I have a particular interest in workplace problems and organisational issues. I offer executive coaching and employee support, helping people to address the many pressures they face in the modern workplace. I have experience as both a manager and a trainer. I originally trained to be a solicitor and my workplace issues expertise is informed by my legal experience in the commercial sector, which has included roles in a city law firm and a large plc.

As well as issues of workplace stress, bullying, redundancy and career change, clients bring a whole variety of anxieties and concerns connected with:

  • Dealing with the anxieties of a new role – particularly in relation to taking up responsibility and authority, and colleagues’ response to that.
  • Being overloaded with information and ever-increasing complexity while still being expected to improve results.
  • Responding to crises and traumatic events in the life of the organisation, and offering appropriate support to affected colleagues.
  • Moving from management to leadership, with the challenges of bringing more of yourself to colleagues. Learning to step out of the more familiar aspects of the role, and to delegate old tasks to make space for new ones.
  • Coping with a personal crisis that makes your role feel overwhelming or impossible. This may be due to a particular work situation triggering underlying issues, or the effect of similar difficulties emerging in work and at home.
  • Thinking beyond the boundaries of your own department to the wider organisation and context it works in.
  • Having to take more risks or make judgements quickly – particularly when previous roles have been focussed on avoiding risk and uncertainty.
  • Addressing confusions about boundaries – particularly the boundaries of different colleagues’ roles and the tasks they are responsible for.
  • Becoming more visible within the organisation, or increasing engagement with external clients and customers. Playing a greater role as one of the faces of the organisation.
  • Dealing with unhappy, angry or underperforming colleagues. Facing heavy demands for specific swift results from your own manager while being expected to manage others in a more consensus-based manner.