How many conversations do you have every day? How about in your working lifetime?
What percentage did you walk away from feeling confident, committed, valued, clear, respected, energised, motivated or just happy?
In nearly 30 years of working and thousands of conversations, years of analysis, research and learning, my conclusion is that truly productive, collaborative and enjoyable conversations happen, if you’re lucky, 1% of the time (at best) over the course of your working life.
People are mostly disengaged and would rather be somewhere else. It’s hard to see what difference our effort makes. We are not at all generous with or good at recognising people’s interest, what frustrated talent can give or take away, or how much people want to grow and contribute. We’re terrible at delegating, quick to blame others, and we make decisions based on fear.
Your leaders and your teams can be unstoppable
My passion is helping leaders and teams have better conversations every day. To do that, I design and deliver original programmes, webinars and training using my business-focused style of Executive Coaching.
My style is infused with real-world, first-hand experience of building, coaching, inheriting and growing teams across functions and roles, industries, countries and cultures. I help leaders and teams transform the quality of their conversations.
Question: How about moving the frequency of having better conversations from 1% to 50% of the time? How about 70%? What could that look like for you? What’s that worth to your business?
Here’s what happens when I step in to help:
- People approach and influence their co-workers and situations differently
- People honour their personal values and they embrace the values of others
- People communicate more effectively, they enquire patiently and compassionately
- People talk about and uphold important behaviours
- People express and defend their ideas without feeling defensive
- People can disagree nicely and handle disagreements without conflict
People become emotionally committed to you as their leader, their employer.
Answer: Better conversations look like this. People stay with you, they go the extra mile, they can solve the difficult challenges, and they step up to do what’s right. That’s outstanding for business.
Let’s take luck out of it. Let’s make smart strategic choices and investments in people.
- I am a strategically minded, relationship builder. I’ve built teams and businesses from the ground up and I’ve coached leaders to do the same.
- I specialise in company cultures, leader-team dynamics and behaviours, founder CxOs, productivity, front-line managers, and team alignment.
- I host webinars and speak regularly on topics such as influence, building unstoppable teams, negotiation, career management, and team leadership.
- I am a direct, inquisitive and compassionate communicator who knows how to address the goals, needs and strengths of all stakeholders to secure commitment, accountability and realistic targets.
Founder & Executive Coach
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What clients say…
Data is good. Here’s what my clients say…
“I really enjoyed each and every session and found them to be very valuable. They really helped in bringing back ways of working which were lost along my career as well as bringing in new ideas that I can incorporate to help me grow as an individual and help others to grow also. 10 out of 10!”
“It’s improved the way I listen to people rather than rushing in to give my opinion… so I can make informed responses that let them know I’m listening.”
“Leaving each and every session with new ideas and key takeouts that I can look to incorporate into my way of working.”
“One of my coaching sessions helped me in preparation for a challenging client meeting with multiple stakeholders. We discussed my approach and prep for the meeting which helped me to deliver a productive and successful meeting with the stakeholders bought into the project and next steps.”
“I think by giving individuals the coaching sessions it has reframed how one thinks and to think of the bigger picture – the goal everyone is aiming to achieve and using new techniques to put that into practice more. Encouraging conversations, collaboration, helpfulness and honesty between teams.”
“I feel much calmer so I can make better decisions without clouded judgement. I’ve slowed down and had better conversations. By having the better conversations, there is less animosity between teams, meaning we are more productive.”
“It has helped our teams become more efficient and will enable our teams to better support our customers when they are live with the solution.”
“Enthusiasm has changed and individuals are aware of their individual goals and expectations. Processes have been incorporated which is bringing in more structure to team discussions.”
“More openness and willingness to discuss areas to improve.”
“We are all different and we all process input in different ways. (Examples of impact are) 1 – We changed the way the team work to ensure the entire team has visibility of next week’s work, as certain people like to go away and collect their thoughts beforehand. 2 – From having check-ins with my team I now understand how they would like to grow and I’ve been supporting them with supplementary tasks; organising the weekly code releases, owning the design for new features, being stand in scrum master. 3 – Being inquisitive, which forces people to think about their requirements/problems from a different view point.”
“Thinking about my own values and my behaviours within the business and being more mindful of how I can display them within and outside of my team. Committing to actions at the end of each session and contracting to them has seen some good outcomes.”
“Defining what I value. It has been great having a mirror (Sehaam) to help my thoughts become clear and work on my outlook on my career.”
“Talking through areas I’m trying to improve gave me an additional perspective and concrete actions to take from the session.”
“Being listened to. Being able to openly discuss areas that I would like to improve/work as well as problems, without any consciences/prejudice. Then exploring these areas in productive manner.”
“It has encouraged me to work closer with and understand how we as a team can collaborate better with others outside our team. For example, coaching sessions were a catalyst and gave me extra motivation to arrange a session with our Support and Ops teams to discuss challenges we were having with the new Support platform and general ways of working. We had a very productive meeting and over the past few weeks we have worked together to improve a number of the processes, information shared and responses between our teams.”
“Connecting my personal issues to the challenges one faces in business. It’s been hugely productive.”
“The process has identified a collective awareness and understanding of what we feel our culture should be and has provided a base to help push this across on a day-to-day basis.”
“I think it’s helped the participants bond with each other. It’s clear that each individual is committed to helping the company succeed through dedication, growth and having a good work ethic. There’s a feeling that ‘we’re all in this together’.”
“This programme has allowed me to meet and speak to people across various departments and geographical regions, to get to know them in itself has been a benefit. My work and output has improved by sharing and exchanging more ideas with my colleagues and by working closer together as a team.”
“I hope it’s improved the way I listen to people rather than rushing in to give my opinion. So, better at gathering other people’s thoughts so I can make informed responses that let them know I’m listening.”
“Feel like I’m able to contribute more to discussions as well as support others to do the same.”
“My communication has altered, depending on whom I am speaking with. If that means picking up the phone with certain people, I have. I have started to be more open to the idea of communicating in methods that aren’t my norm. It has made building relationships a lot easier, and given them more visual.”
“I haven’t been as uncomfortable to address when I think something is wrong or disrespectful.”
“My expectations of myself are still there – but now I have been able to find a way to share those expectations with others around me. I have been going above and beyond in certain ways, while being able to knowledge share. E.g. The expectation of me attending networking events (learning more of my craft) and coming back and sharing notes with my team. This way when I learn, they do to. Overall, I believe working on myself has been crucial. It is rare that we focus on an individual in a team oriented structure. But the strength of the pack is the wolf, and the strength of the wolf is the pack. I have been able to step outside of normal framing to work on myself. I have been able to come back to my team and make us all stronger. It’s small changes like this that have altered energy, productivity, and expectations throughout.”
“Learning how to be less critical of my self and looking at the smaller things as well as the big picture.”
“I feel more committed to the company and I want to be part of the future to embed this and make it a great place. I’ve been working on my sponsors in each team and looking to take the pain away from others… I’ve approached new managers in the Operations team to offer my help with anything that they are struggling with or can help answer any questions they might have.”
“The culture has become more a supportive, caring culture. Understanding people’s needs and desires and supporting them to ensure they feel included and respected within the company.”
“Thanks so much – I learned and I believe benefited professionally from this program.”
Paper Tuner Limited | Registered address: 1 Clifton Road, Finchley, London N3 2AS
Company No.: 11197592 | VAT: 287 4953 45