Navigate the Team Leader’s Glass Ceiling
Work in the business at the coal face with defined problems & outcomes
Glass Ceiling
Typically the Team Leader was previously a high performing technical expert, now with a small group of people in their charge, which is an entirely different skill set. They’ve had little to no training to learn how to organise through delegation, facilitation and providing meaningful feedback. They also have yet to develop the ability to say no and/or push-back on their line manager and direct reports when appropriate. As a result their team is continually over committed to the number of tasks to be completed with priorities changing daily, possibly hourly, all while incapable of teaching their team how to do the work they used to without doing it for them, leaving their own task list unattended or working unsustainable hours to compensate.
This follows The Peter Principle, represented below. People are promoted based on their success in previous roles until they reach a level at which they are no longer competent, as skills in one role do not necessarily transfer to another.
Kenny really helps you to focus on what you want to achieve. He helped me to think about my issue in a different way to get to the root of what I was trying to address. Insightful advice alongside questioning really gave me confidence to face into the issue.”
Audrey Smith - Manager of Cash Management, Sales Audit & Expenses Payables, TJX Europe
Mission Ready
Ideally, a team leader has a small group of people in their charge, for whom they are responsible for ensuring carry out assigned technical coal-face tasks to achieve predetermined outcomes, which the Team Leader used to do. Through the application of evidence based decision making, facilitation and meaningful feedback the team leader ensures each team member works diligently and efficiently towards their clearly defined daily/weekly/monthly KPI’s derived from their overarching departmental strategy, which in turn is derived from their company strategy. As result team leader and line manager expectations are clearly set and managed, aligned with team, department and company goals. My job is to nudge your Team Leaders, step by step, through their glass ceilings, to mission ready.
“I worked with Kenny at Heineken UK when Finance were going through a major transformation. He was quick to assimilate the nature and challenges of the business, supporting senior members of the Finance management team struggling with the pace of change. He has a rare combination of academic theory, very practical experience through his work in other organisations and his military background.”
Alistair Grant - Head of Procurement, Heineken UK
Work with me
Would you, your team or organisation benefit from an objective perspective to catch your blindspots?
I work exclusively with highly motivated individuals and teams who’ve hit a glass ceiling, are aware they’ve hit a glass ceiling and unable to move forward. If this describes your situation then lets discuss your options.
“The world we created is a product of our thinking. It cannot be changed without changing our thinking. No problem can be solved with the same level of consciousness that created it”
Albert Einstein - Theoretical Physicist & Nobel Laureate
Stay ahead of the curve
Performance
35% growth in first 12 months of supporting tech company CEO
Successful merger and acquisition of £1.2million turnover company
Finance function of 274 achieved World Class status, 0.7% turnover
People
100% staff retention during redundancy and off-shoring process
36% sickness absence reduction across 300 staff in 9 months
15% engagement flipped to 80% across 241 people in 12 months
Process
50% reduction in Shared Service Centre operating costs, £5million
Re-engineered operational strategy for life sciences company in 8hrs
Re-engineered Multi-£Million Invalid Deduction Finance process in 16 hrs
Navigate the Team Leader’s Glass Ceiling
Work in the business at the coal face with defined problems & outcomes
Glass Ceiling
Typically the Team Leader was previously a high performing technical expert, now with a small group of people in their charge, which is an entirely different skill set. They’ve had little to no training to learn how to organise through delegation, facilitation and providing meaningful feedback. They also have yet to develop the ability to say no and/or push-back on their line manager and direct reports when appropriate. As a result their team is continually over committed to the number of tasks to be completed with priorities changing daily, possibly hourly, all while incapable of teaching their team how to do the work they used to without doing it for them, leaving their own task list unattended or working unsustainable hours to compensate.
This follows The Peter Principle, represented below. People are promoted based on their success in previous roles until they reach a level at which they are no longer competent, as skills in one role do not necessarily transfer to another.
Kenny really helps you to focus on what you want to achieve. He helped me to think about my issue in a different way to get to the root of what I was trying to address. Insightful advice alongside questioning really gave me confidence to face into the issue.”
Audrey Smith - Manager of Cash Management, Sales Audit & Expenses Payables, TJX Europe
Mission Ready
Ideally, a team leader has a small group of people in their charge, for whom they are responsible for ensuring carry out assigned technical coal-face tasks to achieve predetermined outcomes, which the Team Leader used to do. Through the application of evidence based decision making, facilitation and meaningful feedback the team leader ensures each team member works diligently and efficiently towards their clearly defined daily/weekly/monthly KPI’s derived from their overarching departmental strategy, which in turn is derived from their company strategy. As result team leader and line manager expectations are clearly set and managed, aligned with team, department and company goals. My job is to nudge your Team Leaders through their glass ceilings, step by step, from how it is to how it should be.
“I worked with Kenny at Heineken UK when Finance were going through a major transformation. He was quick to assimilate the nature and challenges of the business, supporting senior members of the Finance management team struggling with the pace of change. He has a rare combination of academic theory, very practical experience through his work in other organisations and his military background.”
Alistair Grant - Head of Procurement, Heineken UK
Work with me
Would you, your team or organisation benefit from an objective perspective to catch your blindspots?
I work exclusively with highly motivated individuals and teams who’ve hit a glass ceiling, are aware they’ve hit a glass ceiling and unable to move forward. If this describes your situation then lets discuss your options.
“The world we created is a product of our thinking. It cannot be changed without changing our thinking. No problem can be solved with the same level of consciousness that created it”
Albert Einstein - Theoretical Physicist & Nobel Laureate
Stay ahead of the curve
Notable outcomes
-
35% growth in first 12 months of supporting tech company CEO
Successful merger and acquisition of £1.2million turnover company
Finance function of 274 achieved World Class status, 0.7% turnover
-
100% staff retention during redundancy and off-shoring process
36% sickness absence reduction across 300 staff in 9 months
15% engagement flipped to 80% across 241 people in 12 months
-
50% reduction in Shared Service Centre operating costs, £5million
Re-engineered operational strategy for life sciences company in 8hrs
Re-engineered Multi-£Million Invalid Deduction Finance process in 16 hrs