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“At its heart, leadership is about understanding human behaviour— what we do, how we do it and why we do it. Effective leaders meet needs; pay careful attention to group processes; calm anxieties, and arouse hopes and aspirations; know how to liberate human energy and inspire people to positive action. They harness and leverage the different and complex forces and dynamics at play in organizational functioning.” 

Manfred Kets de Vries, Distinguished Clinical Professor of Leadership Development and Organisational Change, INSEAD

“Psychological safety is defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have this at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution 

Amy Edmondson, Novartis Professor Leadership & Management, Harvard Business School

“Many CEOs focus on finding individual leaders who are great at their roles. Excellent CEOs focus more on the dynamic between the team,

the psychology of the team and how they work together.”  

Carolyn Dewar, McKinsey senior partner, Co-author of CEO Excellence

Leadership Consulting & Team Development

Our/ my consulting work is focused on helping your business with opportunities, or challenges, in the realms of leadership mentorship, change management, performance motivation, and team transformation. This work includes:

  • Developing holistic leadership and management capability. Leading, with consciousness and authenticity. Developing deeper self awareness, better listening skills, a growth mindset, and enabling personal agency. 

  • Assisting leadership teams with the critical people, and organizational behavior aspects relating to change and turnaround processes. 

  • Understanding and creating the foundation, for trust and psychological safety. Embodied psychologically, physiologically and biochemically, trust is a critical component in all high-performance teams; Without it, full team engagement cannot exist.

  • Building insights into the drivers of intrinsic performance motivation; Although extrinsic motivation is useful, intrinsic motivation is the fundamental pillar of performance.

How I/ we work

Assignment dependent, this work is either undertaken by myself, or in collaboration with a trusted network of associates. Our clients have included businesses and NGO's.

In terms of my/ our traditional consulting approach, I/ we normally work at the below levels: 

Phase 1:   Needs analysis with a report of the findings.

Phase 2:   Workshop the findings and recommendation.

We work closely with leaders, managers and their teams, in a way that engages their minds, hands, and hearts to deliver your objectives.  We work best with people who are serious about what they want to do.  We authentically engage, feel comfortable asking the hard questions, and do what is necessary to achieve objectives.

Important lessons change implementations have taught me.


With regards the pursuit of delivering sustainable change and/ or growth, I have observed the following:

  • Engagement always precedes performance. The importance of understanding individual team member motivations, the ecosystem, minimizing  both power distance and hierarchical disconnect, is very often under estimated. Peter Drucker's often quoted words "culture eats strategy for breakfast" have yet to be proven wrong. 

  • Performance accelerates, robust decisions are made, and innovation thrives, where psychological safety and trust exists in teams.  Although sounding simple, the value of trust is seldom calculated, and businesses find themselves consistently challenged in this space. 

  • Strategy development must be owned by the business.  When leadership, and/ or their teams do not own the strategy and vision, they mostly do not to deliver to expectation.

  • Unless the leadership frequently, simply, and clearly communicate, ambiguity arises. Every business has two flows of information, that spoken, and that unspoken in the under current. Unless leaders spend time listening, without bias or cognitive distortion, to all of the stakeholders of a business, there is likely to be a truth disconnect. 

  • Plans, systems and process, are linear, tangible and measurable; And thus leaders gravitate towards, and focus, their attention here. Although important, they alone do not deliver performance; Teams and markets are made up of diverse humans who are unique, and dynamic. Our ability to align our teams, create a common value system, improve our quality of effort, improve engagement and wisely allocating our energy, is where the magic is to be found. Simple, but not easy.

What is our next step?

If what you read resonates, or you would like to find out more, lets set up a no strings attached, discovery and chemistry call. Simply email me here, and let's schedule a conversation.

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