Active Listening and Good Communication

Active Listening and Good Communication

Building relationships at work and at home depends upon good communication. This includes the ability to really “hear” what the other person Active Listening and good communicationis trying to say. if you practice the skill of active listening, you will be able to communicate better.

In coaching we spend a lot of time thinking about active listening – for us it is a core skill. Active listening is hearing with engagement. In active listening you work to not just to hear the words, but to understand exactly what the other person is trying to say.

Active listening helps the other person to feel appreciated and respected. It helps them to have trust.

Active listening is a skill that requires practice but here are some tips to help you on your way.

  1. Position – be somewhere where you can see and be seen by your hearer for important messages. Talking one to one, or in small groups, sit up straight or lean forward slightly to show your attentiveness through body language.
  2. Maintain comfortable eye contact. Again one to one and in a small group, you need to judge the night degree of eye contact. Give good warm “face”,  and don’t stare them down or threaten with your glare. Remember, acceptable eye contact changes with culture. In some cultures it is very rude indeed to look straight into someone’s eyes.
  3. Minimize external distractions. Reduce external noise. Turn off the TV in the corner of the room. Ask people to stop what else they are doing and switch off your mobile phone. If someone comes to talk to you in your office at work, it is better to ask them to wait outside than to go on writing whilst they are in the room.  Writing on looks arrogant and it sends a clear message about what you think of their status relative to yours.
  4. Respond appropriately – when someone is talking to you show that you understand. You can murmur (“uh-huh” and “um-hmm”) and nod. Raise your eyebrows. Say words such as “Really” and “Interesting,” as well as more direct prompts: “What did you do then?” and “What did she say?” All these things show that you are interested and encourage the other person to keep talking.
  5. Focus solely on what the speaker is saying. If you concentrate properly on what someone is saying to you, your response will usually come naturally. If there is a silence – it usually means something. Silences often follow important statements, they give us breathing and thinking time. Don’t spend thinking time on what to say, spend it on reflection about what has been said. Then you will find the conversation usually flows.
  6. Be aware of what is happening inside you. You may find your own thoughts intruding as you try to listen. This can happen particularly if what is being said touches your own emotions. But let your thoughts go and keep refocusing back on the speaker, Time afterwards to reflect on what this meant for you.
  7. Suspend judgement. Wait until the speaker has finished before forming your opinion, even if they are complaining. In fact, it is even more important,if you think you are likely to disagree with what they are saying . Take the time to take in all that they have said before you give an opinion.
  8. Don’t jump to tell them what you did last time. People don’t want to be thought of as just another number, case or employee. Treat each person you speak to as an individual meriting individual consideration. There will be a time to use past examples but judge their use with care – packaged solutions do not blend well with feelings.
  9. Be engaged Ask questions for clarification. Once again, wait until the speaker has finished. Don’t interrupt their train of thought. After you ask questions, paraphrase their point to make sure you didn’t misunderstand. You could start with: “So you’re saying…” This shows that you are really listening.

You gotta practice

Practice your active listening skill, particularly handling silence. Learn to use it to better understand what is being said to you. As your listening skills develop, so will your speaking skills and your ability to hold a conversation. You will be surprised how active listening draws people to you. People warm to those who take the trouble to really listen to them.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link


Communications When Things Go Wrong

Communications When Things Go Wrong

Winning Friends In A Crisis – How To Manage Communications When Things Go Wrong!

How you handle communications when things go wrong is important.  Bad communications when things go wrongthings happen in all organisations. Sometime the problem lies within the organization. Sometimes it is the environment outside that causes a crisis. To respond well as a manager, you need a strategy that will do the following

  • Deal with the problem causing the crisis;
  • Assist any victims and those directly affected;
  • Communicate with, and enlist, the support of employees.
  • Inform those indirectly affected; and
  • Manage the media and all external stakeholders in the organization.

Seven dimensions

For communications when things go wrong, there are seven dimensions to consider. These will be  important if you want to communicate in a way that limits damage. Particularly to the reputation of the organization. There may be limitations on what you can say for legal reasons. But, the nearer you get to covering the seven dimensions, the more effective your communications will be.

The seven dimensions to consider for communications when things go wrong

  1.  Candor. A public acknowledgement that a problem exists and a commitment to put it right, usually wins trust. And it will win respect for the organization.
  2. Explanation. Explain promptly and clearly what went wrong. Base this on the knowledge available at the time and any legal constraints. If there is not yet full information, make a commitment to report regularly. Tell people when they can expect more information. Continue making reports until full information is available or public interest dissipates.
  3. Declaration. Make a clear public commitment to take steps to address and resolve any issues raised by the incident.
  4. Contrition. Make it clear that you, and those in charge of the organization, are sorry for what has happened. Show empathy and regret. If there is reason to be embarrassed, then show embarrassment about what has happened and for allowing it to happen.
  5. Consultation: Ask for help from pubic authorities and anyone else who can provide it, if that will help those hurt or prevent this from happening again. Do this even if it means accepting help from opponents or competitors.
  6. Commitment: Be prepared to make a promise that, to the best of the organisation’s ability, similar situations will never occur again.
  7. Restitution: Find a way to quickly pay the price, compensate and make restitution.

Go the extra mile

Show in your communications that you are prepared to go beyond what people would expect, or what is legally required, to put things right. Adverse situations remedied quickly, usually cost far less. They are controversial for shorter periods of time.

This is the gold standard. The closer you get to it, the more respect there will be for you, and your organization. Plus the sooner the public are likely to forgive, if not forget.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link



Communication; what matters most!

Communication; what matters most!

Communication – what do you think matters most in your conversations with communicationothers? Are  your words clear? Is your tone authentic? What about body language? Do you show you like them? Yes, it all matters. But what is the balance between these different elements?

Are you like me? Have you spent many happy hours at seminars and training courses where the 3V (Verbal, Vocal, Visual) rule was quoted. And, you were told that words count for 10% or less of any face to face conversation! Well, guess what, that isn’t always true! No, it isn’t even what the 3V rule actually says!

The rule is based on the work of Professor Albert Mehrabian who carried out two studies in the 1960s.  Those studies were about feelings and communicating emotion. He found that our liking for the person who was communicating their feelings to us consisted of 7% Verbal Liking , 36% Vocal Liking and 55% Facial (Visual) Liking. In other words, if you want someone to like you then make sure your words are consistent with your tone, keep your eye contact but make sure your smile.

7% Verbal, 36% Vocal and 55% Visual was such a simple concept. And, it was so easy to articulate. That meant it drifted into communications’ theology and became received wisdom!

In reality, other studies have been quite inconsistent!  And the balance between the 3Vs varies in context.  For example, it is fairly obvious that if you are giving a lecture on a technical subject your words, and the precise way you use them, becomes rather more important than whether you smile.

Communication; but smiling does help!

All communication is a two-way process and people are more likely to listen to you if they like you!

So, if you want to get your message across, you can’t ignore Professor Mehrabian’s work on conveying genuine emotion and his 3Vs.

In one to one encounters, show genuine interest in the other person and listen closely to what they say. Smile, be warm, enthusiastic and responsive. And show you care about your subject, nothing is more attractive! But don’t overwhelm them and don’t fake it!

Find something to like in your audience!  So, work on finding out about them. If you work hard enough, you are very likely to find something to like.

Professor Mehrabian’s findings may not be what we first thought they were. But they are still enormously valuable. You can find his website at this link.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link



Management – Challenging conversations and how to manage them

Challenging conversations and how to manage them

Today’s post comes from the ACAS website.  Acas (Advisory, Conciliation and Arbitration Service) aims to improve organisations and working life through better employment relations. You can download their brochure at this link pdf  Challenging conversations and how to manage them [302kb] You might find this book useful too Difficult Conversations: How to Discuss What Matters Most

Challenging conversations and how to manage them
Download the Challenging conversations and how to manage them in pdf form [302kb]
“Excuse me! There’s a problem.”

“What’s happened?”

“Where do you want to start?” Take your pick:

  • Simon’s been posting derogatory comments about you on a social networking site
  • Mary failed to get the expected promotion and is very upset
  • Phil is waiting to complain about a colleague making sexist comments in the canteen

Hopefully not a typical Monday morning, but we can all be ambushed by difficult line management issues.

The first question many managers ask themselves is ‘is it my responsibility to sort it out?’

If the answer is ‘yes’ there can still be a real reluctance to get caught up in very emotional or difficult performance and conduct issues.

Get it wrong and the employee may go absent, work less effectively or you may get landed with a grievance.

Get it right and you can improve levels of performance, attendance and employee engagement.

The new Acas guide pdf  Challenging conversations and how to manage them [302kb] and training package will help you to stay in control of whatever situation comes your way.

If you have an urgent issue to deal with and need to get some quick practical advice, the pdf  Challenging conversations – step by step table [45kb] is available.

Watch this video to see how conversations can sometimes go wrong

word  Having difficult conversations transcript [83kb]

Questions and Answers

What is a difficult conversation?

A difficult or challenging conversation is a conversation where you have to manage emotions and information in a sensitive way in order to:

  • Address poor performance or conduct
  • Deal with personal problems
  • Investigate complaints/deal with grievances
  • Comfort or reassure someone – for example, if they are to be made redundant
  • Tackle personality clashes

The conversation usually takes place one-to-one and can really test a line manager’s skills.

Why should I act now?

If you do not act now then you could:

  • mislead the employee by giving the impression that there is no problem
  • deny the employee the chance to improve or put things right
  • damage the productivity and efficiency of your business
  • lower the morale amongst team members

How can I make the conversations more bearable?

You can help make conversations with your employees less difficult by:

  • having a quiet word at the first sign that something is wrong
  • keeping in touch with your staff and the team
  • using employee representatives as sounding boards for how staff are feeling about issues

It is far better to nip problems in the bud, wherever possible, rather than waiting for them to become more entrenched or complicated.

What skills do I need to handle a challenging conversation?

Many of the skills needed to manage difficult conversations and behaviour are often referred to, in a rather derogatory tone, as ‘soft’. But there’s nothing soft about dealing with an emotional or confrontational employee who may appear to be trying to unsettle or undermine you.

In order to manage a difficult conversation you need to think carefully about:

  • the way you communicate
  • your ability to take control of a meeting and
  • your levels of self-belief.

Training can help to give you the confidence you need.

Handling Difficult Conversations – Acas training

This training will show you how to prepare for difficult or crucial conversations, how to manage and control the workplace discussion process and how to ensure you are talking to employees in as productive a way as possible. Acas will improve your confidence and enhance your knowledge and skills for reducing stress, taking action and tackling difficult conversations head on.

View Handling Difficult Conversations course details, dates and locations orenquire online.

Other related Acas training

Discipline and grievance

Conducting investigations

Performance management

Skills for supervisors

Why I don’t send newsletters.

Why I don’t send newsletters.

Why I Rarely Send Newsletters.

Newsletters – I have a very long “List” and I am on lots of other people’s’ “Lists”.

Those of you into marketing and selling will know what that means. It means I have a very long list of email addresses of people who have either signed up to receive things from me or in some other way acquiesced in my sending things to them.

It means, as well, that I have let lots of other people add my email address to their List and send me things like newsletters.

So, at this point, my email inbox is simply unreadable.  It is full every day with very long newsletters and impersonal marketing emails from people who want to sell me things. And, usually, they are things like coaching and training services because that is now my “niche”.

On the whole, they are from very nice and well-meaning people who want to sell me services that they consider useful.

And a good number of them work hard to make those emails and newsletters interesting and informative   But they are still about trying to get me to sign up for something. And most of them have very little regard as to whether I might need it.  They are usually providers of the same services as me.

And guess what!  I do exactly same thing when I send out a newsletter.  I work very hard to include at least one really useful article that has not appeared on any of my blogs – I try to give something.  But, at the end of the day, the reason I send them, is to get people to sign up for things. And then off they go to the 1.000 plus email addresses and I feel I’ve achieved something.

Now, most of those of us who are not in the public sector and who provide goods and services have to find a way to sell them and that means marketing. Marketing is a good thing to do! So please don’t misunderstand what I am about to write.

I have come to the conclusion that Newsletters are not a great way to market things. I do think they can be a great way to mildly embarrass your self and to lose friends. Here, I’m not talking about the kind of newsletters that are sent out by real clubs and societies.  And I am not talking about real subscription services that exist for the real benefit of members.

I’m talking about the newsletters that are produced by people who provide goods and services and simply want you to buy them.  I have come to believe that receiving these kind of emails is like receiving flyers through your non-digital letter/mail box. Now, brightly coloured paper through my letter box is great if I’m looking for a pizza delivery service but I don’t believe it is the best way to find out about professional services like coaching. It is junk mail.

So now I rarely send newsletters and, one by one, I’m unsubscribing from them.

Wendy Smith, Career, life and Business Coach
Wendy Smith, Principal Coach, WiseWolf Life and Career Coaching

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organisational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find all her books on Amazon at this link



Managing Difficult Conversations: Nine Questions to Ask Yourself

Managing Difficult Conversations: Nine Questions to Ask Yourself

Managing Difficult Conversations! I found a very interesting set of slides on Managing Difficult ConversationsSlideshare from communications’ consultant, executive coach and lecturer, Barbara Greene. She helps senior executives communicate powerfully and thrive in business environments.

Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these nine critical questions.

If you need support with your difficult conversation, get in touch ( )

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link


Leader, know your friend or foe!

Image by JimmytheJ via Flickr

As a leader things you do have an impact!

As a leader, the things you do and the choices you make have an impact on those about you.

The more people you affect, the more likely it is that your actions will impact on people who have power and influence over your ability to deliver your vision.

These people could be strong supporters of your work – or they could obstruct it.

Identify key people

You need to make sure that you can find the key people who support you already and those who still need to be won over. Then you can;

  • Use the opinions of your most powerful supporters to shape your plans at an early stage. Not only does this make it more likely that they will support you, but, their input can improve the quality of your approach.
  • Use strong support to help you to win more resources – this makes success more likely
  • By communicating make sure your supporters fully understand what you are doing and the benefits it will bring.  They can then act as your ambassadors.
  • Anticipate what people’s reaction to you may be, and build into your plan the actions that will win people’s support.

The first step is to brainstorm who supports you and who does not.

Think through all the people who are affected by your work.  Who has influence or power over it?  Who has an interest in its successful or unsuccessful conclusion?

And now the analysis

You may now have a long list of people and organizations that are affected by your work.

Some may have the power either to block or advance. Some may be interested in what you are doing, others may not care.

You need to map your list on to grid like the one below.

Someone’s position on the grid shows you the actions you have to take to ensure your success:

  • High influence, interested people: these are the people you must make time and effort to engage with and try to satisfy.
  • High influence, less interested people: for these people you need to try to keep them satisfied.  But don’t over-communicate or they may begin to see you as a nuisance
  • Low influence, interested people: keep these people adequately informed, and talk to them to ensure there are no major issues.  They could be useful on the details and in spreading the message
  • Low influence, less interested people: again, monitor but do not bore them with excessive communication.

Now it is time for you to get to work!

Wendy Mason works as a Coach, Consultant and Blogger. 

She works with all kinds of people going through many different kinds of personal and career change, particularly those;

  • looking for work
  • looking for promotion or newly promoted
  • moving between Public and Private Sectors
  • facing redundancy
  • moving into retirement
  • wanting to do a mid-life review

You can contact Wendy at  or ring ++44 (0)2084610114

  • 6 Tips for Confident Networking (
  • Becoming A Leader Today – What to give up! (
  • Appreciative Inquiry – making change truly positive! (

Three Leadership Steps to Defuse Tense Situations – Rosabeth Moss Kanter – Harvard Business Review

Harvard Business Review wordmark

How do leaders maintain morale and momentum when members of their team are close to collapsing in frustration over the obstacles they face? Perhaps the issue is angry customers whose questions are hard to answer, or uncooperative peers from other groups who cause logjams and delay decisions. Team members might grumble and complain, or they might simply appear worn down, ready to drop the ball.

Sometimes leaders are frustrated or annoyed themselves. This is already taking too much time. The complaints sound like attacks, and it’s tempting to become defensive or seethe silently. Tensions are mounting.

Before tensions get worse, leaders should turn down the heat and get everyone back on track. They can use three simple communication steps……

Read more at Three Leadership Steps to Defuse Tense Situations – Rosabeth Moss Kanter – Harvard Business Review.

Handle with care – bad news for the boss!

A Meeting with the Boss
Image by David Panevin via Flickr

I’ve written here before about giving bad news! Delivering bad news to anybody is difficult, but delivering bad news to your sponsor or line manager is one of the toughest and most stressful things you  will do in your working life!

It doesn’t matter whether or not it is your fault, it is still uncomfortable.

Regardless of  whether the failure is your fault, it can be embarrassing.

If you have an open and positive relationship with your boss so much the better, you can talk about handling bad news before you have any to deliver.  Be wise and see if you can reach an agreement in the early stages about what to do when things go wrong!

If you are unlucky enough to have one of those bosses who always reacts badly when receiving bad news,  it will need careful handling,

So when something has gone wrong – what can you do?

  1. First, don’t put off delivering bad news until the things get worse. Most problems left unresolved get worse over time, so waiting to tell the boss doesn’t help the situation.
  2. Gather as many facts as possible! You will probably be asked several questions about how it happened. You should be able to give a convincing, honest and well-informed answer!
  3. If possible you should also have a convincing plan to put things right.
  4. If it means a delay to delivering your process, programme or project, be clear about what that means in terms of time, resources and ultimate delivery.
  5. If there are increased risks, show how you plan to mitigate them.
  6. Deliver the message clearly and directly. If you have made a mistake or forgotten something, it really is better to confess and apologise.
  7. Don’t stimulate a blame culture. Try not to deliver bad news in a way that embarrasses the boss and reflects directly on them.  Don’t start playing the whose to blame “tit-for-tat” game, if you can avoid it.
  8. If some one more junior in your team made a mistake then stand by them – it’s your team! But don’t defend the indefensible!
  9. Try to deliver bad news in private if possible. If you have to report the problem to a board then try to have word with your boss and/or the chair beforehand and agree how it will be handled.
  10. If you can, follow bad news up with good news and go on to talk about success.

Remember that we have all made mistakes including your boss.    But make sure you learn from this experience! If you got something wrong and you are trying to do a good job, make sure  you have all the training you need and that you have sufficient resources.   If you don’t, then speak up and show that you intend to do all you can to make sure you have no further bad news to deliver!


A recent post talked about building and maintaining active support for your initiative among those who can make a real difference to your outcomes! This is imperative for change programmes and projects.

Making sure that your colleagues and key stakeholders are aware of the activities you are undertaking, is vital to ensure your success. It helps to maximise opportunities for synergies,  allows people to learn from each other and wins you support.

When you have analysed the people and groups around you, you will be ready to develop your communications plan.

A communications plan is a written document that describes

  • what you want to accomplish with your communications (your objectives),
  • to whom your communications will be addressed (your audiences)
  • the ways in which those objectives can be accomplished (your key messages, strategy and tactics)
  • when you will accomplish your objectives (your activity schedule),
  • how you will measure the results (your evaluation)

Keep it simple. Your communications plan doesn’t need to be pages long – just clearly presented and easy to understand.

Make it focussed. Don’t try to do everything, be realistic about what’s achievable.

Every communications plan will be different but most should include the following key information.


Be clear from the outset about what you are trying to achieve – it is the vital first step in creating your plan.

When considering your communications objectives, ensure that they complement the overall objectives of your initiative.

Make sure your objectives are SMART

Are they:

  • Specific?
  • Measurable?
  • Achievable?
  • Realistic?
  • Timely?

Target Audience

This is where the work you have done already to identify your stakeholders comes into play. The success of any communications activity depends on knowing your audience.

Once you have identified your target find out as much as possible about them.  This will help you to ensure you are using the most effective routes to communicate with them.

Once you’ve got an initial list, try to identify some overall priorities.  This will help you ensure that the majority of your time, energy and resources are concentrated on the most important audiences.

Key Messages

Once you have identified your target audience, think about what messages you are trying to communicate.

Do you know the strengths and weaknesses of your overall plans? You can download a template for a SWOT analysis at this link. See how you can turn your weaknesses and threats into strengths and opportunities even before you begin your communications plan.

Developing key messages will help you to be clear about what it is you want your target audience to ‘hear’ or understand as a result of your communications activity. The messages may well be different for each of your target audience groups, although there will be many that are common for all.

Avoid statements that are too complex. Cutting the waffle and aiming to be as succinct as possible is the best way to create messages that work. A good way to try your messages out is to see if they pass the ‘elevator test’. Imagine you are in a lift between floors and only have a minute to explain your message to a companion beside you. Would they understand what you are trying to say?


Now you are ready to consider the overall strategic approach that you are going to take to achieve your communications objectives. Your strategy should be about what you are going to do to achieve your objectives, rather than how you are going to do it.

The strategy provides a unifying ‘big picture’ into which all of your individual communications activities fit. For, example, are you going to actively engage with your key stakeholders at regular intervals? Perhaps you are going to promote the achievements through your company websites or will you publish a regular newsletter!

Set out the principles of how you intend to communicate!


The tactics are the specific communications activities, tools and techniques that will make each part of your strategy a reality. Some of the most popular include:

  • Newsletters
  • Press releases
  • Information packs
  • Seminars
  • Leaflets, stickers and posters
  • Websites and social networking/blogs
  • Videos/DVDs
  • Advertising
  • One-to-one briefings
  • Direct mail/email
  • Exhibitions

The communications activities you choose should fit into your overall strategy and be driven by your objectives, target audiences and key messages.

Budgeting and other resources

How much money do you have available in the budget? How much time and other resources do you have available?  The answers will dictate the size and scale of your communications activity.

If you find yourself having to cope on a shoestring, remember that it is possible to do effective work with a small budget as long as you are realistic and well focussed.

Keep in mind your key stakeholders.

Activity schedule

Once you have decided on your tactics you will be in position to put together a simple activity schedule. This should outline how you plan to roll out each set of activities over a period of time.

Make sure you think carefully about other key dates or events that may impact on your timing and the milestones in your overall activity. At this stage you should also consider specific roles and responsibilities. It is useful to circulate your communications activity schedule to your colleagues so they can see what is coming up and identify potential synergies or conflicts at an early stage.


It is crucial that your activity plan outlines the criteria that you will use to measure and evaluate the effectiveness of your communications activities.

How will you know if you are making an impact? Build into your plan a method for measuring results. Your evaluation might take the form of a monthly report on work in progress – a formalized writtens report or a presentation to the governance board, the programme team or another management meeting.

Remember – communicate clearly and simply – be honest!

Start early and make sure people know where and how to get access to good information.

But one warning, if you have promised any particular communication, for example, a monthly newsletter, make sure it is actually produced on time and has good quality of information!  Nothing is more frustrating than something that doesn’t arrive or looks good but doesn’t actually tell you anything about an initiative that impacts directly on you!

If you are just setting out on a change, and have not done this before, I hope this helps.

If you have any questions or if you have experience and tips to offer, I would love to hear from you.

Wendy Mason is a performance, programme, contract management and change specialist. She works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy –  she can help you – email her at or ring ++44(0)7867681439