Fourteen years ago, I decided to leave the world of primary teaching and accept a role in a global recruitment firm. Six months later, after a series of 1-on-1 conversations with my manager, an opportunity opened up. I took a promotion and found myself managing the local branch.

What a learning experience! The old challenges of taking client calls, meeting sales targets, placing candidates, and managing financials paled in comparison to the seemingly simple task of dealing with my small team of staff. I’d been promoted because I showed some ability and promise, but how poorly I was prepared for the complexities of dealing with people issues inside the organisation.

It took me a while to develop my management skills, and I made many mistakes along the way. Even with two managers supporting me and sharing their experiences, I struggled to cope with the demands of the role. Working weekends to catch up on my workload and trying to make sense of my new role became the norm.

I did eventually receive some training – but it was 10 months after taking the position, and 10 months too late. I’d already had to learn the hard way how to navigate the complexities of managing people. I felt isolated, stressed, and out of my depth.

Recently I asked my friend Darren, who owns a successful kitchen company that’s been in business for over 30 years, what takes up most of his time. He answered without hesitation: ‘Dealing with people.’ The people he spoke of weren’t the customers, but his own staff. Managing people is the toughest, the most time-consuming, and the most important issue all businesses face.

I am passionate about providing team leaders, supervisors, and managers with fundamental, practical tools to enable them to manage themselves, their time, and their people much more effectively.

Get in touch to find out how.