René Carayol – Collaboration is the New Leadership

Whilst writing my latest book, Spike, ‘game-changing’ elections took place in both the UK and the USA. It was becoming obvious to me that our enduring model for society based on mutual trust and respect was perhaps in danger of falling apart.

This is not just because of the way technology has enabled us to spend ever more time in isolation with only our gadgets for company, but also the rise of the cult of the individual and the invidious growth of ‘me and my own’ as a mindset.

Spike is part of the “Strengths Based Revolution”, an uplifting shift away from the fixation with developing our weaknesses but celebrating and capitalising upon our strengths.

The whole Spike philosophy demands the humility to be honest about your limitations and seek out those with the complementary strengths (Spikes) that will bring the best out of you and them. This is the new collaboration, built on positive interdependency. The Spike philosophy works wonders for every individual’s confidence, self-esteem and performance, but it is even more powerful when addressing the construction of teams.

The days of the boss inadvertently appointing their direct reports in ‘their image’ should be long gone, but unfortunately, there are still far too many instances where they not only have similar character traits, but also look quite similar as well.

Business has become far too fast moving and markets are so much more unforgiving that diverse viewpoints and experiences within all teams have become a prerequisite for sustainable success.

Absolutely everybody today understands why collaboration is a necessary part of every high performing culture. Sports teams have practised this for many years now, and no successful sports teams ever achieved success without true collaboration being at the heart of all they do.

The logic is unimpeachable, but not many businesses ever appear to really master this. Why?

It is important first to understand the tangible benefits of having a truly collaborative culture:

  • Better Decision making
  • Better use of resources
  • Better outcomes for customers

No one can argue with the above – so why don’t we see more of this?

For better or for worse

Let’s start with the obvious, ‘turf’. So many of us have fought so hard to move up the corporate ladder and eventually get into a position where we can actually ‘call the shots’ and make the decisions that matter. Having got there, it’s not easy to relinquish the desire to continue to make and take decisions on your own, no matter what the corporate cost. This can lead to the reinforcement of ‘silo’ thinking and behaviour. Far too much energy being drained on internal rivalries and unproductive competitive behaviours.

When two elephant’s fight it’s the grass that suffers.

Secondly, most organisations still judge and measure their leaders on their individual results. This tends to kill any spirit of teamwork or collaboration. Sports teams have always been measured on how well the team does, no matter how many brilliant individuals they may have.

Great players don’t win trophies, great teams win trophies.

Collaboration must become one of the key threads of the culture. Therefore, new recruits need to be team players who embrace collaboration by both attitude and behaviour. There is still a tendency to recruit or appoint the ‘super star’ who always delivers despite being a self-serving ‘lone wolf’. This must change for true collaboration to work.

By building teams with all members having the opportunity to capitalise upon their differing Spikes, this encourages collaboration as nothing is best done alone anymore. The weaving in and out of each-others talents can be very powerful and energising for all involved.

The Chief Executive and the top leadership team in the business must exemplify the traits of a strong interdependent team. They must be seen to be truly committed to each other’s success. They are the most influential positive role models.

Light the blue touch paper but stay close

It is instructive to look at the recent high profile corporate failure at Uber, it was clear that it celebrated and thrived on the cult of the individual. It was inevitable that for Uber to continue to succeed, it needed a very different type of leader than the mercurial Travis Kalanick. He brought drive, ambition and forcefulness that left its strong imprint on the culture and values of Uber. Without the determination, drive and massive self-belief that Travis clearly brought, perhaps Uber would not be the most highly valued start up in history.

The now leaked ‘values’ of Uber included Always be hustlin’, Let Builders Build, Meritocracy and Toe-Stepping, and Principled Confrontation, these alongside the perhaps not mentioned but manifestly real, the resilience to never back down no matter what the odds, this goes against everything that collaboration stands for.

Despite the media out roar, and the many resignations, the sexual harassment claims and the loud complaints of the Uber drivers on being treated unfairly, the leadership remained ‘tone deaf’.

The lack of diversity at Uber was now coming home to roost. Group think soon led to bad group behaviour.

All for one, and one for all

Airbnb are a very different successful Silicon Valley Start-up, they have taken a contrasting approach.

Firstly, and insightfully, they have a disproportionate number of women at the top of the organisation. Whilst this is admirable for many different reasons, it is cleverly and perhaps uniquely a formidable driver of collaboration.

All historical research provides hard evidence that we tend to breed our men to be dominant, single minded and to back their judgements nearly without consultation. Whilst there might be a little bit of exaggeration to this, there is far less exaggeration when we take a close look at how women tend to lead.

It is so much more about consensus, thinking much more about linking than ranking.  The ability to rise to the top of the organisation without being fixated upon the power of office but far more about the privilege of leadership. Again, perhaps reflecting the traditional methods of socialisation for girls just about everywhere.

Secondly, Airbnb talk a lot about ‘belonging’. This is underpinned by not only its commitment to its mission and values, but also to its unrelenting belief in honest, two-way communication. They have instituted bi-weekly ‘world calls’, where all of their employees (called “airfam”) from all over the world join on live stream. They also have many local two-way communication informal meetings which encourage both transparency and vitally, lubricates a collaborative culture.

There was a time when the business initiative fitted nicely and neatly into a function or a business unit e.g. “finance can deal with that, or it’s a marketing issue”.

Nowadays, it is very rare that the mission critical initiative or burning problem fits neatly anywhere. It is far more likely to be cross functional and cross business. And therefore, demands some support from Operations, with some guidance from Finance, and maybe the HR function needs to get involved.

How can this work without collaboration being at the heart of the company?

Well it just can’t!

Working together, winning together

Leadership has always been difficult, and so it should remain. We are generally handsomely compensated for being the leader, this can be in monetary terms but it is far over shadowed by the special status we are given. Leaders have the ability to change people’s lives and their livelihoods for the better- this is a huge privilege.

There was a time when the people served the leader, increasingly today, the leader must serve the people.

Traditional cultures tended to ‘challenge down’ and ‘support up’, progressive and successful businesses today now practise the opposite, they ‘challenge up’ and ‘support down’.

Not many businesses have yet figured this out, let alone practice it, until they do collaboration will never become the natural order of things at work.

Whilst collaboration adds the benefits we have discussed, it rarely happens without enlightened leadership like at Airbnb to make it today’s reality.

We need to appoint a new set of leaders that think less about themselves and much more about the good of the organisation and their people. The future of leadership looks increasingly like a decisive argument for much more women at the top of organisations.

They tend to feel truly committed to each-others success rather than obsessed with their own personal success.

Let’s be clear, partnering without reciprocal benefits is no panacea. It does not always work. You have to mean it, and really want it and work at it. This is so much easier and when there is an obvious interdependency which the Spike philosophy delivers by calling on each-others standout strengths (Spikes) and fuels healthy and sustainable collaboration.


Find out more about René here.

James Nathan – The Power of Happy

In an age where good customer service is so hard to get and business is often tough, I am amazed at how little attention some businesses pay to the first, whilst moaning on and on about the second.

Hello, can someone serve me please?

This morning I went into the village to get something from the chemist. I stood in the shop watching the staff chat with each other, and joke around whilst ignoring me. They knew I was there, they even looked over at me a few times, but no one asked if they could help. No one paused for a moment to explain that someone would be with me in a moment. No, they just ignored me until I asked if someone could sell me something.

Sell me something. I’m pretty sure that’s why they are there….

This baffles me. The chemist is in the service business. Surely they want to make a profit? Or maybe they don’t care either way? If I’d had an option to go somewhere else I would have done, but there is only one chemist shop in the place. Maybe this is the problem.

In stark contrast to the chemist is a little cafe down the road, aptly named The Village Cafe. Regardless of the time of day or the weather outside the staff are always happy and welcoming. It’s a nice place to go for a sandwich and a drink. A place where people smile at you, and make you feel like they want you there.

Sadly this was not always the case. The cafe been through quite a few guises and owners in the past few years, and has recently been taken over and again re-vamped by a yet another new owner. A happy, bubbly person, who has made a big difference.

That was then, this is now.

Not only is the food much nicer and the atmosphere more pleasant, but the staff are happy too.

In the past the welcome was less of a welcome and more of an inconvenience. The owner’s tone was often short and rude. His staff were miserable, and it showed.

Most of all it showed on Laurel, the girl behind the counter. Laurel was simply unhappy, and barely looked you in the eye when she served you. Although she did the job she was paid to do, and I always got the impression that given a chance she would have been anywhere else.

That was then. If you go into the Cafe now you will see a very different person. You will get a very big smile and welcome from Laurel. She will ask how you are, taken an interest, look you in the eye. Laurel is happy, the rest of the staff are happy, and you know what? The customers are happy too.

An important forgotten truth.

The previous owner had forgotten one very important customer service truth: Our staff treat our customers the same way we treat them.

A fact that the new owner Viv knows only too well. She treats the staff amazingly. She looks after them, and in turn they look after their customers. They take the same pride in the place that Viv does. They enjoy their work the same way Viv does. They want you there, the same way Viv does.

The previous owner went broke. Under Viv the business is booming.

Interesting lesson there for us all don’t you think? Is your business the chemist or the cafe?


Find out more about James here.

Carole Spiers – Is Resilience the Best Form of Defence for your Organisation?

Carole Spiers

What is resilience?

Resilience is an innate quality found within us all. It is largely based upon our own beliefs, character and experiences but also by our perspective and mental state. How we approach and respond to failures or setbacks. This means despite starting out at a lower vantage point, we all have the ability to improve and build positive mental habits, increasing our resilience.

Events happen all the time in our lives. You cannot entirely avoid pain, difficulty or tragedy. At some point, these things will present themselves. It is a part of the human condition that goes with everyday living, but you need to know how to meet it and move on.

Why is resilience important?

Knowing that you have an inner strength to bounce-back in difficult times can be a comfort and a personal empowerment. Instead of constantly worrying about fear and uncertainty, you can acquire reassurance in the knowledge that you have the fortitude to survive. This will greatly help you in your toughest hours and prove useful time and time again.

Personal resilience is also about becoming a stronger person as a consequence of meeting and overcoming any obstacles to your happiness and progress in life. It is an essential, inner resource and an invaluable asset when safeguarding your own wellbeing and the wellbeing of your teams.

Today’s business world encourages an ‘always-on’ lifestyle. It’s a fast-paced environment that promotes 24/7 connectivity. You might be expected to respond to emails at the weekends or perhaps it’s recommended that you stay late during busier periods. Your organisation might be following a more for less approach, resulting in your desperate efforts to reach impossible targets. Trying to meet these expectations is what can lead to stress in the first place as you struggle to cope with the constant pressure or you run yourself into the ground, finding yourself on the road to burnout.

Not only this, but it’s an ever changing world. Companies are always looking to improve, expand or increase something. You might find yourself having to get to grips with new technology, new systems and might even worry that eventually they’ll start looking for new staff, leaving you feeling vulnerable and at risk. You might start to feel unsure about the changes you’re facing at work, and worried about your place and role with the company. This level of uncertainty can lead to increased stress which you might feel you lack the ability to control as you don’t have the answers you need.

Management is key

For senior management, resilience is the key to being adaptable. It can help you to view change as an opportunity and to learn from those things that didn’t work, rather than remaining fixed in one direction or feeling defeated in the wake of failure. It isn’t just about recovering quickly, but the consequential learning is just as valuable. Knowing and preparing for the possibility of setbacks to occur is a huge part of acquiring and utilising resilience.

You can Increase your Resilience by:

Building relationships: Maintain close contact with those around you who you trust. Being able to rely on the right people, with the assurance that they’ll be there for you, can prove vital in getting you through hardship.

Taking the learning out of crises: When things go wrong, take the positive learning that comes out of the situation and do not to fall into ‘victim’ mode. It may not always be recognisable immediately, however pinpointing what you can to make you grow will make you stronger, wiser, and tougher.

Accepting that change is part of living: Nothing stands still – that’s life. This is why running from or resisting change is not an option. At some point in your life, you will have to face it. Acknowledging it and accepting it is the first step.

Focusing on your goals: Never lose sight of where you want to be, both now and in the future. Other things or people may take priority now and again but remember what you want and remember why you want it.

Taking action: You will always feel better by taking control of the situation, however insignificant it may be. Many people become more stressed and unable to deal with a given situation because they feel helpless. Don’t be a result, be the force.

Keeping things in perspective: Don’t let one bad situation affect your overall view of life. It is normal to feel disappointed, but you should not be defeated. Life has plenty to offer, good and bad, so keep this in the back of your mind whilst you ride out the bad.

Practising mindfulness: This mind-body approach will help you to change the way that you think and feel about stressful experiences. Much of our stress is caused by worrying about the future or over-analysing the past. Mindfulness teaches us to be present, meaning you have nothing to think about besides that very moment.

Looking after yourself: Eat and sleep well. Exercise regularly and take time out for those things that you really enjoy. Mix with positive people who will make you feel good about yourself. Neglecting self-care will only make you feel even worse.

Key Learning Points

• Being resilient means that you know you have the capacity to bounce-back!

• Resilience is hugely important in the workplace as it requires and promotes the ability to adapt, to remain inspiring and motivating through difficult times, to collaborate and encourage those in your team, and to embrace and respond positively to changes.

• Resilience enables you to take the reins of your own mental and physical health and wellbeing and determines how you react to events outside of your control.

• Resilience is the best form of defence for you and your organisation.


Find out more about Carole here.

René Carayol – Talent: How to Have it and How to Keep it

René Carayol

It’s Harder Now Than It’s Ever Been
There are a huge and growing number of extremely talented young people in our world, but the traditional deployment of the hierarchy of business does not always see or allow the most talented people to be at the top of the organisation.

Given the electrifying pace of business today, it’s no longer feasible for the CEO or even the ‘C-suite’ to be on top of everything that is going on in the business. Consequently, they are not always the best initiators of new activity or solvers of today’s problems.

Therefore, progressive leaders will always look to harness the talented people that they can learn from all over the business. They also look to hire employees that can bring something new to the table, and who vitally, believe in the company’s values.

And, to ensure that these gifted people are kept happy, they must be recognized and treated well no matter where these special people lie in the hierarchy.

There is nothing more tragic than when very talented people just aren’t a good fit for your organization, but more often, the real problem lies in a leaders’ inability to harness or align their employees’ talent to the mission.

Either of these situations can cause employees’ talent to decay or, worse, give them a reason to move on to a more engaging position at another company.

Your job, as a leader, is to recognize when your talented people at all levels aren’t being used to their fullest potential and correct the situation.

Never Stop Learning
I had the very special opportunity to interview Laszlo Bock in London, when he was the Senior VP of People Operations at Google, at the launch of his book “Work Rules!” Laszlo shared brilliant insights from the inside of Google, and how Google treat their people.

With the importance of keeping talented people, Laszlo Bock emphasised the need to “do the right thing” and ensure that you are fair across the board with your employees.

“Empowering employees” was proven to increase productivity and performance within the workplace and keep those talented people happy. “Even in a time of flat wages, you can still make work better, make people happier. Indeed, it’s when the economy is at its worst that treating people well matters the most”.

When looking for new talent, Jonathan Rosenberg, former SVP of Products at Google says: “When you’re in a dynamic industry where the conditions are changing so fast, then things like experience and the way you’ve done a role before isn’t nearly as important as your ability to think.

So, generalists not specialists, is a mantra that we had internally that we try hard to stick pretty closely to. Specialists tend to bring an inherent bias to a problem, and they often feel threatened by new solutions.”

When Talent on its Own isn’t Enough
Leadership author, Chris Cancialosi states below some common talent issues leaders’ face that could hinder your business’s success in building high performance teams:

• The “lone wolf”: The lone wolf archetype makes for a great western, but in today’s hyper-connected business world, that mindset just doesn’t work. You could have the smartest guy in the industry working for you, but if he can’t interact with the rest of your team, he’s ultimately a drain on morale and productivity. A successful business requires a team of people who make use of each person’s talents through effective and productive communication and collaboration.

• Misaligned talent: Businesses can fall victim to misaligned talent for many reasons, but what happens far too often, time and time again, is talent being evaluated based on short-term operational needs versus long-term business goals. Perhaps you needed someone to fulfil certain responsibilities at a pinch when your business was growing, but now that person is stuck in a role where her talent is being wasted. Leaders must be able to see past pressing operational needs to the future performance of the company, which includes putting your best and brightest in leadership and strategic roles.

• Disengaged talent: If a talented employee is bored or unmotivated, they’re not going to perform to their highest potential. Getting employees out of their comfort zones, but not in panic mode, will help employees feel like they’re contributing to a greater cause and experiencing individual development. Those employees will know they are truly putting their strengths to good use and will go above and beyond for your business. However, fail to provide a challenge that fully utilizes an employee’s talent, and that talent will start to mould.

How to Align a Team’s Talents
Business moves very fast today. Often, business leaders get caught up with other priorities and let the performance and direction of their teams fall by the wayside. Here are three simple remedies to get your talented people back on track:

1. Engagement: The most effective way to align a team’s talents is through honest ‘in person’ dialogue. Don’t assume that the environment is both positive and enabling. Take the time to evaluate internal processes and dynamics, and there’s no better way than hearing from your team about what is – and isn’t – working.

This will help create alignment and do more for your team’s energy and morale than any task management system or monetary bonus ever could.

2. Look at your business objectives: When you enable your valuable talented people to be part of the decision making in how they are best deployed in the context of business strategy, they will start to naturally align themselves.

Leveraging the strengths and preferences of employees according to where they fit within your long-term business objectives will naturally bring out the best in your people and organization as a whole. This will help ensure that all employees know their roles and how their actions contribute to the bigger picture.

3. Put the right people in the right seats: Jim Collins said it best in his seminal book, ‘Good to Great’, when he advised that the right people need to be put in the right seats on the bus to drive performance.

If your goal is building a high-performance team, find the right roles and responsibilities for the right employees. Find out what your employees enjoy doing and what motivates them to determine where they are best suited.

How to get Noticed!
OK, so you believe you are talented, but how do you stand out from the crowd and get noticed? In my interview with Laszlo Bock, Laszlo stated that when he decided to move into HR, he knew he would do well because he stood out from the crowd.

How? He had a different skill set, he could bring statistical and analytical knowledge to the role, so that he could put together evidence-based experiments in the workplace and show the ways to improve productivity among employees, happiness in the workplace, amongst many other things.

Laszlo strongly suggested honing your skills so that you could bring something new and different to the table that would benefit your organisation, and get you to the top faster.

The Customer is Kin
In Brad Stone’s The Everything Store, former Amazon executive Jeff Holden was quoted as saying that “PowerPoint is a very imprecise communication mechanism. It is fantastically easy to hide between bullet points. You are never forced to express your thoughts completely.”

Amazon founder, Jeff Bezos, defined the antidote. Every time a new feature or product was proposed, he demanded that the narrative should take the shape of a mock press release. The goal was to get employees to put some real life and energy into writing an exciting and accurate pitch for resources.

This meant starting with something the customer might see first, the public announcement, and then work backwards from there.

Instead of using PowerPoint presentations to kick start new initiatives, Amazon uses a narrative format called the ‘Mock Press Release.’

According to this disciplined approach, for every new feature, product, or service that employees intend to pitch within their divisions, they must produce a press release-style document aimed at exciting a hypothetical Amazon customer on their first hearing about the initiative.

At Amazon they feel that if something isn’t exciting or even interesting enough for a customer and can’t be succinctly expressed in a mock press release format, Amazon probably shouldn’t invest in the idea.

Should the pitch for resources prove to be successful, the second stage becomes all important for having the right talented people come on board. By enabling the employees to volunteer themselves and explain why they believe they are suitable for this project and the role they have in mind.

The psychological contract for work moves to an emotional investment in each other’s success.

From Best Practice to Next Practice
• Build a culture of coaching – ensure everyone with people responsibility is trained on how to coach people

• Provide training, mentoring, and guidance for your direct reports and ensure they do the same for their people

• Be crystal clear on your expectations – these are best reminded by personalized stories that inspire

• Develop a culture of frequent and straightforward performance management – everybody deserves feedback

• Plan for the future – don’t become fixated and locked into only short-term requirements

We will leave you with a thought from a good friend of ours, John Maxwell, who insists that the choices people make are extremely important, not merely the skills that they inherent. He says that successful people know that:

• Belief lifts your talent.
• Initiative activates your talent.
• Focus directs your talent.
• Preparation positions your talent.
• Practice sharpens your talent.
• Perseverance sustains your talent.
• Character protects your talent

You can have talent alone and fall short of your potential. Or you can have talent plus energy and ambition, and really stand out.

Whilst experience is still important, the ability to ‘learn, unlearn and relearn’ is probably even more vital. This will enable a far more open mind when selecting talented people that may not have much experience or exposure in this area.

Remember we can train any skills shortfall but will always struggle with an attitude shortfall.

“Do not punish people for being honest and truthful. The day we start punishing people for demonstrating honesty and truthfulness, will also be the day we start surrounding ourselves with liars and dishonest people. Reward the behaviour you want your people to demonstrate.” – Sanjeev Himachali

Find out more about René here.

Phil Olley – A New Term..?

The beginning of September is one of my favourite times of the year… and for me has always held a particular significance. Isn’t it something deep in our psyche about this time of year that makes us ready for a “new start”, a new term, perhaps a new harvest? There’s a keen sense of being back to a “normal” regime. This appears to ring true for many people I’ve spoken to recently.

Of course, throughout our lives this time of year represents such a new start – whether it’s the start of school at the age of 4 or 5, and subsequent restarts every academic year, or the start of college/ university, or even the start of new jobs and careers which often coincide with this time of year too.

The challenge, of course, is that the summer months can feel a disjointed period in business terms. And returning in September, once the holiday period is at an end, many people simply jump back in to ‘business as usual’ and before you know it, the sense of a restart, a new beginning, is lost.

It is important therefore, before jumping back headlong into the chaos, to capture the mood of the new term and use it to set a foundation for the rest of the year, and beyond.

A new term: getting back on form
So, how to make the most of this mood? There are 3 keys to getting back on form and creating the platform for an effective autumn term.

  1. Goals – revisit the long-term goals, the vision, and then make firm commitments to goals to achieve by the end of the calendar year. This is a logical, clearly identifiable, specific timescale embedded in our psyche… easy to set as a point for measuring and monitoring progress. It’s sufficient time to achieve something significant, and yet short enough to inject the urgency required to actually get cracking!
  2. Focus – Back after the summer break (and therefore refreshed), we are ready to return to business. Many businesses view this as harvest time; a time when they are particularly productive, and the market is buoyant. So it’s time to be focused to maximise the opportunity. Set some fresh groundrules around working practices and patterns, around performance expectations and standards. even if you’re a one-man-band, there’s merit in getting clarity around your work patterns and systems.
    This is a good time to create that focus because it’s a clear run to Christmas, largely uncluttered by Monday holidays or any significant disruption to the pattern of life and business. Summer holidays are behind us, and Christmas is still far enough away that no one is yet thinking of it (I hope!). It feels like a solid period where we can be focused, build a new strong regime, be organised and go for those goals which remain for the rest of the year.
  3. Plan your regime –Since we are equating it to the start of a “new term”, why not draw up an outline timetable to ensure that these new, fresh goals and points of focus can be fitted into the week. Get organised to succeed. Don’t just let the feeling of new term wither on the vine and find you are back to the old drudgery within a couple of weeks.
    And this is not just about business performance. On the personal front, it’s a chance to work off summer excesses! With it being still relatively calm, weather-wise, and with the evenings still light, I see people out and about on fitness kicks and so on. It’s a time for doing those night-classes, starting up hobbies, and generally filling life with all the great stuff.
    All of this is underpinned by a freshening up of the Success Mindset, with renewed high spirit.

“Sorting out your pencil case”
…was the way one of my long-term clients described getting back to business in September. And, as we have seen, there’s more to it than simply getting organised.
The whole process of re-setting can take a full day (or even longer) and that’s what puts many people off, and they end up simply defaulting back to habit.
It’s also a very powerful stimulus for the business mindset to have such a transition day, to allow you to feel on top of the game again, have a clear view of what the coming weeks are going to be about, and where your priorities are set. In so doing, you might at first feel as if you are a day behind, but your effectiveness will increase and you’ll soon “overtake” those who simply jumped back into the chaos.

Find out more about Phil here.

Michelle Mills Porter – Why are you waiting for permission to be who you are meant to be?

Michelle Mills Porter

I’ve lost count the amount of times someone has said “Thank you, for giving me permission to be me.” when I am going through their behaviour profile results, or their core values analysis report. But I have done nothing but hold up a mirror.

Why is it so ingrained in us that we have to wait for permission to shine? That the correct etiquette is to wait for the right time, the right opportunity the right situation.

What if that moment never comes? What if you never shone the way you were meant to? What if you never reached your capacity because you were waiting.

I’ve seen people who have said these words to me unleash their magnificence upon the world. I’ve seen then blossom, bloom and succeed in ways they never dreamt of. But it wasn’t me that gave them permission. It was their reflection in the mirror that they saw.

“As we let our light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence actually liberates others.” Marianne Williamson.

So if you held up a mirror to yourself… today… what would you see from someone else’s perspective? What would give you permission to stand in your true light?

What would give you permission to be who you were truly meant to be?

So what’s stopping you?

Find out more about Michelle here.

Alastair Greener – Personalised Communication

Alastair Greener

Are you looking for an expert in personalised communication for your next event?

Alastair Greener has over 25 years’ experience presenting on television, radio and stage, Alastair is an expert in personalised communication and he helps corporate clients become more effective communicators.

Recognised as a Fellow of the Professional Speaking Association (PSA), and full member of the actors union Equity, he has developed exceptional speaking skills.

As a presenter, Alastair has appeared in documentaries, corporate videos and commercials in the UK and USA. He’s currently the senior journalist for Business Reporter, where he has interviewed over 500 business leaders. He’s also an event host, master of ceremonies and moderator, having hosted conferences, charity auctions, dinners and award ceremonies in the UK and Europe.

Find out more about Alastair here.

Carole Spiers – Building resilience, reducing stress and improving employee wellbeing

Carole Spiers

Carole Spiers is passionate about building resilience, reducing stress and improving employee wellbeing.

Carole’s focus is on developing a healthy workplace culture through the successful management of stress and the improvement of employee health and wellbeing – both of which are underpinned and reinforced by her own experience as an Expert Witness before the UK Courts.

Carole’s charismatic style and ability to engage emotionally with audiences has made her a sought-after business speaker working with equal success in the contrasting cultures of the UK, the Middle East and internationally.

Her keynote presentations demonstrate why both the physical and mental wellbeing of an organisation’s workforce are the key to a healthy workplace culture. Carole’s professional insight and practical advice immediately gain the attention of her audience when she delivers and illustrates proven strategies that can be implemented in the workplace at every level.

Phil Olley – Goals & Focus

Phil Olley is an inspirational speaker who works with companies and individuals throughout the world to help them dramatically enhance performance, improve results, and achieve their goals.

Phil has a reputation for his practical, energetic, challenging, and moving delivery.

He is passionate about success, and his highly entertaining speeches are packed with real-life examples, delivered with creativity and clarity.

His powerful message has his audiences fully engaged and his assured style creates a lasting connection.

Phil is “the guy who died”. He describes the moment he woke up on a pavement, surrounded by paramedics, and recounts the full white tunnel experience. The lessons of what he saw, felt, and experienced in that moment form the basis of his inspiring and uplifting speeches.

Find out more about Phil here.

René Carayol – Leadership, Culture & Transformation

René Carayol is one of the world’s leading business gurus specialising in leadership, culture and transformation.

His focus is on inspirational leadership and high performing cultures, bound together with his compelling ‘Spike’ philosophy founded on his own board level experience.

He shows precisely how contemporary leaders can inspire their people through a powerful and authentic emotional connection, to do the things that others said could not be done.

As well as one of the world’s leading executive coaches, working with some of the Fortune 500’s top CEO’s and their executive teams, he has also actually been Chairman, CEO and MD of blue chip businesses. He speaks with the authority and confidence of the expert practitioner who has seen and experienced it all before.

The new world order is struggling to deal with constant uncertainty, René provides a compelling approach to the future that is built on ‘managing a little less and leading a little more’.

Find out more about René here.