Peace of Mind Helps

We know how tricky it is in the workplace at the moment and the fear of the impact on employees. This seems like a really good time to invest in some activity to help promote satisfaction and peace of mind to keep your people healthy. There may be something to learn from the latest research from The University of Wisconsin that ‘ll help companies to support employees with lower education levels

“If you didn’t go that far in your education, but you walk around feeling good psychological stuff, you may not be more likely to suffer ill-health than people with a lot of schooling,” says Carol Ryff, psychology professor and co-author of the study,

High levels of inflammatory protean found in those with lower educational achievements, and said to be a key factor in a range of serious illnesses were mediated by meaningful relationships and sense of purpose.

I would suggest the following

 –          constructive conversations which seek to involve workers at all levels in the future of the company, if this is uncertain at the moment

–          encouraging opportunities for workers to make better relationships with their colleagues, even if this takes them away from their duties – the benefits may pay off

–          contracting with an Employee Assistance Programme to help workers get support on a range of issues

–          flexibility of working practices to allow staff to attend to family and community duties

–          reviewing relaxation space in the workplace. Does your lunchroom allow people to enjoy themselves?

–          sponsoring leisure activities in or out of work time whether it be yoga or a visit to the dogs..

Phil

Don’t Workplace Relationships Just “Stress You Out”?

Sitting on any mode of public transport between 5 and 6.30 you can expect to over hear lots of conversation – football, holidays, who is picking the kids up from whose house etc. You don’t have to listen too carefully to log into another rich theme of post work banter – that swine in HR, the boss from hell, herover at accounts; then there’ll be “why doesn’t she get off her posterior (or equivalent)”, if he does that one more time…”. The level of bile reserved for work colleagues apparently knows no bounds. On one memorable occasion I listened to a fellow passenger’s full blown account of how she had caused the complete humiliating annihilation of a workmate for repeatedly coming back late from lunch. This account was so florid and boastful it sounded more like a scene from the Ok Corral than a well (or even badly) run office.

 All sorts of research into workplace happiness cite work colleagues as a significant source of work satisfaction. But what happens if things go wrong? It’s not uncommon for employers to step in to sort out a drop in production but what support is available to gently warm a frosty atmosphere, to deflect daggered looks or sweeten poisoned relationships. The implications for our well-being and stress levels speak for themselves.

The fact is that we all have some responsibility for promoting good relationships in the office and a much improved, even happy atmosphere can be gained relatively quickly in the trickiest situations. I have been fortunate to be asked to help by running team building sessions in all sorts of situations and, whilst the problem seems complicated, the solutions are relatively simple although requiring persistence, goodwill and a willingness to accept that change is possible.

Maintain “social language”

In my experience it’s the first thing to go when times are tough and the first thing to come back when things improve. Keep up the “Hi!”, “hellos” and “have a good weekends”.

Watch your “communication filters”

Human beings are impressive communicators. To be so effective we have developed filters to enable us to categorise events. In the workplace that tends to mean that we expect, and therefore focus on, the behaviour we tend to notice – i.e. moaning, complaining, failure to help etc. When we turn our filter to notice the positive contribution that people make it can have pleasing effects.

Talk about what you want (rather than what you don’t want)

It is so much easier to understand when our colleagues talk about what they want, we can all join in! When they talk about what they don’t want we tend to spot the bits that relate to ourselves and that can make us feel uncomfortable, defensive etc.

 Talk about the future

Avoid talking about a past that can’t be changed. Talking about the future can make what you want to achieve more real. Combine this with a discussion about what we all want in the future can create tangible excitement.

Develop a way of dealing with difficult issues

There are some invaluable “rules” which can be adopted by teams to help them to communicate with each other at difficult times. Marshall Rosenberg’s Non-Violent Communication Model helps those who use it to express what their needs, their feelings and ask for what they want in an effective way.

Build a culture of appreciation

Work colleagues who regularly take time out to talk about how they value each other are in a good position when conflict arises. They know that underneath all the disagreement they are appreciated – no matter what.

You Cannot Not Communicate

It takes just a moment of reflection to realise that we are communicating all the time. In fact the simple truth is, we cannot, not communicate. Not only in what we say or commit to paper, but also how have we done so. The manner in which we dress, our accent, our chosen career and even the way we walk into the room is subject to interpretation of others. Many of whom may reach conclusions other than those we intend!

 So what can we do if so much of what we say is open to the confusion and distortion? Luckily the study of communication has become something of a science. Applying some of this body of knowledge can help us gain control over the messages we want to give, taking the small steps to help to tip the odds in our favour.

Noticing the different ways your colleagues communicate verbally will give a clue how to respond in the way that they’ll best understand. Gently mirroring another’s posture in a meeting is a powerful indicator that you’re interested and attentive – just notice how lovers sitting in a bar to adopt each others body positions and gestures. The founder of analytical psychology, Carl Jung, introduced the notion of personality archetypes, later developed into the well known Myers-Briggs Inventory. MBTI archetypes help us to spot simple but important hints as to how people prefer to process information. You’ll notice that some of your work colleague prefer to understand the “big picture” in-terms of new projects and ideas before getting down to what needs to be done in detail, whilst others focus on the “nuts and bolts” before seeing how this fits into the overall scheme of things. Some people like to work things out with colleagues or alone, work using feelings or thinking terminology or are quicker or slower at reaching conclusions. Using your co-workers preference will ensure that you are literally on their wavelength.

Whilst you’re noticing the way your colleagues talk, pay attention to the words they use. The well-known interpersonal communication model, Neuro-Linguistic Programming, indicates that people tend to have one or more preferences for visual, auditory or kinaesthetic (feeling) language. A visual person may say that they can “see how things are going to work” and have “a vision of the finished result”, an auditory colleague that the plan “rings true” or “sounds right”, a kinaesthetic person that everything “feels right” and is going “smoothly”. Using the other person’s style will assist in understanding.

Conscious control of body language and tone of voice can be crucial. Professor Albert Mehrabian of UCLA first popularised the notion of how important body language is in communicating attitudes and feelings in 1971. Try telling a colleague that you think they have done something well whilst shaking your head to see if they believe you. As Merhabian noted, in such situations the non-verbal “message” almost always wins!

The old adage, “actions speak louder than words” can be simply applied to great effect. Richard is a partner of an architectural consultancy. During a working lunch Richard was surprised to be told that his long-term partners thought that he was becoming aloof as the firm grew more successful and Richard involved in separate, albeit lucrative, projects. Not being one to let a good feedback pass him by, Richard started deliberately calling into his partners offices for coffee, arranging lunches and games of squash. Up to this point they were partners in word only. Richard’s active efforts to be around, demonstrated a greater to commitment to his co-directors. The impact of simply being present was considerable and led to greater mutual support and co-working.

People are at the centre of successful businesses and it’s effective communication that oils the wheels that keep businesses thriving. Luckily it is the sum total of usable tools, like those described above, that can help make us the smartest of communicators.

(This article previously appeared in Sunday Telegraph)

How to Manage Yourself in Meetings

Meetings are about people first, business second

People will bend over backwards to work with people they like. Use your rapport building skills to connect – make eye contact with everyone, initiate saying “hello” and a neither too bone-crushing or flaccid handshake. 

The first secret to making a good impression is not to make a bad one

You are effectively on show as soon as you approach the meeting room. You may be a top act in the boardroom but if you’ve parked inconsiderately or have been rude to the receptionist, the word will have gone around the building as soon as you’ve hear “matters arising”.

Use the introductions to draw attention to yourself

This can be prepared in advance – your name, role and why you are present in the meeting. Keeping it brief, addressing the whole meeting, starting and ending with the chair. Ensure that the minute taker has understood your name and spell out anything that could be misunderstood

Gather key information from the off

Starting with the names and roles of those attending. In any meeting, start by drawing a “map” of the table, where people are sitting and what they do. Being able to use someone’s name when addressing them is key to gaining their confidence and spreading your influence around the whole room.

Make a contribution within the first five minutes

Those experienced in meetings know this painful truth. As meetings progress, some will be left behind. Keep your comments relevant and brief but get in early

Help make other people look good

A gentle acknowledgement of colleagues achievements will be remembered, although avoid the snivveling  “I agree with Nick” moments.

Where to sit

Know who the main movers and shakers are, and sit in their eye line. Don’t sit next to the chairperson or anyone you really want to connect with. If everyone is seated when you arrive, don’t be afraid to politely move your chair to get a good seat. Sit up and set your shoulders towards the meeting and place your hands in a relaxed manner on the table – you’ll look confident and ready.

How to get your ideas across during brainstorms

Keep it succinct, a four or five words sentence which is easy to write on the flipchart or smartboard. Look around the room as you speak and see how your ideas are being received. Make links with your ideas with what has gone before, don’t be afraid to praise other’s contributions. If possible, offer to “flip” and get yourself in the centre of the action. 

Giving better presentations

Keep it short and snappy – three or four points max. Even you have lots of complicated data, summarise your main points at the beginning and at the end. Don’t under any circumstances try to cram things in – it never works. If you are stuck for time, jump straight to the end and repeat your main points. Smile. No-one will know.

Handling difficult negotiations

Have your objectives set out in advance – your best possible option and your “must have” position. If faced with aggressive tactics or demands which are outside your authority, don’t be pressurised, stay relaxed and take some time out to consider your position, even if this means a break in the meeting. No-one ever got sacked for keeping things pleasant and checking things out before making a costly mistake.
 

How to disagree with someone and survive when you’re outnumbered

Use I think/feel statements to indicate that your position is one that you believe in. Seek to demonstrate how your ideas are allied to others. At all costs keep your head, even if the tide is turning against you. Be magnanimous in victory and philosophical in defeat. For heaven’s sake don’t sulk.

 Body language tips

Remember Albert Merhabian’s research about how attitudes and beliefs are communicated – 7% the words used, 38% the way they are spoken and 55% the accompanying body language. Make sure that your body language and voice tone are in line with what you want to say.  

How to wrap up and leave a good impression

 Finish as you started. Shaking hands, using people’s names, saying something that you appreciated about what they said or did during the meetings. Remember to wish them a good holiday/a good journey home or whatever they said they would be doing in the near future. Oh and be polite to the receptionist on the way out.

 

(Quotes from this article previously appeared in Shortlist magazine)

Nice things delegates said about the first Introduction to Solution Focused Facilitation

A group of lovely people came to my first Introduction to Solution Focused Facilitation event on 13th October – here are some of the things they said about the course

 Things delegates said they gained as a result of attending

“knowing more about solution focus and how to use it is a practical way”

 “met some great people and shared loads of experience – good fun!”

 “techniques and suggestions for facilitating successful sessions”

 “CONFIDENCE! In extending my toolbox, gained extensive knowledge by actually using solution focus approach”

 “this is a framework that I feel enthusiastic about”

How delegates described the session

Lively, friendly, challenging, fun, stimulating, congruent, worthwhile, energetic, collaboration, relaxed, engaging, inspiring, informative, helpful, brilliant

Coaching in the Public Sector Following the Spending Review

 

The Context

The coalition government has announced the greatest cuts to public service spending since the 1970s. This is in the context of other cuts earlier this year/end of last.

PWC estimate that this will lead to £500,000 public sector jobs going with as many more going in the private sector as a result of public sector contracts ending and the impact on the economy of losing the demand from half a million public sector salaries. http://bit.ly/cML0o9

The coalition government is keen for voluntary, private and civil sector organisations to deliver to services previously delivered by the public sector. This means that while some services will cease, others will be delivered by different organisations. This is in the context of a increase of private and third sector organisations running public services over the last 20 years.

The Problem

Redundancy is a major life stress – as is the fear of it. http://bit.ly/9bNB3a

Talented staff will be leaving.

Those remaining will have a number of issues directly relating to the cut in resource

–          the process of consultation and selection of those to be made redundant will cause tremendous anxiety (see my blog)

–          those remaining may suffer “survivor guilt” aka “survivor syndrome”

–          those remaining will also have to do the work of those who have left

Those remaining will face other issues arising from redundancy and other changes

–          New roles, teams, organisational structures and relationships

–          New ways of working – desk sharing, roaming working

–          New relationships with partner agencies who may have a very different way of operation and organisation culture

For everyone there will be considerable change in work expectations and career mapping

–          greater uncertainty about the future – do I have a job, who for and doing what?

–          Stands to reason that people will need to develop new skills, attitudes and approaches to all the challenges listed above

All of this is likely to have a negative impact on individual and organisational performance

The Solution

 

Coaching to build capacity to manage change in one’s own work life whilst supporting other.

Aim to develop managers

–          Resilience in dealing with day to day pain and anger of staff

–          Ability to have difficult conversations with staff when they do not know the answer or have little to offer in terms of consolation

–          Listen and acknowledge difficulty

–          Gently move the conversation towards the future

Encouraging Discussion About the Future When the Roof Has Fallen In: Conversations Near the Edge

On the 30th October 2010, the UK’s Chancellor of the Exchequer stood up in the House of Commons and made an announcement of budgetary measures which, in the view of independent commentators, would lead to half a million people losing their jobs in the public* and private** sectors over the next 4 or 5 years. I would argue that there a three distinct groups crying out for skilled facilitation in helping to create a constructive future beyond these cuts – those poor souls out of a job, their colleagues and those leading their organisations.

The plan for the public sector cuts and the consequent impact on the private sector through much restricted spending power will unfold over the next half a decade. On the first site of course this is a blessing – the image of a million people slipping on their coats and heading home to consider how they will spend the rest of their lives is too frightening to contemplate. However the long drawn out nature of this situation is, in itself, likely to have painful consequences.

It is widely agreed that redundancy is one of the most difficult and stressful life events, with significant implications for the individual concerned, their family and community***. Whilst some resourceful individuals will rise to the challenge and bounce back in the way we hope. Many of course will thrive. However the consequence for others may be more severe and lead to poor physical and mental health, a sense of demoralisation, family breakdown, alcohol abuse and a host of other ills.

People judge risk in a number of ways, but generally they evaluate the likelihood of something happening and combine this with the negative effect on them if it does. Imagine that you are an employee in the many departments facing a reduction in workforce. How many redundancies would need to be announced for you to be genuinely anxious about your future? Let’s say that you work in a section employing 100 staff and maybe you hear that 2 are to be lost. You may look around, spot that some of your colleagues are approaching retirement, on long term sick or in some form of disciplinary action and feel pretty safe in your position. What about if it’s 10 people going? I suggest that this is a different proposition. Ten to one seems like relatively short odds if the implications are as serious as outlined above.

What happens if we agree with this principle that for every one job at risk, ten people are very anxious and extrapolate these figures across the board? It therefore means that 10 million people in the UK are fearful. With a total workforce of just over 29 million**** this means that more than a third of workers in the country are fearful for their position.

How will this play out in the workplace? Let’s briefly acknowledge the considerable loss of resource, much of it may have been very talented and loyal. For those remaining, no doubt there’ll be a degree of “away-from” motivation. Saddled with the extra responsibilities of those who have been “let go” the survivors will be glad that they have a job and maybe strive to perform to make sure that they are not in the front line for the next round. We all know the short term and sometimes resentful nature of such motivation and the danger of it turning into something more corrosive. The impact on performance and goodwill does not need to be exaggerated to be worrying.

What of the somewhat beleaguered leaders, writing letters of commiseration to the dismissed. I do not exaggerate when I report that level of painful wincing I have witnessed when managers in this situation are in the company of their staff. I recall one client expressed the feelings of many when she lifted her eyes to the roof and sighed “I didn’t come into this job to do this”.

I would claim that these people are the natural constituents of the facilitated group. Due to our ability to work with large groups, to focus on how people can get things done together and to promote that most creative of human activity – a conversation near the edge, that facilitation is well placed to play a significant role in this period of employment history.

How can facilitation help?

Facilitation’s most valuable contribution is the ability to help people have conversations about how to improve things – in this case between an organisation and it’s staff. Rarely has there been a time when this has been more urgently needed. Fearful, stretched employees, many of whom staggering from the effects of a redundancy process with its tendency to spread rumour, unwanted rivalry and ill-will towards their employer need help to go forward and create a happier work environment.

The only place to start is to build leadership resource. It’s a hard time for folks at the top. Nobody wants to lose a chunk of their staff and perhaps some colleagues. Dealing on a daily basis with the heartache and anger of those who have left and those who remain, is going to take its toll. Helping leaders identify what they have done well during this difficult period and helping then re-orientate themselves to what is to come, can take place in the boardroom, in dedicated formal and informal meetings aimed to restore confidence and colleague relationships which may have suffered.

We then need to spend some time acknowledging how difficult this has been and helping organisational leadership to do this. Facilitators are naturally inclined towards the future but if there’s a whiff that the pain people are feeling is not recognised, it’s going to be hard to move forward. We’ll need to reward the efforts of those who have kept the ship afloat, who have helped colleagues, gone the extra mile, just simply carrying on.

Once we have done this we need to set out a frame in which the conversation about the future takes place and this needs to reflect some very hard facts. To summarise, everyone is going to be expected to do more with less. As facilitators our hope is to energise and excite people about the possibilities before them and it would be disingenuous to do this without being clear about the challenge. Patience and resilience is required we confirm for people “this is the landscape” and ask “and how can we create a better future for ourselves, the company and our customers, service users and stakeholders?” It’ll take some pretty old-fashioned “blood and guts” to keep positive and focused. Change is likely to be hard one and we need to reassure ourselves with the words of French philosopher Joubert, “The mind’s direction is more important than its progress”.*****

Along the way we can help people notice the changes that will happen. Even in the grimmest of situations there is growth. Spotting renewal, pointing it out to others, discussing it and sharing it about may require some new habits from our clients but are in themselves qualities leading to healthy and sustainable organisations.

Sustaining Growth Through Stories

At all times we must invite our clients to hold a mirror up and help them notice what they are doing well. The future will be built on people’s resourcefulness and strengths. We must encourage new stories about the recovery. Small victories, gallant colleagueship, inclusive leadership, innovation and effort need to be rewarded by their place in the tale of the next decade. Remember, its gossip and rumour which drives communication in organisations. Let’s get to talking!

* “Spending Review: PwC comments on likely impact on local government”, Price Waterhouse Cooper: 20th October 2010

** “Spending Review: Public spending squeeze will be painful for private sector over the next few years but should boost growth in the longer term”, Price Waterhouse Cooper: 20th October 2010

*** “Working with Redundancy”: Graham Whitehead in Counselling at Work (British Association of Counselling and Psychotherapy), Winter 08/09

**** Office of National Statistics – October 2010

***** Joseph Joubert (1754-1824)

Engagement is Cheap

 Organisational Development Consultant Karen Kimberley posed an interested question on LinkedIn – should the Coalition Government invest more an engagement. My response was yes although I feel that we are gripped by fear at the moment and engagement is seen as a “nice to have” and it’s the “must have’s” i.e. jobs and pensions, which are driving people at the moment.

 However it strikes me that employee engagement is actually pretty inexpensive. Maslow has been around for a long time and we know that you have to give people an awful lot of money to make them work harder, be more loyal. On the other people who feel valued and involved can be much more innovating, constructive and high performing, regardless of remuneration. But surely this costs (next to) nothing?

 The key is the quality of conversation. We must see the day to day working arrangements between employee and employer as a dialogue – a give and take of effort, ingenuity, goodwill and hard cash. The relationship is interdependent and “this to and fro” is where it is displayed. Leaders need to take a look at this dialogue to see if it serves them, their staff and the company. But how to turn this round if it’s a problem?

 The answer lies in the spoken exchanges between leaders and staff. A quick look at the latest episode of The Apprentice demonstrates that the man/woman in the street believe that being a team leader is about shouting at people. We need leaders who can

 –         Be available to staff

–         watch their staff for things that they are doing well

–         gently recognise effort, even when things fail

–         ask other’s opinions

–         model acceptance and action following critical feedback

–         “hold the story” for their staff

–         provide the opportunity for people to get together and talk about their work

–         promote constructive conversation about the future

Leaders Must “Hold the Story” for Their Staff

In the work I do I encourage employees to help describe a future they want and ask them to note where this exists and as it begins to slowly evolve. This is daunting work, particularly at a time of economic uncertainty, cut-backs and redundancy. I am always impressed by the energy and resilience of people at the most difficult times in their professional lives.

I am lucky enough to be asked back sometimes and I know that there will be opportunities for workforces to meet again after my work is done. Today I talked with one leader who had gone through this process. She talked about her colleagues’ “preferred future”, acknowledging all the things that were already happening and had come to be. She told me that she saw it as her role to “Hold to Story” for her teams. Helping them to see what had been achieved by re-telling the story of their success.

So passionate was she that I couldn’t help thinking that I wouldn’t mind working in her team…

Changing Unhelpful Stories and “Thought-Images” in Organisations

Elaine Stirling is a Toronto based writer and organisational development practitioner. She is quite an influencer and gets folks to do things by charm, wit and flattery – I’d watch out for her if I were you : – ). Elaine works with stories in organisations and asked me to write something about how I’ve changed unhelpful stories in organisations. I was going to post this on LinkedIn but too long – so here it is

Of course we can only tell our own story. Even when we tell another’s, we are actually telling our slant. Choosing a story to tell is itself telling a story!

So here’s one and guess what? It shows me in a good light! Fancy that! In the work I do I’m torn by notions of modesty and omnipotence…oh well, forgive me. It’s a story of “thought-images”, stories, perceptions and a painful “reality”.

It’s not Elaine’s story, though I hope it helps in thinking about people at work.

I was asked to a team event in voluntary sector organisation, let’s call it an animal charity in the English Midlands. I was the last stop before the lawyers. Things had broken down very badly between the team manager and her staff and there were official grievances and threats of lawsuits, accusations of harassment and abuse. The Employee Relations advisor recommended me as someone who does this kind of work. The charity couldn’t afford things to go wrong, dependant as it was on voluntary donations, the cost of legal support may lead to closure.

On the train up there, I’m of course vacillating between quiet confidence and extreme terror. Two things keep me going – firstly that I know nothing, not what’s happened, who is at fault, where the ramifications, dynamics, types, preferences, blame come from and I don’t want to. I don’t want to get into that particular “thought-images” Secondly, that these people are dedicated individuals who want the best for the organisation. I think that this is true, but whether it is or not it’s still a good place to start.

My process was as follows. What happens between the gaps is always different but my route through it is similar. (please note that the term “story” and “thought-image” are used interchangeably.

–          Acknowledge how painful this is. Here I’m giving full credence to “The Big Story”, people’s reported unhappiness. I believe that it is a “story” and find notions of truth difficult. The “story” is the way we understand the world. This does not mean that I demean the story, in fact I respect it fully (and I know that it’s not working but I’m not trying to convince them about this – people aren’t easily convinced and I don’t blame them)

–          Start a conversation (in the introductions) about what is still going well at the charity. The big “thought-image”, i.e. how unhappy everyone is and how behaviour is bad etc etc isn’t the only story, there are others. I gently eek them out and they were there – continued dedication to the animals, gentle support between people, hope for the future, new members of the team, relief at having a chance to talk.

–          Thinking about the future. How would they like things to be? If people were getting along, how would it be? Here I’m asking delicately for people to create new stories, new possibilities, new “thought-images” about how things could be. I can’t pretend that this is easy and I’m mindful of presenting the view that their existing “story” is somehow irrelevant or erroneous – one whiff of this and I’m done for!

–          I then ask where there are examples of this future already happening? Again more stories. What are the examples of a not-problem, alternatives to “The Big Story”. Again respectful but they are there. So and so was caring to me when my sister was ill, it was a nice atmosphere in the pub before last Christmas. These are all new “stories”, they were always there but now that we’re telling them, in sharing they take a newly important form. They are recognised. I am careful not to set these against “The Big Story”. I don’t say “see, it isn’t all that bad!”. I can see how things can be both good and bad at the same time and notions of balance, useful scientifically are less helpful when strong feelings are involved.

–          I want now to talk about the future and how small steps can be built towards a more satisfying team. I got them to think about what small changes they could see themselves and others making to bring about very, very small changes. I ask them what they’d like from each other, again keeping it tiny. My experience is always the same here and borne out on this occasion – the first small sign is PEOPLE SAY HELLO IN THE MORNING AND GOODBYE AT NIGHT. It may not get me a knighthood or an MBA but that’s my biggest gift to the world.

–          I ended the session with a long appreciation exercise. Holding my life (and internal organs) in my hands I get each team member to say something that they values in each and every one of their colleagues. This takes a good hour with 12 people, really takes a leap of faith but has always paid off. Here I’m creating as many stories as there are team members, times by all their colleagues. Now these stories are out there.

That’s it. There were tears. Transformational? Well that person is still managing the team and the organisation is still functioning and there are no more grievances or resignations. It still isn’t the happiest place to work I suspect but I feel that it was a piece of work that went OK. And of course there are new stories. I hope that there is a memory of “The Big Story” but that the ending is slightly different.

Next Page »

Workplace Mediation

Unhappy workplace relationships interfere with your ability to get things done and risk formal action. Workplace mediation can bring about good solutions for everyone

Take a look at how I work

Team Facilitation

Your greatest assets are your staff. With team facilitated sessions I can enable you to access untapped resources. Help your people find their motivation and use these to deliver more for the business.

Find out more

Support for Managers

Specialising in building staff engagement and better relationships, I can provide training and coaching for your managers on how to get the best out of, and for, your staff.

find out more