It's winter in Sydney, typically a time when we get a bit slack with our exercise goals. Despite the fact that it's cold and wet, we all know we still need "to move it, move it". Reel 2 Real Click here for my favourite recording of the song from the movie Madagascar (sorry, some of the words aren’t all that pc) https://youtu.be/ecSCaZ_XPlo Photo by Chander R on Unsplash I am currently coaching a marketing manager in a multinational who has just been promoted and has

Photo by Alan Hurt Jr. on Unsplash Take a moment and recall the first time you achieved something that you felt was significant in your personal or professional life. Remember the positive emotions associated with the achievement, that feeling of joy that made you smile, and perhaps even jump in the air. Typically, when we make a career or business decision, we need to embark on a specific course of action for at least 6 months or more to really notice any significant impa

For about 22 years I have grappled with a good explanation of why evidence-based practice is so important for all organisations and how it informs my executive coaching work. Before I provide my perspective, I shall make a disclosure, I am a scientist. I studied maths, physics and chemistry in high school and then a further six years of psychology (the science of human behaviour) at university. My hypothesis testing approach to problem solving was formulated at a young

Why do some people have all the luck?

When I think back to my first job as a psychologist in child protection, my colleagues were fond of harmless pranks. It was common to hear shrieks of laughter when people realised that the letters on their key board had been switched, their office chairs were missing, or they spotted a plastic spider in their office drawer. The unexpected laughter was a welcome relief in this emotionally draining work environment. Yet today's workplaces seem to be characterised by silence. D

Photo by Bud Helisson on Unsplash In the past, promotion was gradual, and employees would get a combination of mentoring, formal training and experience as they progressed through the structured hierarchy to leadership. Accordingly, organisations tended to rely on training, mentoring and formal study to develop their leaders. Now with the rapid pace of change, coupled with the flattening of formal hierarchies, leaders often rise to the top quickly. As such, evidence has demon

Why are some people energised by pressure, and others debilitated? The more we progress in our careers and the more complex the world of work becomes, the more regularly we need to deal with the unexpected. Irrespective of the specific coaching brief, there is an underlying expectation (self or externally imposed) that my all clients are expected to perform at their best under pressure. A great example was a CEO who was being bullied by his direct report but didn't want to

My clients regularly talk to me about conflicting demands on their time and strategies to ensure they are focused and gain a sense of accomplishment. In a previous blog I mentioned Steven Coveys techniques and provided a link to a worksheet on my web page. Over the weekend I read an excellent article which links a weekly prioritisation process to personal values, and giving to others which go a step further to increasing motivation and a sense of accomplishment. The process

Social psychologists found that when people were exposed to an unfamiliar face they made judgements about attractiveness, like-ability, trustworthiness, competence, and aggressiveness in about a matter of seconds. Yet we know establishing genuine trust in a relationship takes time. It is essential for leaders to forge trusting relationships with their: team colleagues; stakeholders; customers; and whomever they report to. Over the last few weeks the theme of building tru

The invitations have gone out for my March networking and focus breakfast, so, I thought it would be opportune to talk about business pitches and networking. The rapid pace and volume of communication, coupled with the constant creation of new and different types of careers, makes it essential to be able to quickly and succinctly describe what we do in terms that others easily understand. While I enjoy the simplicity of telling people that I am an Executive Coach, I am acut

Recently, I was privileged to attend a professional development day with a group of mediators who were, on the most part, much older and more experienced than me. The work they do everyday is extremely complex, and their success or otherwise has far reaching implications for multinational and national organisations, governments and society as a whole. Despite their capability, their humility was astounding, and they all still grappled with moments of feeling incompetent. It