Author Archive

Introducing …. Martin Wilson

Martin Wilson, our excellent Executive Coach here at Sheridan Resolutions, is an experienced professional in the world of leadership and talent, working internationally since 2001 with clients across both the public and private sectors. Prior to 2001, acquired multi-sector experience in senior leadership development roles within large corporate environments, including Retail and Financial Services.

Martin’s coaching style is to create a safe space within which to explore challenging issues. His approach is tailored and skilful; he senses when to push and provoke and when a more sensitive approach will yield more sustainable results. It is extremely easy to build trust with him, which allows coachees to make rapid progress. Able to navigate with ease from practical skills to the deepest work on personal barriers or drivers, he successfully opens up more choice and confidence in how others lead themselves, lead others and deliver results.

Have a look here at Martin’s thoughts on how leadership is a matter of mindset.

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Leadership – a matter of mindset

Here are some thoughts from Martin Wilson, Executive Coach here at Sheridan Resolutions on why leaders must be given time to think about their development and perspectives.

 Leadership is first and foremost about mindset. Why? Because, like life, work does not happen in conveniently packaged and predicted events – it mostly just happens. To respond effectively in those unpredicted, unscripted moments – how a leader chooses to ‘be’ – relies on a solid sense of who they are.

This is not only about the tools and techniques they may have learnt, but a solid conviction about the ‘right’ course of action. With this new instinctive response, the former can of course help. Without an instinct to help those struggling, to forego short term wins for long term gain, to be prepared to reflect or facilitate answers from others rather than fix oneself, tools and techniques can quickly gather dust. It’s ‘action logic’ that demands leaders’ attention – how are they ‘being’ in the day-to-day of leadership? Mindful of relationships, driven to grow others and intolerant of disrespect? What they notice and overlook in these every day moments is what defines them.

As Sheridan Resolutions, we create an environment to challenge senior leaders to be the best they can be. Given the pressures on a modern leader, businesses need to give their top people the time to think about their development and the space to make good decisions for the benefit of themselves and the organisation.

It is these moments that will define a leader. It’s about instinctively asking the question, ‘what would be helpful to you right now?’, because at the heart of their leadership sits, amongst many, a conviction that this is their role and responsibility. Lacking that, other instincts kick in, the moment passes and the opportunity is lost.

On their journey, leaders need to take care that their beliefs and instinctive responses / actions are fit for the leadership purpose and not relics of some earlier life and role. This may require jettisoning old ways of thinking, and re-equipping themselves with new ones and so leading with intentionality, until that becomes embedded as new instincts, which can be heard by others as new questions, new phrases.

Language is the pinhole of perception and that’s why the very best leaders take great care first over mindset and the way in which they are expressed through conversations.

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Keeping global teams focused and engaged…

There’s a big emphasis currently on a growing challenge – managing remote teams and keeping them focused and engaged. Global teams have the potential to help organizations reach new markets and provide a seamless brand experience for customers across the world. But for them to work well, team leaders need to make sure all members feel connected and engaged, regardless of their location or culture.

How can we make global teams work more effectively? The further apart we are, the closer we need to be – and feel. Remote leaders and disparate teams, once unusual, are now commonplace. The international perspective of even smaller businesses, allied with new technologies, has made it necessary to work collaboratively across distributed teams.

However, at Sheridan Resolutions we think that too many organisations focus their efforts on the processes of making global teams work, but take for granted the management practices required for success. It’s important to put extra effort toward managing what remains an essentially human challenge. A move towards team-based leadership, particularly when teams are distributed, usually requires a careful and clear focus on coaching new leadership styles.

Distributed team members need to have sharp antennae around how and when to relinquish control and, in so doing, show extra respect for the differing perspectives and approaches of those who work for them. This helps to keep all members of the team motivated.

Keep looking at our blogsLinkedIn and twitter for more details on this and other subjects and at our website – www.sheridanresolutions.com.

And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Lloyd’s Learning Week: Sheridan Resolutions Associates shine …

It was so great for Sheridan Resolutions to be invited to run “Nip Conflict in the Bud and Strengthen Workplace Relationships” at Lloyd’s Learning Week. Lloyd’s Learning Week, for those who don’t know, is in its third year and combines the best of strengths in technical training and professional skills development to reach the whole of the Lloyd’s market. Thousands attended over the week in what has grown into a hugely successful event!

Our thanks to our wonderful Sheridan Resolutions associates Tracey Fox and Martin Tiplady for delivering a great session – see also our blog on the subject. Martin has held HR Director roles in both private and public sectors, most recently as HRD of the Metropolitan Police Service. Tracey combines her background in business psychology and over 15 years in the field of dispute resolution and executive coaching to help people find solutions to workplace conflict. We are so proud to have them working with us.

Martin and Tracey showed that facing conflict at work can feel incredibly challenging and stressful to most employees and managers and dealing with it well is no less of a challenge. An ability to nip staff disputes in the bud, when practised effectively, can become a major skill in both work and life. It is not only key for limiting damage, but it can actually strengthen workplace relationships.

Keep looking at our blogsLinkedIn and twitter for more details and at our website – www.sheridanresolutions.com. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

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How to pre-empt and deal effectively with conflict in the workplace

Facing conflict at work can feel incredibly challenging and stressful to most employees and managers and dealing with it well is no less of a challenge. An ability to nip staff disputes in the bud, when practised effectively, can become a major skill in both work and life. It is not only key for limiting damage, but it can actually strengthen workplace relationships.

It is so important for leaders and managers to pre-empt or deal effectively with any type of conflict situation in the workplace. These skills will help you be able to:

  • Diagnose the source of the conflict and be clear on how to engage with it
  • Recognise different approaches to engage with conflicts and identify those which are most effective to use
  • Use trusted frameworks to navigate through difficult conversations.

Conflict coaching is a set of skills and strategies used to support peoples’ ability to engage in, manage, or resolve conflict.  During the process, the conflict coach works with a coachee experiencing conflict with another person.  Conflict coaching enables the coachee to openly talk about the conflict with a neutral third party (the conflict coach), consider options for managing the conflict, and design an approach to discuss the conflict with the other person.

Conflict coaches can serve as a confidential listener, to help the coachee to see the situation from all perspectives, support the coachee in considering options, and help the coachee to come up with a plan of action to deal with the conflict.

Keep looking at our blogsLinkedIn and twitter for more details or visit sheridanresolutions.com to find out more. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

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The hidden benefit of executive coaching

Our lead article in this week’s Sheridan Weekly reveals a hidden benefit of executive coaching. The growth of the executive coaching industry has been well documented in recent years. But there is one key asset that is frequently overlooked – the potential to unlock talent and capability.

Executive coaching necessitates a change in leadership style – managers don’t have the specific answers, so they no longer need to waste time pretending that they do. Instead, they should move to a position of enabling learning and creating knowledge within their teams. Everyone needs to be learning constantly, including managers, and increasingly their purpose is to create the conditions that make it as easy as possible for others to do the same.

At Sheridan Resolutions we know that to develop a coaching culture requires an understanding of this learning mentality – and its individuality, because everyone has their own learning style. As the business coaching pioneer Sir John Whitmore once noted:  “No two human minds or bodies are the same. How can I tell you how to use yours? Only you can discover how, with awareness.”

Coaching is there to fill that gap and unlock the potential in each individual, yet only around one-third of organisations make use of it in developing people for executive roles. Most continue instead to rely upon customised training and developmental job assignments as the foundation of their leadership development approach. Yet executive coaching can be far more effective as part of an overall learning strategy rather than a standalone.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.


Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Teams need both individual and collective impetus

There’s a lovely lead article in this week’s Sheridan Weekly about team development. For teams to become more than the sum of their parts, it says, effective team development requires the nurturing of both individual and collective skills, as well as behaviours and attitudes beneficial for team dynamics, cohesion and trust.

Collective and individual development needs to be aligned and synchronised. Team performance increases when individual members are progressing, while collectively working towards a team development.

This very much echoes the themes of our recent Sheridan Resolutions Breakfast Summit Series on Team Coaching, aimed at HR thought leaders and senior business decision-makers – and a forthcoming paper on the subject.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Conflict Resolution in the Workplace

At Sheridan Resolutions, we’re really excited about the next event in our 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. This event, later this month, will deal with “Conflict Resolution in the Workplace”.

At this breakfast, we will lead an interactive discussion on the resolution of day-to-day and high-profile confrontations at work. We plan to stimulate a debate with you on which conflict resolution approaches can be put to use and when for maximum impact.

Facing conflict at work can feel incredibly challenging and stressful to most employees and managers, and dealing with it well is no less of a challenge. More than ever, inappropriate behaviours and bullying and harassment allegations are at the top of the people agenda. We share alternative options for addressing these swiftly and discreetly in the least way damaging to the business and your staff so you leave the breakfast with a clear set of practical ideas to take forward.

A Thought Leadership Paper will follow to help you reinforce key learnings for the benefit of you and your business which will reflect the input from attendees at the session.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Executive coaching: The importance of trust

There’s a really good lead article in this week’s Sheridan Weekly around that vital ingredient of executive coaching – trust. In the absence of trust, it says, executives tend to be defensive rather than candid, making it hard to identify the core drivers that underlie their performance. Without trust, it’s also difficult for the person to take the “leap of faith” necessary for considering alternative ways of thinking or experimenting with new behaviours.

Leaders face a difficult and growing challenge: they need to give leadership to those who know far more about a particular business process or specialism than they do. This necessitates a change in leadership style – managers don’t have the specific answers, so they no longer need to waste time pretending that they do. Instead, they should move to a position of enabling learning and creating knowledge within their teams. Everyone needs to be learning constantly, including managers, and increasingly their purpose is to create the conditions that make it as easy as possible for others to do the same.

To develop a trusting executive coaching culture in this new environment isn’t easy. It requires an understanding of this learning mentality – and its individuality, because everyone has their own learning style. Executive coaching is there to unlock the potential in each individual and trust lies at the heart of its success or otherwise.

Keep looking at our blogsLinkedIn and twitter. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Would you employ the “you” of 30 years ago?

“Would the 54 year-old me employ the 24 year-old me?” That’s the great question John Neal, CEO of Lloyd’s asks himself every morning to keep inclusivity towards younger perspectives at the front of mind. I was so happy and proud for Sheridan Resolutions to hear John and many other inspirational people in supporting the “Leaders of Tomorrow” conference last week.

This was a very special day. Younger members had the opportunity to express their views on what they feel needs to happen within the London Insurance market firms to ensure it attracts the right individuals to satisfy changing customer demands and meet the future market challenges.

Look at the video of John Neal in this link or scroll down this week’s Sheridan Weekly. In it, he talks of the importance of putting inclusivity at the top of every boardroom agenda and floats the increasingly popular ideas of shadow young executive teams and reverse mentoring.

What I took away was the importance of creating time and space to keep checking in with one’s own inclusivity. This means communicating with bravery, listening to views from every possible source and, where necessary, taking bold decisions.

Keep looking at our blogsLinkedIn and twitter. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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