WHAT I DO:

I believe in open and honest conversations that get to the heart of things. I do this one-to-one through executive coaching as well as through team and board facilitation. Ensuring that time is being spent discussing what really matters both to individuals and to the wider organisation ensures that everyone is focused and energized towards getting results.

Over the years, I have recognized that getting the best results for the organisation means that sometimes individuals need to focus inwardly on themselves. Being clear about what they are about as well as what they are ultimately trying to achieve can make people not only more motivated but also easier to work with and develop our leaders of the future. Through personal branding I apply the process of product marketing to individuals so that they (and the teams and organizations that they are part of) are clearer about what they stand for and how they can contribute most effectively to their organization both in the short and long term.

WHO I AM:

As a Chartered Psychologist with a PhD in Organisational Behaviour you might expect my approach to personal and organizational development to be rather dry and theoretical. However, with 8 years experience of running a business behind me, I believe that the best way to work in a complex business world is with a practical and uncomplicated attitude. My approach is based around my core values of simplicity; honesty; and unconditional support.

Over the years I have worked with CEOs; Directors and Senior Managers as well as with Graduates and High-Potential Managers across numerous industries and both locally and internationally.

Commentaries:
Development: How To Plan Your Personal Development, Personnel Today, March 2004

Shock Finding - Britons rate their bosses and take pride in their work. Management Issues, January 2006.

Articles:
The Meaning of Empowerment:the interdisciplinary etymology of a new management concept (with Travers, Ackers and Wilkinson) International Journal of Management Reviews, Vol. 4, pp. 271-290, 2002

Nicola Denham, Peter Ackers, Cheryl Travers (1997) Doing yourself out of a job?: How middle managers cope with empowerment. Employee Relations Vol.19 (2) pp147-159