How I work

My approach

I start with situations we recognise. A conversation where we talk without listening, a request for help we’ve put off or a decision left unclear. That’s where presence, listening and a method become something we can use.

Try a listening exercise Explore my work

In practice

From paying attention to taking the next step

Observe before drawing conclusions

Notice what happened and ask how the other person saw it. Their perspective can help us see what we missed.

Try a different way

Try a question, a pause or a clearer way of making a request. In groups, I draw on psychological safety, Action Learning, Theory U and emotional regulation, depending on the situation.

Choose what to carry forward

Name what made a difference and choose when to practise it again. If the change depends on several people, agree who will do what and when you’ll talk about what happened.

Themes

How I apply this approach in different situations

  1. When pressure becomes overload

    Mental health and well-being

    Emotional regulation, energy management and well-being practices for leaders and teams facing high demands and change.

  2. When important issues go unspoken

    High-performing teams

    Team development grounded in psychological safety, trust and difficult conversations, so people can handle conflict, learn from mistakes and make decisions together.

  3. When rework drains the team’s effort

    Clarity and collaboration

    Facilitation to clarify processes, roles and decisions and reduce confusion, rework and overload across people and departments.