Different strokes for different folks (coloured paintbrushes)

Fashion, Work, and Leadership?

Everyone has their own style. How we choose to dress is a conscious decision, whether we go for fitting or oversized, for the bright patterns or the muted tones. Our fashion choices are exactly that – ours.

And work is no different.

. and it’s important that we understand this.


Simply put, if we are comfortable, we are more likely to be happy and, in business, more successful.

So, it is important to put on your own “big hoodie or fluffy socks” when it comes to your approach to work. Whatever it is that makes you feel ok in what you are doing.

This might not be immediately obvious, and you may have to shop around try some stuff on before you find the perfect fit. But once you do it will feel like kicking off your shoes after a long day, things will be so much simpler.

Just like the Highstreet, there are so many options when it comes to work and leadership styles so you may have to experiment.  You may have to have your metaphorical goth or punk phase until you finally get the style right for you.

But that is okay, no one will get it exactly right the first time, and it is highly likely it will evolve and mould to your personality over time. Being a leader is not natural to most people and it might take a few attempts to get the perfect fit, in terms of your style.


Once people have settled on a style, very often they will gravitate towards the same brands again and again. But in doing this you can get bored of your look after a while, suddenly the boots will not work with the outfit, or the jeans will start to look tired.

If this happens it may be worth exploring what other retailers have to offer, and you may unlock a whole new fashion avenue.

The same can happen with your work and that of your team. If you are all mirroring each other and working in very similar ways within your business, your output and efficiency can begin to suffer.

Variation is a big positive in a team. You will often be tempted to surround yourself with similar individuals when hiring but this is not always as great as it may seem. People with different styles can bring a better working dynamic, they can be willing to wear the boots that you no longer like, opening you up to go out and get some trainers that better suit your outfit.


What is key is that you must be true to yourself.

I think we have all been there when we were at school, some may be longer ago than others (yes, me obviously!), when the popular kid came in with brand new trainers and you felt like you just had to have them. Soon, everyone is coming in wearing them.

You just have to have them and eventually, you convince your parents to get them for you. Finally, you have the look, you fit in with the popular crowd. But as you walk around in them you realize they are not actually that comfortable, and you do not really feel like the fit is quite right.

Ultimately, it is not about the trainers that everyone else has, it is about what you feel good in. You have to be authentic. Thinking you need to fit in and trying to be something else very rarely leads to success if it is not what feels comfortable to you.

Yes, the popular kid may have the loudest fashion, the flashiest clothes, but just because that is what they are doing does not mean you should feel the pressure to do the same. Their fashion may not suit you, and if the look is not right, it makes no sense to keep trying it.

Business is no different. You must do your own thing, tailor your techniques to your own ways of working and that of your team. Copying another leader can be a place to start – but pick something that feels more like your own personality. 

Too often in business, I see a successful technician flounder as a new leader.  And it is because of this syndrome.  They put on the metaphorical clothes, of someone they THINK they should be as a leader, and it doesn’t work. 

If it is not true to you, it is not something you should do.

If you need some help finding your new clothes as a first-time leader – email me at and we can grab a 15-minute virtual coffee to talk it through. 

female programmer with glasses

The Problem With Being Good At What You Do

I was talking recently on LinkedIn Live – about why being good at what you do can be a big issue. 

So maybe you are in IT, or engineering, or you are a vet like someone I was speaking to today.  And you have AMAZING skills.  You possibly went to University, or trained on the job so that you are an expert in your skillset.  And that all works well whilst you are doing the job you are trained in.

But now it has become a problem for you.

Because now you are “the Leader”.  And the job of a leader is to get better results out of people than they could do by themselves.

To step up into leadership, you need a whole new bunch of skills, that are completely different to those of a technician. 

Maybe you, like the vet, are growing a business. And that means you need to grow a team of managers, never mind a team of technical specialists.  And here is where it gets REALLY tricky.  Because as a technician, you may have been leading by example.  The team below you is learning how to be a technician from you. And because you are superb technically, the team below you are also pretty good technically.

But what happens when you are trying to grow other leaders?

The new leaders / managers in your business will look to you to understand how to lead.  Now if they learn from you being a technician and managing a team – that is what they will do. 

So they won’t really be stepping up to be great people managers. They will be great at showing people what to do technically. But that is not all there is to being a leader. 

That won’t work.

Because you are the business owner.  So if you manage by doing and leading by example, you will probably find yourself working very long hours. You might be working weekends, and maybe not going away on holiday or having ‘laptop prioritised holidays’ because everything might fall apart if you are not there.  Does this sound familiar?

You may be thinking that excessive hours come with the job of being the leader.  But you could not be more wrong.  The reason you are working all the hours God gave, is because you are not managing, you are DOING.

And that is not a model you can hand down to the managers you need to step up in your business.  Why would they want to follow that example? 

What is Leadership?

Leadership is about setting the vision, It’s about managing the motivation and skill levels of your team; hiring the right people; having the right structures in place; understanding your market and what it needs, and what the future might look like.  It’s about setting company goals and plans, and about allowing and facilitating people to grow.  It’s about strategic thinking. 

And all the while you are stuck there (yes I do mean stuck), doing the doing, then you won’t have time to do the thinking that is required to grow a highly successful team and company. 

So, you need to change how you think, how you show up and what you are doing. 

This is what we do on our Leaders Launchpad.  It can be difficult as a techie, but actually it probably means you are going to be a great leader. Techies have great core skills – such as attention to detail, project management, time management and more. You just need to learn how to apply them in a different way. 

So if you want to discover how you can grow you, to grow your team and ultimately grow your business then reply to We can hop on a discovery call and talk about how the team at Think Be Do Leadership can help you through group or individual coaching – to ultimately grow your skills as a leader, without losing the love of what you do.

Imposter Syndrome

Imposter – Who Do You Think You Are?

Who Do You Think You Are….to own a business?

You’re the Owner and/or Managing Director of your business. It could be any business – but let’s say it’s an IT business.  You have been running the business for a couple of years, maybe more than a couple.

You started this business because you loved what you did working for someone else in the IT support or IT development business.  But maybe you didn’t love the lack of focus on customer support.  Or perhaps you didn’t feel the staff were treated as well as they could be – or paid as much as they should be.  Maybe your boss was a nightmare, and you couldn’t wait to get away from them.

So, you started your own business, full of enthusiasm and knowing exactly what you were going to do differently.

And it all started well.  You got some new customers, and they were happy, so they talked about you to others.  And before you knew it you were too busy and so you hired someone.  And then a few more.

Now here you are a few years in – with maybe 10 – 20 staff.  And you’re getting too busy again.  You need people to step up as a leader in your business. 

But there is just one problem. 


You have imposter syndrome.  Often you wonder what on earth you are doing, and constantly berate yourself for getting it wrong when it comes to leading your people and your business.  The inner voice is constantly shouting – WHO DO YOU THINK YOU ARE….to be the boss. 

So many business owners suffer from imposter syndrome, it’s crazy.  No really – it IS crazy.  It’s crazy to beat yourself up for not being perfect at something you have probably never had any training on how to do. 

Would you pick up a gold club for the first time and expect to do a hole-in-one?  Of course not.  Would you pick up a Mary Berry cookbook for the first time and expect to turn out the perfect cake or gourmet 5 course meal?  That would be silly, right?

It’s Not Imposter Syndrome

So why do we think that the minute we start a business or get promoted to a management position, we are suddenly going to be a great leader?  It’s not going to happen.  It’s not imposter syndrome, it is just the crazy pressure we are putting on ourselves to be good at something that actually takes work and practice, and knowledge.

But like any other skill, managing your team for maximum performance is a skill that can be learned. 

Learning to lead is a bit like a jigsaw puzzle. There are 3 pillars, 9 accelerators, and they all have to go together. The thing is, as your business grows you have to change the way you show up and the way you are thinking and behaving. If you don’t, you will not have the impact, confidence, and influence to grow the team to be able to step up in the business.

You will constantly hold yourself back, do more “stuff” than you should be doing and be the busy boss you never wanted to have or to be. So, stop thinking of it as “imposter” and start thinking in terms of growing, learning, and implementing new tools, techniques and approaches.

It is simple, but not always easy.  The biggest hurdle can be identifying what is missing and understanding what to do about it.  So I have decided to make it easy for you.  You can take my 14 minute crash course here. 

It’s a crash course in creating Impact and Influence and is especially for Quiet Leaders and Introvert Business Owners.

In this free video training, I show you:-

The 9 accelerators to creating high-performing teams (and which one 97% of leaders should concentrate on now). I will also show you how to transform your impact from ‘luke-warm’ to ‘on-fire.  And I’ll share with you how to have your own Team Performance Engine, working for your business, whether you are there or not.

Access the free training here.  

Quiet Leader

Are You Part of the 69% ⁉

Are You Part of the 69% ?

No – it’s not an April Fool, it’s a genuine question.  Let me explain.

Have you ever done a D.i.S.C. profile, or heard of it? It’s a personality profiling tool, which is useful in recruitment or development processes.  Most people consider that ‘natural leaders’ are a high D or I profile, or both. 

Let me briefly overview for you what the 4 ‘types’ are.

D = Dominance

A person primarily in this DiSC quadrant places emphasis on accomplishing results and “seeing the big picture.” They are confident, sometimes blunt, outspoken, and demanding.

i = influence

A person in this DiSC quadrant places emphasis on influencing or persuading others. They tend to be enthusiastic, optimistic, open, trusting, and energetic.

S = Steadiness

A person in this DiSC quadrant places emphasis on cooperation, sincerity, loyalty, and dependability. They tend to have calm, deliberate dispositions and don’t like to be rushed.

C = Conscientiousness

A person in this DiSC quadrant places emphasis on quality and accuracy, expertise and competency. They enjoy their independence, demand the details, and often fear being wrong. 

Now as I said, most people believe that ‘leaders’ are in the high D or i categories – or both.  And, you know what, some definitely are.  And because of the natural styles of these types, they are more outgoing, extroverted and generally make themselves known.  And that’s where the assumption comes from.

Would it surprise you to know, therefore, that a whopping 86% of leaders are NOT high D or i?  69% are high S and 17% high C.

Which means ….wait for it….MOST are actually quiet leaders. 

Wait, what?

If you have ever worked for a manager/business owner that seems to avoid making a decision, can’t delegate or is ‘too nice’, then you are dealing with one of the 86% of leaders.  Perhaps it is you?

Do you find yourself not speaking up for fear of offending someone?  Perhaps you are not that great at sharing the vision and think people must just know what you are aiming for, cos it’s obvious, isn’t it? (Spoiler – no it isn’t!).

Perhaps you don’t know what to say, or find yourself avoiding difficult situations or conversations?  The problem here is that if you want to have a high performing team, then something needs to change – and that something is probably you!

You see, your business cannot grow until you do. 

But it’s not that easy, is it?  Well, it is considerably easier if you have a system to follow.  A system like the Quiet Leaders Launchpad. 

Our next cohort of the Quiet Leaders Launchpad is coming up soon, and if you feel ready to make some changes and grow yourself so you can grow your business then you might want to know more about what is involved in this groundbreaking program for quiet leaders. 

Click here to find out more about what’s involved and potentially book a no-obligation call with me to discuss whether you are a fit for the program and whether the program is a fit for you.

How To Have A High Performing Team - it's not magic!

How To Have A High Performing Team 🎯

How To Have A High Performing Team – Step One

I don’t know if you are currently a leader – in your own business or someone else’s, or whether you are hoping to step into that position in 2021. 

Either way, one of the key things that is going to make you stand out from the crowd, and at the same time have a happier and more successful working life as a manager / leader, is to have a high performing team.

Many of my clients have said to me that this is a critical part of their 2021 planning and have asked me to help them to develop their teams from ‘underperforming’, ‘OK’ or even ‘good’ – into a high performing team.

Well, here’s the thing.  The first part of having a high performing team, is for them to know what that looks like.

When is the last time you sat down and wrote down what YOU stand for and what YOUR vision is?

Because if you don’t know, then the sad news is you will never have a high performing team.

OK – so perhaps you DO know.  Perhaps you even have it written down somewhere.  But if I asked your team what that actually was – asked THEM to tell me what your vision, values and goals were, would they know? 

You can be honest, because no-one else is in your head when you are reading this.  So – honestly now – do you know, and does your team know what you stand for and what the bigger picture is?  Or are you expecting them to be telepathic?

Do Your Team Know What Is In Your Head?

I have had all sorts of answers to that question (does your team know…) over the years.  Everything from, “Well isn’t it obvious” (no it isn’t), to “I only employ people with gumption” (great – but still, they are not telepathic, unless you hire for that too?).

So, as a result of all the requests, this week I have been running a KickStart Challenge.  Unleash Your Quiet Leader Brilliance.  The content of this has been designed to help you to understand and get very clear on what you stand for and what YOUR bigger picture is, so that you can then clearly communicate that to your team. 

You see, once a team knows precisely what is important to you, and where you (as the leader) want things to go, it is SOOO much easier for them to get there.    It’s the difference between saying to an Olympic runner that you want him to win, or saying ‘we need to take 0.4 seconds off your time in the next 6 months, and these are the tools we are going to provide you with’ (a training schedule, this equipment, this trainer). 

In this example – the former is a dream, and the latter is a vision and a plan.

Here’s the thing that most leaders forget.

Your team are not you.  Yes, I know – sounds obvious, doesn’t it?  But think about it for a minute.  Your team are not you, and they don’t know what you know.  They don’t have the experience you have (they have different and sometimes even better experiences – but not the exact same). 

So, they do not know everything that you may think they know.  And they certainly will not make the same decisions you would.

And that is fine.  Because sometimes they have a better or different experience and may have ideas you haven’t thought of, or be better at a certain skill than you are.

But Watch Out…..

If your team do not know what YOUR vision and goals are as a leader, they will fill in the gaps, and come to their own conclusions.  They might prioritise the wrong things, or not realise the importance of a particular deadline.  They are basically flying partially sighted.  And that’s really not fair to anyone, is it?

The only way to start to have a high performing team is for everyone to be working from the same map.  Otherwise, would you agree, you might all end up at different destinations?

UnLeash Your Quiet Leader Brilliance – What’s It About?

So – on the challenge – which you will find in the Quiet Leaders With Impact Facebook group, there has been some great work going on all week.  You can go back through the challenge and all the resources by joining the group (if you are not already in it) and looking for Unit X

Please note – the Challenge and all the resources will be coming down next week – so go look at it pronto if you want to see what it has all been about.

The challenge finishes tomorrow and tonight I am doing an extra bonus session for those who want to get that content and who might be interested in working with me further. 

You see, all the content we have been going through this week is just one part, of one module of the Quiet Leaders Launchpad Program.  I developed this program to help quiet leaders (you’ll know if that is you, or one of your managers) to develop their voice, speak up, speak out and be the Leader that they know they can be. 

On the call this evening I am offering a free strategy session, to those who might be interested in getting in on the Quiet Leaders Launchpad which is opening soon to just 12 participants.  Why only 12?  Because this is an intensive coaching program which delivers massive results for the individuals in the group.  I have found 12 to be the optimum number, any more than that and there is a danger that some people don’t get all the attention they deserve and need. 

So, 12 it is, and there are 7 currently booked for a strategy session.

How Can You Be Part Of It?

As you are part of my Inner Circle, I am opening the offer up to you too.  Book a strategy session and we can both see if it is a fit.  If we don’t think the program is for you, you will still get value from the session in the form of clarity around what you want to achieve in 2021. 

Here is the link to book on a call with me.  During our 30-min. call, we’ll uncover your super strengths & biggest barriers and determine whether we’re a good fit to work together.

And if you want to catch up on the Challenge – go join the group here, or if you are already in – click on Units here.  If you don’t have time to do the whole Challenge before the content comes down – go look at Day 1 – that will give you the overview.

Lead like a Lion

Talk Like A Leader – Think Like A Leader

Talk Like a Leader – Think Like a Leader

Which comes first the chicken or the egg?  In terms of the age-old context of evolution, I’m not sure anyone can say for sure. 

But in terms of leadership – the answer is sometimes the chicken and sometimes the egg. 

What do I mean by that?

Well – in the context of thinking like a leader and talking (or behaving) like a leader – there is no one answer.  Of course, if you can think differently (and you need to as a leader), then that will lead you to do things differently – and then you will end up be-ing different as a leader.

Here’s the thing.  You can start this cycle anywhere.  If you start to do different things, then you will become more skilled or behave differently which will affect your thoughts.  It works both ways.  And sometimes the ‘thinking’ bit is the most difficult aspect to change by just…well….thinking about it.

If the problem with your leadership skills or styles is in some part down to how you think, then it isn’t easy to think your way out of that.

Think back to the first time you were given a  bit of responsibility you didn’t think you were ready for.  It could have been your first team leader or management role.  It could have been stepping in for your boss at short notice due to sickness or emergency.  It could just have been the first time your Mum left you in charge of your siblings.

The point is you survived that – even though you didn’t think you were ready. 

Sometimes in order to believe you can do something – you just have to DO it.  Getting on with stuff, talking like a leader, for example, builds in you the confidence that you can do it.  And trying different things can be the quickest way to learn what works and what doesn’t. 

Specifically, when we are considering how to talk as a leader, you won’t know what works until you do it.  However, there are some general considerations.  Language is very important. 

Some key points about talking like a leader.

Great leaders do not use ‘superlatives’ frequently. 

Unless you are American, “awesome” is something that leaves you in awe.  Like seeing the first moon landing.  Most things just are NOT awesome.  And your team knows that.  So they would rather hear you say they had put in extra effort, or the data on the project was very accurate, than have you say it was ‘awesome’, ‘great’ or any of the other meaningless through overuse, words.

Sound like you mean it. 

If you are empathising – you need to SOUND like it.  Otherwise, it is a platitude.  If you are enthusiastic – SHOW that you are enthusiastic in your voice, otherwise it sounds fake. 

Many leaders worry too much about the content they are delivering and not the delivery.  Public speaking skills are very helpful here and well worth investing in.

Authenticity is important. 

If you say X one day and Y the next you better be prepared to explain your reasoning.  It is fine to change your mind based on data, or circumstance.  But explaining and communicating that are critical.

Having the tough discussions and calling a spade a spade.

I am not talking about being unkind here.  I am talking about being clear.  If you are not happy with a teams performance, you need to explain why, what specifically needs to be improved, by when and how you will support the team to make the changes.   Bosses who expect their teams to infer what you mean by how you behave, are often disappointed, and then blame the team or individual for poor performance, instead of themselves for poor communication.

When you talk like a leader (even if you don’t yet feel like one) people listen to you.  When you convey your values, and vision clearly, then people start to see you are a leader.  And when other people start seeing you as a leader it increases your confidence and belief in yourself as the leader you want to be.

When you haven’t experienced something before it can be really hard to think about it logically, influenced as we are by our entrenched beliefs. Talking like a leader will help you think like a leader and vice versa. 

If you want this year to be your best year yet as a leader in your business or organisation, then come along to our free Kickstarter event and Unleash Your Quiet Leader Brilliance. 

Register Here – the date is Monday 18th January.  See you there!

Covid Virus

You Can’t Blame It All On A Virus…

How has your 2020 gone? 

I know – it’s probably not the year you (or anyone) had planned.  Who knew that we would face the situation we have, with a global pandemic and the on again off again tier levels and associated restrictions. 

In the early days of March and April, the world was almost on hold, holding its breath to see what was going to happen.  But very soon after that, businesses realised that life had to go on, and businesses had to keep operating, albeit in perhaps a very different way.

No-one would blame you for failing to make the impact you wanted to in 2020 or failing to move forward in the way you had planned to. 

However, not everything can be blamed on a virus. 

Many businesses have thrived in these challenging times.  And some of that is luck – they were in industries that weren’t as challenged as some others.  But not ALL businesses in a hard-hit industry have struggled and not ALL businesses in unchallenged industries have done well. 

You can’t blame it all on a virus.

There will always be challenges in business.  Some small.  Some – like the 2008 crash or the pandemic of 2020 – BIG.  But there will always be challenges.

Successful Leaders Do This

The leaders who are able to quickly grasp what is happening, who have the ability to quickly see what is needed and then take their people along with them as they rapidly change their business model, offering or processes to fit the new circumstances – they are the ones who thrive in any situation. 

And it takes guts, and leadership to do that. 

The relationship of trust that takes you and your team through a pandemic is the same as the relationship that helps you shine in the good times. 

It is always the time to be a great leader.  It is always the time to make an impact.  And it is always the time to lead by design. 

As we come to the end of another calendar year and get ready to make the best of this weirdest of Christmas times, it is also a time for reflection.

If you haven’t achieved what you wanted this year, if you haven’t made the impact you wanted or gained the ground that you had planned, then it is time to set out your stall for 2021 and make it happen. 

Don’t let your results next year be a surprise, even if they were this year.  Come and join our Facebook Community – Quiet Leaders With Impact – and make 2021 your best year yet, whatever is happening out there!

Merry Christmas and see you on the other side!

Stop Doing That! Dealing With Imposter Syndrome

When it comes to being a new manager or leader, and especially in a very technical environment, one of the most common things I am asked to help with is people who suffer with Imposter Syndrome.

This week I had a few responses to a post I put out about making an impact in your business.

Two of the responses were something that about half my clients could have written – though I am sure both the people who wrote them though they were the only one.

The gist of it was that they had been in a very hands on operational management role, and had recently moved into a strategic role.  They were enjoying it very much but they felt like they were being paid too much.

What do I mean by that?

First of all – having never been in this role before, they were struggling with how hands off it was.  They were enjoying spending time with their people but weren’t sure what else they should be doing.  One of them actually said, “I feel guilty – like what am I being paid for if I don’t have too much to do?”.

And both of them felt they were ‘winging it’.  In other words, they were both suffering from Imposter Syndrome. 

This is really common when moving into any new role, but especially so when you are moving from a technical to a leadership role, or an operational to a strategic role.  The feeling that if you are not actually producing something then you are not justifying your salary – is a very common feeling.

But of course, the value you bring as a Leader is not measured in how many widgets you produce but in how many widgets your TEAM produces.  And how happy they are producing those widgets.  And how happy your customers are with the widgets.  And with how happy the stakeholders or shareholders are with the outcomes.  And how happy the board are with the vision and direction.  And with a number of other things. 

The job of the leader is to lead, to inspire, to anticipate, predict and create the future for their company.  What could be more important than that?

The thing is – it is easy to see why someone who is very technical could struggle with this sort of career move. When you are technical, you measure yourself by what you produce. How many proposals have you written this month, or how much code have you written, or how many projects have you signed off.

When you become a leader – those things are still happening in your business but they are not being done directly by you, or in some cases, not even by your team (as they themselves have teams who are actually completing the work).

And so sometimes it can seem like your job is to sit in meetings.

However, the role of the leader is so vital to an organisation. Get it wrong and the cascading effect is truly awful. Many lives are affected by a leader and most people (who are unhappy) do not leave companies – they leave a specific manager or leader.

Equally – get this right and you can have a massive impact and increase productivity, creativity and results hugely. After all, 2, or 10, or 100 heads are better than 1. As long as there is just 1 vision!

So – if you feel you might be suffering from Imposter Syndrome, and would like some support with this new or potential career move – drop me a line on

What Impact Are You Having

What Impact Are You Having In Your Business?

What Impact Are You Having In Your Business?

That’s a question I often ask business owners.  You see ,when it comes to managing your business and it’s challenges, what I hear a lot of the time is, “He/She didn’t do…”, “They always…”, “They never”……

But you see, 9 times out of 10, when something is going wrong, or not going right, in your business it is YOUR fault.  Or at the very least, it is your responsibility.  Because you are probably not looking at the impact you are having (or not having) on your business.

I would go as far as to say, that if you are not planning the impact that you want to have on your business then you will still be having an impact.  It might just not be the one you were hoping for.

You see, people need leaders.

Why is it that everyone in the world doesn’t run a business/join the PTA/become a motivational speaker/go into politics and get to be a minister?  Because most people don’t want the responsibility.  They want to be inspired and motivated.  They want something or someone to believe in.  They want to belong.

Seriously, one of the biggest human needs is to belong to something.  And if you are the leader – you are out there on your own.  You don’t ‘belong’ in the same way.  And for most people that is a scary and unattractive thought.

So – leaders are vital.

However, many leaders are unaware of the impact they have on their organisation.  You’ve probably had bosses in the past that were well loved, and others that were ….well…not so loved by their teams.  Now there are different styles of leadership – some more ‘friendly’ than others.  But the very best leaders are not really ‘friends’ with their staff – but they do know their employees as individuals.

And they also know how to bring out the best in those individuals.  In fact their people are their first thought in any situation.  Because they understand that without the individuals in the business performing at their peak, you don’t have a stable business.  Therefore, it is the leaders job to understand their own impact on the business.

For example, I was working recently with a manager who thought they were a great people person.  In some ways they were.  They certainly knew and understood their staff fairly well.  They had come to being a manager through the school of hard knocks – and had experienced many bad managers – who put too many demands on their teams and managed by shouting at people.  And they were determined NOT to be that person when they opened their own business.

So, instead they did everything they could to create bonds with their team.  They didn’t put too much on anyone, and they took a lot of the load themselves.  What they didn’t understand is that they were having a massive negative impact on the business.  Not only were they making their staff feel incapable (because they did all the important stuff), they were actually preventing the business from growing.  I mean there was only one of them and there are only 24 hours in the day, and you have to sleep for some of them!

Recognising and changing this meant that the people in the business felt empowered to do their jobs, which they also enjoyed more.  This freed up the owners time to do what they had a passion for – spending time with the people in the business.  Win win.

The impact they had was a positive one – their time was now mostly spent coaching and developing their team, and therefore growing the businesses capabilities and business bandwidth.

So, let me ask you what impact are you having on your business?  If there are results in your business that you don’t like or want, then maybe you are having the wrong impact.

If you would like to attend our invitation only webinar – on how to have the RIGHT impact on your business and get the results you want – email me on and I will send you the link.

Meanwhile I am flying back to the UK tomorrow from Los Angeles – read next weeks blog to find out more about what I have been doing and how that might help your business to grow!


3D Leadership – dynamically enhancing the results of your business’™

At Transforming Performance, we believe that there are 6 crucial areas of Leadership: focus and direction, mindset, engagement, skills, impact and systems.

Transforming Performance can help with our Accelerate Your Business™ and Accelerate Solo™ programmes.

Julie Hutchison is co-Director with Jan Sargent of Transforming Performance, a consultancy which provides businesses with expert support in Leadership Coaching, Team Development and Performance Coaching, Executive Coaching, Mentoring, Training and Behavioural Profiling and help in getting the best from you and your people. If you’d like to have a chat and a coffee to discuss how we can help you, we’d love to talk. Call us on:

01722 484155 or 07947 823842