Coaching: a powerful way to develop people


Coaching helped Emma to take a step back and consider what ‘walking in the shoes of others felt like’

Coaching helped Emma to take a step back and consider what ‘walking in the shoes of others felt like’

Emma, a newly minted graduate, was writing and producing her first professional play for an arts festival. It was proving a challenge – there were an awful lot of ‘firsts’. Coaching helped Emma deal with these

There was a lot for Emma to do. She was not only writing the play but was organising sponsorship, to briefing the media. In addition, she was managing people for the first time. She found this wasn’t always straightforward – and she had no training or experience to fall back on. Emma identified her top three challenges as follows:

  • Getting people with poor time management skills to deliver on time
  • Setting priorities and establishing a plan that was proportional to what needed to happen
  • Keeping relationships in good shape while under pressure

What Emma learnt

As the coaching dialogue developed, Emma realised that under pressure to deliver she was over-using some team members. Coaching helped Emma to take a step back and consider what ‘walking in the shoes of others felt like’.

Her coach then used of predominantly ‘how would you’ questions to prepare her future interactions. For instance, one puzzle was how to adapt to and collaborate with some people. This proved to be about having the confidence to nurture people while under considerable personal pressure to keep relationships intact. However, deepening relationships is one of Emma’s strengths.

POST SCRIPT: Emma’s play made a profit and got great media reviews.

 Emma says…

 “What was really great for me was walking away feeling motivated – and with a plan. Best of all, I was able to undertake the actions discussed, or was able to adapt them to our ever-changing circumstances.”

Read more here:

Reach us at 07779 345 499,

Marjorie Raymond

T: 07779 345 499


We have experience in developing senior managers and their team memebers – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Individual and group coaching
  • Mediation, to address workplace conflict, read more here…Mediation how to avoid conflict
  • Personal development activities
  • Special projects, secondments and assignments
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations  Continue reading →

‘Straight Talking’ Make change easy

Create change through conversations

Create change through conversations

Straight Talking

Making change easy

Too often moaning and groaning is the only communication people expect – and get!

What a shame when those first meetings present the best opportunity to introduce change positively. And if this opportunity is missed it can even imperil the change programme.

This is the time to listen, and to understand, what is being said – and not being said.

This is the time to use dialogue, to help people think through the possibilities, and to help them create the necessary workable solutions.

You know this is happening when people say:

“We are ready to go. We don’t need to talk any more. We’ve sorted out what needs to happen for us to work well; we know how to make this work for us. Now we just want it to get on with it.”

 MWR Consulting’s ‘Straight Talking’ approach helps to create just such a ‘right’ environment for change. We are forward- focused – which leads to action.

We use workshops to help develop dialogue skills, so you can properly address the challenges you face. Our workshops allow you to challenge yourselves – and your organisation too – as to how ‘Straight Talking’ you really are.

Call us to today on 07779 345 499

For more information about ‘Straight Talking’ click here: Straight Talking create change through conversations

Build Stakeholder Relationships

Stakeholder's need you to help them create understanding about their change management  activities and resulting business value

Stakeholders need you to help them create understanding about their change management activities and resulting business value

It’s important to build stakeholder relationships quickly, as this gives everyone time to get to know one another.

Robert Stake (yes, great that his name mirrors his interest in stakeholders) has made it part of his life’s work to understand stakeholder relationships. He has developed an approach called “Responsive Evaluation”. It does what it says: the approach shows how to respond to stakeholder needs and wants, motivating them to engage with you.

I find the best way to explain this to stakeholders is to tell a story about the journey and the changes that will result. Do this in a way that makes it easy for the stakeholder to grasp. Good approaches include:

  • Create understanding. Link relationships about your change and planned business value
  • Enhance links using holistic information: be descriptive, say how. Also, provide process information
  • Acknowledge the personal and political aspects of decision-making
  • Shape data into information rather than just collect reams of data

You also need to scout out the organisation by asking good questions, such as: who is in a decision-making role? Why are your changes important to them? What values, biases or experiences may influence judgements about changes?

Also, find out what your stakeholders want to know? What questions do they have about your changes? How are they going to use the information they receive? What decisions may be coming up around your changes.

You need to help your stakeholders focus on the important questions their people have. Surveys, for example, give a good overview and also provide a baseline for plotting progress, with the aid of repeat survey activity.

Focus groups and interviews are also useful as they provide detail about emotional states. Best of all, they can reveal people’s “lived experience” stories.  Stakeholders can use these stories to act on expressed feelings.

However, activities need to be proportional to the change; one size does not fit all. But remind your stakeholders that people’s beliefs and values are more affected by metaphors, stories and anecdotes than they ever are by statistics.