← Back to the workConsulting
with David.
How do your leaders support different people?
A new role, a growing team or a change in responsibility can bring different expectations of a leader. What do your leaders need to understand about themselves and the people they work with?
The work we could do
Explore individual work preferences, examine real leadership situations and practise conversations about feedback, delegation and support. Combine individual coaching with facilitated sessions where useful.
What you take forward
A personal development focus, approaches to try at work and a review of what people notice changing.
What helps this team work well together?
People bring different ways of preparing, contributing and making decisions. Which differences help the work, and where would clearer expectations be useful?
The work we could do
Use individual and team preference maps to explore how people work together. Facilitate a conversation about the team's purpose, decisions, responsibilities and day-to-day working relationships.
What you take forward
Working agreements the team has discussed, practical experiments and a way to review them together.
How does your team stay connected across locations?
Time together, focused work and access to colleagues can mean different things to different people. What needs to happen in person, and what can work well elsewhere?
The work we could do
Explore preferences alongside roles, customer needs and the realities of the work. Facilitate decisions about meetings, communication, availability and how everyone has an opportunity to contribute.
What you take forward
A team working agreement, a trial period and a review of what works for the people and the organisation.
What needs to change in how work gets done?
A new strategy, an integration or a different way of serving customers asks something of your culture. Which existing ways of working will support the change, and what else needs attention?
The work we could do
Map working preferences and explore how people experience the organisation today. Compare that with the demands of the change, making room for differences between teams and locations.
What you take forward
A shared account of what the change requires, priorities to address and actions with named owners and review points.
What helps your salespeople turn learning into practice?
Training provides ideas and techniques. What helps each person use them in conversations with customers, and what support do their managers need to provide?
The work we could do
Explore preparation, listening, questioning and follow-through using work preferences, practice and manager observations. Work on the conversations and situations your salespeople actually encounter.
What you take forward
Individual practice priorities and a coaching approach managers can review alongside your existing sales measures.