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Matthew Payne Coaching

Name: Matthew Payne Coaching
Address: Horsham, GB
Telephone: +447970773847

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Matthew Payne Coaching

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Supporting clarity, confidence and high performance.

ILM Level 7 Executive Coach & Mentor helping leaders and business owners strengthen leadership, sharpen strategy and drive sustainable growth. 30+ years’ senior commercial experience.

30/10/2026

“We tried it, and it hasn’t worked.”

That can be a difficult thing to say when you’re the person who backed the change. You’ve invested time, money and your own credibility, and people are looking to you for answers.

The temptation is to keep pushing, explain away the problems or hope another month will turn things around. But the longer that continues, the harder it can become for anyone else to speak honestly about what they’re seeing.

Being willing to acknowledge a mistake gives your team permission to raise concerns too. You can look properly at what happened, take responsibility for your part and decide what needs to change.

That doesn’t mean abandoning an idea at the first setback. It means being prepared to question your own judgement as carefully as you question everyone else’s.

**QUESTION TO CONSIDER:**
Is there a decision you’re still defending that would benefit from an honest rethink?

Share your thoughts in the comments below.

Article in comment below.

30/10/2026

“I’m not sure management is for me.”

It’s easy to hear that and assume someone has ruled themselves out. But it’s worth asking what’s behind the hesitation. Do they dislike the idea of leading, or are they worried about taking on something they haven’t been prepared for?

Wanting the promotion and being ready to lead are different things. Someone can be keen to move up and still need considerable support. Another person might have real potential but need time to explore whether the role suits them.

That’s where an honest conversation and ongoing coaching can help. Give people a realistic picture of the job, opportunities to build their confidence and room to decide without pressure.

And if they decide management isn’t for them, respect that too. Developing people should include helping them find where they can contribute best.

**QUESTION TO CONSIDER:**
Who in your team might benefit from a conversation about leadership, even if they haven’t asked for a promotion?

Share your thoughts in the comments below.

Article in comment below.

30/10/2026

“That was a really useful conversation.”

But what happens when you get back to work?

You can leave a coaching session with a clearer understanding of yourself and still fall into the same habits the following morning. The conversation you’ve been avoiding stays on hold. The decision you delegated comes straight back to you.

This article makes a useful point about the gap between understanding something and actually doing something differently. Coaching needs to help you turn that understanding into practical steps, then make time to explore what happened when you tried them.

That also means being willing to hear a different perspective. You might feel you’re listening more, but would your team agree? Their experience can tell you something that your own assessment misses.

A good conversation matters. So does following through when the working day gets difficult.

**QUESTION TO CONSIDER:**
What would the people around you notice if you put your latest insight into practice?

Share your thoughts in the comments below.

Article in comment below.

29/10/2026

It’s hard to feel settled when the goalposts keep moving.

As a leader, you can spend so much time responding to changes that your team starts to feel the pressure too. Priorities shift, conversations get squeezed out and you agree to things you haven’t really got time to deliver.

This article is a useful reminder to look at the everyday things within your influence. Keeping a regular catch-up, being realistic about what you can promise and making that decision you’ve been putting off can all help people know where they stand.

It’s worth looking at your own week as well. Have you left yourself any time to prepare, think or talk things through with someone? Running flat out makes it harder to give others the clarity they need.

You may not know what’s coming next, but people can still know what they can expect from you.

**QUESTION TO CONSIDER:**
What’s one thing within your control that would make this week feel more manageable for you or your team?

Article in comment below.

29/10/2026

“I don’t want to upset them.”

It’s an understandable reason to put off a difficult conversation. Perhaps someone is struggling, their behaviour is affecting colleagues, or something needs addressing that you’d both rather avoid.

But while you’re waiting for the right moment, they may have no idea there’s a problem. Frustration builds, and when you eventually say something, they’re left wondering why you didn’t tell them sooner.

This article raises a useful question about whose feelings we’re protecting. Sometimes our reluctance has more to do with our own discomfort than what’s best for the other person.

You can be clear about a concern, listen properly to their side and give them a fair chance to respond. A little preparation helps, but waiting until the conversation feels easy could mean it never happens.

**QUESTION TO CONSIDER:**
What conversation have you been putting off, and what would help you take the first step?

Article in comment below.

28/10/2026

Being good at your job can make it surprisingly hard to change how you do it.

If you’ve built your reputation on solving problems and making the difficult decisions, stepping back can feel uncomfortable. Those are the things people have valued you for.

But as your responsibilities grow, those same habits can leave everyone waiting for your answer. You’re still sorting everything out, while the people around you get fewer opportunities to develop their own judgement.

This article makes a useful point about recognising when an approach that once served you well needs to change. That might mean asking for honest feedback, giving someone room to make a decision, or resisting the urge to step in.

A useful test is what happens when you’re away. Can people make sound decisions without you, or does everything wait until you’re back?

**QUESTION TO CONSIDER:**
Which habit has helped you succeed but might now be holding you or your team back?

Article in comment below.

28/10/2026

“I just need to get better at managing my time.”

It’s an easy conclusion to reach when you’re managing a team and struggling to keep up. But if you’re still expected to do all your own work as well, there may simply be too much on your plate.

The deadlines get met, but the catch-ups get moved. Feedback waits until next week. Supporting someone who’s struggling gets squeezed into whatever time is left.

David Burkus makes a useful point here: look at what’s actually filling your week. Could you drop an unnecessary report, question a recurring meeting or protect time for a proper conversation with your team?

Before blaming yourself for not keeping up, it’s worth asking whether the job you’re trying to do is realistic.

**QUESTION TO CONSIDER:**
What’s taking up your time that could make way for supporting the people you lead?

Article in comment below.

27/10/2026

Have you ever felt that, as a leader, you’re supposed to have all the answers?

It can be tempting to keep any doubts to yourself, especially when your team is looking to you for direction. But saying “I’m not sure” or “I could have handled that better” doesn’t make you a bad leader. It shows you’re human.

It can also make it easier for others to speak up when they’re struggling, ask for help or admit they’ve made a mistake. That’s the sort of environment where people can learn and feel supported.

Being open doesn’t mean sharing every worry with everyone. It means being honest when it matters and showing your team that none of us has to get everything right all of the time.

**QUESTION TO CONSIDER:**

When was the last time you let your team see that you didn’t have all the answers?

Article: In comments below

27/10/2026

Have you ever sent someone on a leadership course and wondered why nothing much changed when they got back?

They may have really enjoyed it and come away full of good intentions. But then the emails pile up, the phone starts ringing and they slip back into doing things the way they always have.

Take delegation. A manager might know they need to give their team more responsibility, but when something goes wrong, it can feel quicker and safer to take over. Sound familiar?

If we want training to make a difference, we need to give people the time and support to try things out, talk about what’s getting in the way and keep practising. It’s also worth asking their team whether they’ve noticed a change.

After all, helping managers become better leaders is good for them, their teams and the chances of keeping good people in the business.

**QUESTION TO CONSIDER:**

What happens in your business after someone comes back from a training course?

Article in comment below.

26/10/2026

You don’t have to pretend you’ve always got everything right to be a good leader.

I think most people appreciate a boss who can admit they’ve made a mistake or had a difficult time. It makes it easier to speak up when they’re struggling too.

But when you share something that went wrong, what do you leave people with? I’d want my team to hear what I learned, what I tried next and what I’d do differently now. Otherwise, they’ve only heard half the story.

Within your sphere of influence, you can be honest about the challenges you face and give people a say in how you move things forward. You don’t need all the answers to start that conversation.

**QUESTION TO CONSIDER:**
When you talk about a setback, do you spend more time on what went wrong or what you did next?

Article in comment below.

Address

Horsham

Opening Hours

Monday	9am - 6pm
Tuesday	9am - 6pm
Wednesday	9am - 6pm
Thursday	9am - 6pm
Friday	9am - 6pm

Telephone

+447970773847

Website

facebook.com

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