Common Leader Questions about People

The following questions are ones that leaders commonly express in the workplace. If you have heard these stated in your workplace—or indeed, have uttered them yourself—then my services can help.

“He/she is really great at their job but….”

“I wish managers would just step up and lead…”

“I went on a great course but when I got back to work…”

“Don’t tell me to reflect…I don’t have time for that”

“I can’t get the balance right… there has to be a better way”

“We just aren’t having the right conversations”

To find out more about what services best solve these problems, read the relevant paragraph below.


“He/she is really good at their job but …”

…. they annoy everyone, they are really high maintenance, they only do the parts of their role they like, everyone works around them……

People often operate in their preferred spaces and tell themselves this is ok. By helping people understand their whole role and their impact on others through role coaching significant shifts can be made in how people work.


“Don’t tell me to reflect …

I don’t have time, I am not a journaling type of person, no one rewards thinking, my job Is not significant enough.

Whatever your reason for not reflecting, it is an important part of every leader’s role. My experience is that it is people’s stories about reflection that make it impossible to do. I can help you create an action-reflection-action process that you can do within the windows of your day. You will experience the benefit of this and make it part of your leadership practice. If you are not stepping away from the action regularly you are not seeing what you need to see to make good decisions.


“I wish managers would just step up and lead…”

My managers wait for my direction, bring me decisions to make, only worry about their areas and have to be encouraged to tackle performance issues or take initiative.

There are generally two main reasons why managers don’t step up and lead; they don’t feel they have the mandate, or they don’t know how to act. 

There are leadership development programs aplenty and they are useful for providing frameworks for new leaders and managers. Where I work is by taking some of these frameworks and working with these leaders in their role/context and create actionable strategies to improve their performance in their role. I start by exploring their current experience and then weave the learning around that and thereby identifying how they can immediately implement the learning in their work.

“I went on a great course but when I got back to work…”

I dived into my emails and the work that had piled up and I never really thought about the course again.

When we attend learning events we attend and then are often left on our own to apply these. Using action learning principles, I support people to prepare for, create actionable strategies and reflection for improvement. My focus is on creating action strategies to apply learning on real issues and environment the leader is operating within.


“I can’t get the balance right…”

This leadership role is taking so much out of me, I feel like I am not enough at work or I am letting my family and friends down – there has to be a better way.

Working with the Global Leadership Wellbeing Survey I help leaders create strategies that tackle wellbeing priorities head-on. It is a holistic, evidence-based tool that delivers insights into what shapes and sustains the leader’s success at work and at home.  Combined with coaching this results in sustainable change.


“We just aren’t having the right conversations”

We finish meetings with a whole lot of actions and never seem to tackle the things that would really make a difference. There is a lot going on behind the scenes that is not spoken about. 

The individual skills of team members to have conversations is a determinant of what can be talked about in the workplace. Add to this the conversation culture and practices of a team will enable or disable conversations to occur. My focus is on building individual skills and facilitating the development of team conversation practices to broaden the scope of conversations that can be held. This enables feedback, performance improvement, learning and problem solving capabilities. I have worked with both individual leaders and with teams to make a difference in what can be talked about.