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Getting what you want at work – whether a leader, boss or worker – depends a lot on your negotiation skills.Have great n...
25/08/2026

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

Your weakest or most difficult team member is probably costing you £’000s personally. And most managers DON’T realise.Ma...
19/08/2026

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

People work hard when working hard MAKES SENSE TO THEM. Look at a team that is coasting or even a lazy team, and chances...
18/08/2026

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

Get Promoted EVERY Year. Hard work does not get you promoted. I know so many talented people that work very hard and yet...
04/08/2026

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

Gain authority as a manger without relying on your job title! The most powerful sources of authority don’t come from you...
02/08/2026

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.
1. Work to build trusting relationships
2. Understand first, change second
3. Work to publicly remove problems
4. Create consistency of direction and expectations
5. Borrow credibility from your boss and peers

If you are serious about your management career, or you what training options to improve the performance of your managers (& their teams), visit us at enhance.training and take a look at our courses to build management expertise and confidence.

How to run BETTER meetings, workshops, problems solving sessions and more IN LESS TIME. (Yes - you can do this!) Groups ...
29/07/2026

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://enhance.training/become-a-great-facilitator-brilliant-actions-for-facilitating-high-output-meetings-tm0324

Make change a lot less painful when leading teams. Us humans like patterns. We like the known. We like what works for us...
28/07/2026

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 read/watch/listen to https://enhance.training/5-ways-to-keep-your-team-engaged-through-change-and-performing-well-tm0322

Every manager delegates – it is a core part of the role. How well a manager delegates is (in my view) directly related t...
19/06/2026

Every manager delegates – it is a core part of the role. How well a manager delegates is (in my view) directly related to their effectiveness and promotability.

Good delegation results in the manager getting back what they asked for on time and to the standard they expected pretty much every time.

Great delegation means the person doing the work completes it faster or does it better (or both) … because of the manager’s involvement.

If you are getting surprises; staff are missing deadlines; work is not being delivered to the right standards; too many mistakes are being made; staff appear very stressed … all these are signs your delegation skills probably need to improve.

Learn top delegation skills and you will be managing more and more people and they will be doing the work. Don’t learn delegation skills very well and you will be stuck doing a lot of the work yourself as a junior manager. Which appeals to you more?

Invest 10 minutes and check you are doing each of these 5 actions as well as you can? These actions will help you delegate better than 9 out of 10 managers (when you do them well). Imagine how that might impact your promotion prospects…

I share tips on how to improve each action, which in turn will improve your delegation skills and INCREASE the output from your team. https://youtu.be/FulkBRIOErw

If you don’t have collaboration, you don’t have a team. A team beats a group of individuals hands down (when you have in...
02/06/2026

If you don’t have collaboration, you don’t have a team. A team beats a group of individuals hands down (when you have interdependent roles).

To smash team targets working on building high levels of collaboration and communication in a team makes a lot of sense.

There have been countless times when I have asked team members for help and we solve a problem in 10 minutes that I had been struggling with for an hour. I would have go to a solution, eventually (2+ hours later). My solution probably would not have been as good (two minds are usually better than one).

Imagine this happens across the team. Everyone is asking the best person in the team to help whenever they get stuck or slow down.

Everyone gets through their work that much quicker. They have more time to help each other. They have more time to spend getting the solutions to tricky problems that little bit better. The team output goes up. Beating team targets starts looking like a forgone conclusion…

I have transformed the performance of a worst team in the business to one of the best, multiple times in multiple companies.

Building high levels of collaboration and teamwork was one of the most important factors getting such a huge increase in team performance.

Invest 10 minutes and learn 5 of the most important ways to build collaboration in your team
https://enhance.training/5-ways-to-build-collaboration-in-your-team-to-step-change-performance-tm0315

Difficult employees make a manager’s life and job a lot more difficult. When you have a difficult employee (or several) ...
29/05/2026

Difficult employees make a manager’s life and job a lot more difficult. When you have a difficult employee (or several) you know you have conflict ahead. That alone is stressful. I used to dread the conversations: psyching myself up, giving feedback and asking for improvement.

Until I was taught exactly what to do by a brilliant boss. Then it back just another task to do – no big deal.

Unhappy, underperforming, negative, disruptive, lazy, … in fact any problematic employee has the potential to cause major problems in the team and badly damage team performance.

Dropping team performance is a key reason managers lose their jobs. Difficult employees are dangerous to manager authority, happiness and career prospects.

This is why managers must take action. Either they take action OR they risk job insecurity, frustration dropping credibility or worse.

I know from experience, that 9 out of 10 employees want to do a good job. If they are underperforming or being disruptive, they usually have one or more barriers in their way.

As a manager you are in a brilliant to help remove those barriers with 4 out of 5 employees.

You can learn what to do to get IMPROVEMENT or you can carry on getting frustrated, annoyed, angry … until you decide to remove them. The remove route is a lot more hassle, more costly, more risky (for you and company) and not very pleasant.

Give yourself a lot more options before removal becomes necessary. Learn how to turn difficult employees into great employees (up to 85% of the time!) Invest 15 minutes and watch https://youtu.be/QMOhGtXQZxk

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