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Enhance Training & Coaching, London (2026)

15/05/2026

Getting what you want at work – whether a leader, boss or worker – depends a lot on your negotiation skills.

Have great negotiation skills and you get: the help you need quickly; you get sensible targets and objectives you can actually beat; you work on interesting activities, initiative and projects; you get more of your boss’s time; you cause less upset around the business; you build a stronger reputation faster …

Your ability to negotiate and get what you want for your team and for the business DIRECTLY impacts how SUCCESSFUL you are AND how others PERCEIVE you at work.

I have worked in top companies, turned around failing companies, transformed the worst team in a business, been promoted a lot of times … negotiation played a massive part in all of these.

There are six approaches I use religiously when negotiating. Each plays a very important role in getting what I want at work.

The first approach is knowing exactly what you want BEFORE you start negotiating. This should be SPECIFIC, quantifiable, and CLEAR.

Vague, rough, ballpark is not enough. When you get specific, you can then work through the different routes to getting to your specific goal. Then you can think through the resources you need for each, the pinch points, the constraints.

This gives you a list of “must haves” and “nice to haves”. You cannot succeed unless you get all the “must haves” that overlap for each route.

I know this sounds like a lot. Get into the habit of mentally going through this process before starting any negotiation and you will know exactly what you need and what you can give away to get what you need. The more you practice, the quicker you will get.

A few minutes of planning can save you hours of discussion / negotiation.

To learn about the other 5 vital approaches to becoming a great negotiator, I invite you to click on https://youtu.be/Oc_8CSmI0rU

12/05/2026

Getting employee push back on your ideas, solutions, decisions or requests as a manager, can be pretty tough in the moment.

You can feel like you authority is being challenged or even question whether they are trying to undermine.

90% of the time, you are getting push back or questions for very good reasons.
1. They don’t understand.
2. They don’t want to change
3. The have different ideas and solutions in mind and what to discuss these
4. They have spotted a problem and want to bring it to your attention
5. They are scared, upset, frustrated etc

And sometimes they don’t like you or have a problem with you being their manager and are trying to make your life difficult.

Or they really are purposely challenging your authority as a manager.

I used to hate employee push back and challenge, especially when I was new to managing teams and was still building my own self-confidence.

Then a realisation hit me.

Most of that push back helped me be a better manager, make better decisions, end up with better solutions. I can’t tell you how many better outcomes came about because I listened to team member push back. Far too many to count over a 25+ year career.

I love constructive push back.

There is always a danger that push back will damage your authority as a manager. And of course there are those that intentionally WANT to damage your credibility, standing and authority.

I have 7 straight forward steps I nearly use when I get any type of push back. These maximise the benefits I can get from the push back WHILE ensuring there is no damage to my credibility and authority. In fact these steps generally INCREASE your credibility and authority as a manager.

Invest 10 minutes to learn exactly what to do https://enhance.training/7-great-ways-to-handle-employee-push-back-on-ideas-solutions-requests-tm0313

11/05/2026

Your weakest or most difficult team member is probably costing you £’000s personally. And most managers DON’T realise.

Managers are assessed and financially rewarded based on their team’s performance. Increase performance and you increase your rewards. It is that simple.

Your weakest or most difficult team member anchors the performance of the team. They might even be damaging the performance of the team. They do this UNINTENTIONALLY and the effects are SUBTLE.

Your weakest or most difficult team member sets the standards and behaviours, that are ACCEPTABLE to YOU, for the rest of the team. As long as they are above these, they don’t need to put extra work in to improve.

To increase team performance, increasing the minimum
acceptable standards is a pretty sensible step. By pushing up the level of the minimum standards, you put psychological pressure on EVERYONE in the team to improve their own standards, not just your worst team member.

Team performance improves by MUCH MORE than one person’s contribution.

There is a catch.

To increase team performance, you have to improve your worst team member WITHOUT damaging the trust and psychological safety within the team. If you do, team performance will probably DROP.

There are a number of straight forward strategies you can employ that do just this.

I invite you to download our Worst Team Member Strategy detailing out at tried and tested approach to getting significant team performance improvement in months. Click here to get your copy: https://enhance.training/lm-lp/worst-team-member-improvement-strategy-ulp048

08/05/2026

People work hard when working hard MAKES SENSE TO THEM. Look at a team that is coasting or even a lazy team, and chances are high that working harder doesn’t benefit them.

As a manager, you are in a brilliant position to incentivise your team to work harder … to make it in their best interests to work harder WITHOUT pressurising them or threatening them.

Individuals always work harder (and better) when they WANT TO rather than when they are forced to (to say keep their job).

If you have a big salary budget to play with, then paying more in salaries or even better bonuses is an easy go to. It does require much work from the leadership/management.

When you don’t have extra budget to spend on salaries etc, there is still a LOT you can do to motivate a team to work hard.

Some practical examples:
1. Reciprocity – work to help your team members and they will feel obliged to help you
2. Personally work hard – sets an example and expectations – which will get some people working harder. The real secret is what you work on. Chose the right areas and people will be falling over themselves to help you in return.
3. Offer lots of benefits for working harder – praise, recognition, more interesting work, more of your time … there are a lot of options.

To learn 4 tried and test approaches to increasing the work rate of a team (without changing the people) I invite you to click on the link and use 4 approaches that I have used consistently to transform ordinary teams into high performing ones – again and again, in different companies and in different situations.

Click here https://youtu.be/dDW7rgKiiyw

05/05/2026

How clear are your comms really at work? How do you make your communication – what you say and write – even clearer.

Look at any staff survey on the worst problems in their business and lack of communication or lack of CLEAR communication is always near the top of the list.

I know plenty of people and organisations that say a lot but don’t really say anything at all. There are a lot of words, but it is hard to pick out the important points they are trying to get across.

How good are you at getting to the heart of the matter and communicating that?

Do you organise your thoughts before you speak or write? [Or is your organising brain always trying to catch up?]

How direct is your communication?
[Or do you including hedging, deference, emotional, permission, jargon or complex language mixed in with your message?]

What emotions do your audience expect from you or is every communication an emotional lottery?

When you speak do others listen attentively or do they look like they are politely waiting for their turn to speak?

If you work on building 5 habits into your communication, you will write and speak a lot more clearly. You audience will spend a lot less brain power listening, taking in and understanding your message. The clearer your communication, the more action you will get from your communication. Actions create results and results build careers.

Invest 10 minutes to improve how clearly you communicate https://enhance.training/5-habits-for-clearer-communication-actions-to-speak-clearly-like-top-leaders-tm0312

01/05/2026

Get Promoted EVERY Year. Hard work does not get you promoted. I know so many talented people that work very hard and yet don’t get promoted. Or they get promoted much slower than others who don’t appear to work as hard.

Getting promoted is NOT really about EFFORT.

If fact, sometimes the more effort you put in, the harder it is for you boss to promote you (they don’t want to lose your contribution to their success)

Getting promoted IS about achieving specific OUTCOMES and results (and achieving them in an acceptable way).

Normally, you need to put effort into achieving good outcomes BUT they are NOT the SAME things.

It doesn’t matter what level you are at – trainee or senior manager – the outcome rule matters to you. The more senior you get, the more OPPORTUNITY you have to work to produce specific outcomes (and the more opportunity you have to choose the wrong outcomes).

I invite you to invest 10 minutes to learn about 5 important strategies for CONSISTENTLY getting promoted. I employed these and got promoted 13 times in as many years all the way up to board level. They work. In any company and in any sector.

Click here to learn about 5 strategies and a ton of tactics and actions to take within each. https://youtu.be/0-x8ONbfUPk

28/04/2026

Learn exactly how to sound assertive at work. Speaking assertively is not just delivering your message confidently and clearly – it is also the style of speaking, the words you use and the intent behind what you say.

4 styles often refereed to are: passive, aggressive, assertive, passive-aggressive. Do you know when you are using each and which one is your dominate style at work?

A passive is not saying what is on your mind and quietly accepting other people’s positions.

An aggressive style tries to control, to dominate and uses a lot of “you” language

An assertive style uses direct language AND is respectful of others. This uses a lot of “I” language.

A passive-aggressive style don’t speak up directly but hide their true thoughts and emotions poorly, letting them “leak out” through tone of voice, sarcasm, gossip etc

An assertive style is direct, clear and does not bring emotional baggage. This style makes it easier for the other person to take in the message and understand it. They are not focused on emotions or their reactions to what has been said.

Just think about someone being aggressive with you. Do you hear their message? Or are you focused on calming yourself down or pushing back against their desire to control or dominate. I know I am 90% the latter – I don’t hear their message.

To learn more about these speaking styles AND 4 very important practical actionable ways to develop an assertive style of communication AND 7 very useful tips to speak (deliver) your message assertively, invest 10 minutes and read/listen/watch
https://enhance.training/how-to-sound-assertive-quickly -11-tips-to-speak-confidently-at-work-tm0311

24/04/2026

How to run BETTER meetings, workshops, problems solving sessions and more IN LESS TIME. (Yes - you can do this!) Groups produce better outcomes and solutions WHEN approached properly in most cases.

Many minds, with different backgrounds, outlooks and experiences, when encouraged to speak freely, beat a single person (no matter how brilliant).

I have worked in many amazing companies (innocent drinks, Williams Lea, EY, Fosters and more) and I have seen groups produce amazing outcomes, time and time again.

These is a small catch.

The person running the meeting has to be VERY DELIBERATE in how they set up the meeting, structure, encourage and direct the participants to get amazing results.

There is quite a bit to facilitating a group and getting the best out of them in the shortest practical time.

For example:
1. How you define and communicate the purpose of the meeting enables or blocks…
2. How you structure the meeting and set goals transforms the output
3. How you keep the group focused on achieving the goals agreed impacts the time spent
4. How you deal with the dominant and quiet voices in the group impacts the quality of discussion
5. Getting to good decisions quickly is easier with a few specific shortcuts
6. How you capture the actions and decisions and their owners transforms a good discussion into results

I have broken all of these areas down and share tips and actions for each to create high output meetings, that you should use to increase business results, and increase individual and team performance.

We all spend so much time in meetings. It makes a lot of sense to get the most from each meeting you go to.

Invest 12 minutes. Click on the link and improve your meeting facilitation skills so every meeting you are in delivers more for you, your team and your business. https://youtu.be/yeyaDzSwTKI

21/04/2026

Gain authority as a manger without relying on your job title! The most powerful sources of authority don’t come from your job title.

You want more authority as a manager because the more authority you have:
• The quicker others do what you ask
• You experience a lot less pushback and resistance
• The quicker and easier you can persuade and win over others
• Finally, the more you and your team will deliver in a given timeframe

These factors all help you do a GREAT job as a manager.

To increase manager authority DON’T throw your weight around. Don’t order, demand, shout or bully. These types of fear based behaviour will lose you authority, respect and goodwill. Avoid using them.

To be very influential as a manager, you need your team and colleagues to give you authority willingly. That is they will do what you ask because they respect you, they like you, and they appreciate you. They give you authority because they want to help you and they don’t want to let you down. You get authority from others when they trust you to use it wisely.

I have 5 super important approaches for how to establish authority very quickly as a manager WITHOUT relying on your job title.

Invest 10 minutes to start using them (or improve how you use them) today https://enhance.training/how-to-establish-authority-as-a-manager-without-needing-a-job-title-tm0310

14/04/2026

Every team has a worst employee. When you improve your worst employee, you increase overall team performance, usually by a lot more than the contribution of one person.

Your worst employee might only be a little way behind other team members in terms of performance, behaviour or attitude … or they might be miles behind.

Your worst employee anchors the expectations for the rest of the team BECAUSE if you DON’T take action to improve this level, you communicate every single day to the rest of the team that this level is acceptable. Staying at this level does NOT push the rest of the team.

Ask yourself – “Are you happy with the level of your worst employee?”

If you are not, OR you want to push up the performance level of the whole team, you need to take action to improve your worst employee.

You can either work to improve their level or you can remove them and hopefully hire someone with more talent, motivation and drive.

I know from personal experience that improving team members is a lot quicker, a lot nicer, a lot cheaper and a lot less risky … when you want to significantly improve overall team performance.

Improving works 90%+ of the time when you follow 7 practical proven actions. You need a system, a planned approach to get the best results you can.

I invite you invest 10 minutes to learn exactly what these 7 actions are and how they help you save a ton of time, effort and hassle.
https://enhance.training/7-practical-proven-actions-to-improve-your-worst-employee-quickly-tm0309

10/04/2026

Make change a lot less painful when leading teams. Us humans like patterns. We like the known. We like what works for us. It is just how our brains are wired.

Moving to something different, something unknown, something unproven is a little scary (or a lot for many).

We have to give up the know, what works, the comfortable.

We know change may well be for the best and it will help keep us comfortable in the future. We just have to go through pain of learning, of putting in the effort, of trying something different…

Every project, change of direction, significant competitor action, or significant customer change probably drives change in your workplace.

You and your team have to respond. Either you are deciding what needs to change, or you are being asked to implement someone else’s plan (or a bit of both).

How many of these steps do you go through?

1. Explaining the why
2. Finding your teams real fears
3. Addressing those fears with them
4. Breaking change into recognisable activities and tasks
5. Holding team members accountable for delivering change

And how well do you do each?

To start using missing steps and to improve how well you do one or more of these steps, I invite you to invest 10 minutes to watch https://youtu.be/4gSaYiWZtxg

Enhance Training & Coaching

15/05/2026

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