I now regularly refer back to the model we were introduced to in the first session, and I’m consciously assessing whether my management style may have impacted levels of engagement as a result of being too directive in my approach.  I now avoid this in the future by clearly communicating expectations and providing the right level of support.’ AS&K – Introduction to Management

Since the training, I have worked closely with a team member who was feeling undervalued – ‘just a number’ and ‘not human’. It now seems so simple but by sitting down with them, giving more feedback and increasing the level of personal communication, they explained how they now felt more motivated, more welcome and have a real sense of drive to come to work. – Bathroom Brands – Aspiring Leaders

‘I now fully recognise that not dealing with conflict was a big problem.  Using the techniques we discussed, I finally spoke to a team member who had been distracting other team members and this has already made a big difference to whole shift’s efficiency.’ Carnegie Club – Management Development Programme

‘Since the last session, I have introduced some changes in language when giving feedback in my 121’s.  Rather than ‘that’s great’ and ‘that could be better’, I have changed to ‘what do we need to continue’ and ‘what do we need to change’.  I have already noticed a really positive change with my team, even when I’ve had to have a difficult conversation with any of them.’ Consilient Health – New Managers Programme

‘The training has directly led me to increase the frequency of my informal 1-2-1’s and to better understand individual drivers (intrinsic or extrinsic).  Not as easy as it sounds in a time pressured environment, but I can see the quality of performance from my team has improved noticeably using this approach’. Bathroom Brands – Senior Management

‘One of my team is employed as technician, however he has the capability to develop into much more.  Using the coaching skills we explored, I have worked with him to identify a major personal goal and align it with a company requirement. This has allowed us to work on a development plan that is both motivational and rewarding for him (and me) and even more importantly, the company is also yielding the benefit.’ Indutrade – MDP with SLII

‘The Prism profiling clarified my perfectionist tendencies and how, as a result of this I can get frustrated by other people’s scopes if they are not laid out as I would like them to be.  It really highlighted the need to dial this down a bit as usually they are provided to a good enough standard and there is no need to push back or delay things.’ Betacove – Senior Managers Programme

‘Since the session on motivation, I have focused on setting clear goals to provide direction, regularly recognizing achievements to boost morale, and giving team members ownership of their projects to foster autonomy.’ CLM – New Managers

‘Having worked on our roles and responsibilities, I fully recognise the need to stop making myself so busy by “helping” and doing things “for people”. I will now take a step back and allow people to grow & develop themselves, which will also free up some of my own increasingly scarce time.’ Bright Little Stars – ‘Micro’ Leadership Programme