe if you must, but take a step.”

Naeem Callaway


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