The Workplace Coach
CONCIERGE HR | HR CONSULTING | EXECUTIVE COACHING | WORKPLACE INVESTIGATIONS | LEADERSHIP
- ARE YOU A MANAGER OR A LEADER?
- HOW TO MANAGE EMPLOYEES BEHAVING BADLY
- “PEOPLE DON’T LEAVE JOBS…”
- THE OPPOSITE OF LEADERSHIP
- WHAT IS IT LIKE WORKING FOR YOU?
- WHY YOU NEED A CHIEF PEOPLE OFFICER…
- CAN YOU PLEASE JUST TELL ME WHAT I’M DOING RIGHT?
- MAKE BETTER DECISIONS
- HOW TO BUILD PSYCHOLOGICALLY SAFE TEAMS
- THE ONE MISSING INGREDIENT IN YOUR TEAM
- IT’S A TEAM MEETING NOT A CHRISTMAS DINNER
- WHAT DOES IT MEAN TO BE A ‘HOT COALS’ LEADER?
- INVESTING IN YOUR PEOPLE
- HOW WILL OUR KIDS SURVIVE THE WORKPLACE?
- IT’S OKAY TO BE THE BOSS… BUT BE HUMAN FIRST
- 5 TIPS FOR NEW MANAGERS
- MASTERING THE DARK ARTS OF PERFORMANCE MANAGEMENT
- “I’M OFFENDED”… CANCEL CULTURE IN THE WORKPLACE
- SUPERSTAR… OR SUPER PROBLEM?
- THE INFINITE GAME (or THE CARROT CAKE SCENARIO)
- RECOGNISE YOUR MVPs BY INVESTING IN A COACH FOR THEM
- WHEN YOU JUST HAVE TO HAVE YOUR SAY…
- THE MECHANICS AND DYNAMICS OF LEADING TEAMS
- HOW IS YOUR TEAM MOJO?
- IF YOU ARE GOING TO ASK THE QUESTION…
- 7 ATTRIBUTES OF GREAT BOSSES
- MY NEW BOSS IS BULLYING ME…
- THE WORST MANAGER IN THE COMPANY…
- WHO DOESN’T NEED A COACH?
- BECOME MORE PRODUCTIVE BY DOING LESS…
- HOW LONG IS TOO LONG IN THE ONE JOB?
- HOW DO YOU MAKE YOUR COFFEE?
- THE ART OF THE ‘DIFFICULT CONVERSATION’
- WHAT GOT YOU HERE…
- ARE YOU TAKING HOSTAGES?
- DO WE NEED TO MEET OR IS AN EMAIL OK?
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PROCESS vs RELATIONSHIP: Two Paths to Handling Workplace Performance Issues
We notice a performance concern and the response is almost automatic: document the issue, schedule a meeting, begin tracking performance more closely. If it continues, escalate. Process kicks in. It’s not wrong. In fact, it exists for good reason—fairness, consistency, protection. But over time, I’ve found that the instinct to reach for process first can… Read more
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CURIOSITY MIGHT JUST SAVE THE CAT
As leaders we will feel the urge to act immediately, to take control, to restore balance. It might be better to take a pause. Edgar Schein, in his work on organisational culture, observed that “the most important thing leaders do is create and manage culture”. The way a leader responds in moments of tension plays… Read more
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THE GIFT OF TIME: Why The Best Leaders Make It Personal
What matters most is consistency. One meaningful conversation is positive. Regular, intentional time builds credibility and commitment. Read more
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THE HUMAN ART OF LEADERSHIP: Part 4
It’s one thing to understand human‑centred leadership — it’s another to make it visible in everyday behaviour. Most organisations don’t need a new leadership program; they need leaders consistently making different choices in real moments. Read more
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THE HUMAN ART OF LEADERSHIP: Part 3
It’s relationship quality, not task volume, that determines how teams perform under pressure. People will go further, stretch harder and think deeper for leaders they trust and respect. Read more
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THE HUMAN ART OF LEADERSHIP: Part 2
Psychological safety isn’t “being nice”, it’s the enabling condition for learning, innovation and high performance. It’s the oxygen in the system. Read more
The Workplace Coach 