With over 20 years’ experience in the corporate sector Dan is an executive coach, and is accredited in a number of psychometric and assessment tools including MBTI, SDI and VoicePrint.He’s an NLP practitioner and his overall approach is grounded in the principles of humanistic and person centred psychology in which he trained for a number of years.
He works with individuals and teams to help align them with the demands of corporate and organisational life, but more importantly with their own deeper values and drivers.This integrity based approach leads to improved performance and results, a higher degree of personal fulfilment and significantly lower levels of stress in the workplace.
Dan is able to quickly:
Build rapport based on a non judgmental and empathic approach
Create an environment that is both supportive and challenging which enables people to explore and then test the assumptions and beliefs they’ve created about themselves and their situations
Enable leaps of understanding and rapid growth in self awareness that are the foundation for positive and sustainable change
VoicePrint has become an integral part of Dan’s approach with both individuals and teams.As he says, “Using VoicePrint quickly creates the opportunity for deep and insightfulexploration of our effectiveness in talk and interaction – more importantly it also provides a framework for understanding how to change our talking patterns for the better – it’s invaluable.”
One of his clients adds:
“As an HR Director of many years standing I have experienced many psychometric and assessment tools. I can say without hesitation that VoicePrint is up there with the best of them! It’s quick to complete online, it’s easy to grasp conceptually, and the process of facilitated exploration of my profile with Dan was incredibly powerful. It instantly increased my awareness of how I communicate and how I might be heard and experienced by others, and even better allowed me to add to my ‘talking toolkit’ in the space of a couple of hours. I can’t recommend it highly enough.”
Martin Nicholson, MCIPD, MIIM, HR Change Lead at Spectris plc
Use his website or LinkedIn directly and discuss how he might be able to assist you.
One thing that is not in short supply in our working lives are potentially difficult conversations:
Giving or receiving feedback, selling ideas or proposals, being interviewed, performance appraisals, negotiations, contributing to meetings large and small, especially when the personalities of the participants can be so very different from one another. The list could go on. The point is that we are all faced with a multitude of occasions when we need to make our voices work in a particular way and where it can be difficult to ensure the outcome we would wish.
‘You look a bit stressed.’
‘Sure am. Got a difficult session coming up today.’
The great thing about lying in the dentist’s chair is that it obliges you to listen.
And if you listen carefully, it helps you to gain a sharper (ouch!) appreciation of some of the very different forms that conversations can take.
Mary has been my dentist for years. We’ve both forgotten how many. I like the way she works for three reasons. First, she always treats you like an intelligent, grown-up participant in the business of looking after your teeth, whether the way you’ve been doing it deserves that or not. Secondly, she keeps the interventions to a minimum: she endeavours to make your original teeth last as long as they can and doesn’t undertake major bits of work until that becomes the most sensible option. Thirdly, and actually this might really be the most important reason, when you have to have an injection of local anaesthetic, she somehow manages to do it in a way that is unexpectedly but joyfully almost pain free.
I’ve been wondering why I found this week’s television interviews of Theresa May and Jeremy Corbyn by Jeremy Paxman so hugely disappointing.
The problem, I think, is that Paxo’s interviewing didn’t manage to give us deeper insights into the two party leaders and how their minds work.
His starting point was promising: he had direct, provocative and potentially uncomfortable questions for each of them about why they had once said one thing about a major issue and were now saying something very different. Good start. We have a right and a need to know why our would-be leaders have changed their minds on important topics, and more broadly on how they arrive at judgements on big, complex issues.
What does ‘blue sky thinking’ sound like? What voices do you need to put it into practice? What indeed does this particular piece of ‘management-speak’ actually mean? Let’s look at how to facilitate blue sky thinking.
‘Blue sky thinking’ is one of those easy-sounding turns of phrase which come up in organisational life, but which are not always clarified sufficiently for people to understand what is expected, when they are asked to do it.
What is the ‘blue sky’ metaphor meant to convey? Lucid? Bright? Fresh? Unencumbered? All of the above? Or is it a peculiarly British expression reflecting the notorious British weather? Is it simply an exhortation to get away from patterns of thought that have become familiar, grey, dull and downcast?
With terrorism a matter of acute public concern, the latest in our Voices at Work series focuses on one of the roles in the front line of keeping us safe.
Voices at Work – The Investigative Interviewer
Neil Brewster is an investigative interviewer. If you wanted to be more sensational about it, you’d call him a professional interrogator. He is a former military intelligence operator who now runs a consultancy service for clients who place a premium on the honesty and integrity of the information provided by people. Neil carries out investigative interviews for his clients and also provides them with training and coaching in how to do it themselves. He is an expert in his field, having conducted investigative interviews in a wide range of contexts from counter-terrorism to human resource management, from the high stakes to the everyday, from interviewing terrorist suspects and incident debriefing to security vetting and assessing candidates for job selection.
What does good feedback sound like? What voices, or ways of expressing yourself, do you need to enable feedback to be both critical and constructive? How can you give better feedback that’s likely to make a difference?
Let’s start with an example of how not to to do it.
I used to work with a manager called Jimmy and one day, glancing out of the window while we were in a meeting together, he suddenly said, ‘There’s MacTaggart arriving late again. I must have a word with him.’ That was on the Monday and the first thing that Jimmy got wrong was not giving his feedback promptly. I know that, because I was with him again on the Thursday, when he finally did. We were walking through the factory together to another meeting, when he suddenly peeled away and went over to the bench where the unsuspecting target of his feedback was working. ‘MacTaggart,’ said Jimmy sternly, ‘You’re getting a reputation.’ He accompanied his words with a slow, hard look. ‘Sort your act out.’
Brexit Negotiations and the Theatre of Managing Expectations
I used to do a lot of negotiating.
I spent years in industrial relations management back in the 1970’s, when it was a particularly live affair, industrial disputes were commonplace and wildcat strikes were so frequent that they were known as ‘the British disease.’ Forty years on and I expect the European Union, or at least those charged with its management, are now describing Brexit as ‘the British disease.’ They’ve certainly made it clear that they don’t want it to spread or to see more exit doors opening.
A focus on nameless people who are out of work, reveals that our voices are always at work, even when we are not.
In some occupations, perhaps most, certain voices are particularly important. Diagnosing and directing are essential parts of being a paramedic. Detectives need to probe and critique. Salespeople need to use both inquiry and advocacy. But what about the out-of-work? Are they voiceless as well as jobless?
Each of us has a personal but largely unconscious profile of ‘voices’ which shapes the way we talk and the impact we make. We each favour some voices, and often over-rely on them, while neglecting others.
The effect is not only to leave us less versatile than we could be and need to be, but also deaf and blind to our own inflexibilities and to the consequences of some of our actions.
By bringing your personal pattern of voices, and its impact on others, into conscious awareness, VoicePrint makes your personal, inter-personal and organisational skill-set more complete, more agile and more effective.