(15) MERLIN
helps Terry be more disciplined and stand firm
It took a lot of persuasion for my new husband to
accept a dog into our family a couple of weeks after our
wedding! He thought he was getting a cute bundle of
fluff but in reality he was getting a wolf in disguise …
meet Merlin the Northern Inuit.
I have always thrived on adventure and pressure and
this probably shows in my choice of simultaneous
careers, as a nurse in Accident & Emergency and a
Captain in the Army Reserve. Both these jobs are in
organisations where there are clear rules and
command structures but I have always been deemed to
be a servant leader – very much a ‘doer’ who always
has to have sleeves rolled up and be in the thick of the
action.
Merlin has taught me that there are different ways to do
things. I have had to learn to be more disciplined and
stand firm, which didn’t come naturally at first. It would
have been all too easy to give in to him at the
beginning, especially when he cried at night and I
wanted to cuddle him until he stopped. I still find it hard
to resist giving him food when he looks pleadingly at us
while we eat but I am learning to hold my resolve and
stand firm.
I knew Merlin would be a big dog but, now that he is
just over a year old, he is much taller than me if he
stands upright on his hind legs. This has shown me that
it is not my physical size that is important but my
leadership presence that is key to our relationship.
When I think about how this translates back to my
workplace, I realise how regularly I have to deal with
people that are much bigger than me (and often in pain
or potentially hostile situations) yet I now have
confidence in my ability to respond and manage the
situations – thank you Merlin x
- Terry McDermott-Moses
(16) TINKS
helps Robert overcome procrastination
Tinks is a Jack Russell, 12 (human) years old and one
of three dogs in a household. Suffering from a doggy
version of ‘middle-child-itis' she lives with veteran Mollie
(the Collie) and young Buddy (Tinks’ vaguely nervous
son). There are also some grown-ups: I am the one
who feeds and walks them.
Tinks’ motto and leadership principle is pretty
straightforward. It is, “Yes! Yes! Let’s do it!”
Food? Tinks: “Yes! Yes! Let’s do it!”
Walk? Run? Collect sticks? Meet new dogs? Meet
strangers? Tinks: “Yes! Yes! Let’s do it!”
You get the idea … unbridled enthusiasm for everything
that life has to throw at her. Tinks’ philosophy has
helped me beat occasional bouts of procrastination. We
all get them sometimes. If in doubt, many people ask,
“What would Richard Branson do?” For me, I think,
“What would Tinks do?”
The “Yes! Yes! Let’s do it!” philosophy has helped me
in numerous instances including:
• Wondering if I could/should run my own
restaurant and whether anyone would take me
seriously. (Result: my own business, aged 21).
• Questioning if Warwick Business School would
even want to talk about how they could improve
their programmes for entrepreneurs. (Result: a
meeting and appointment as director of
consulting and training).
• Dithering whether to send a ‘challenging’ email
to the Head of Barclays Business. (Result: a
breakfast at his club and then a five-year
training/consulting contract).
• Hesitating to deliver a keynote at a networking
event. (Result: I met the Head of Google UK who
became a client).
• Pausing to accept an invitation to speak and
consult in Africa. (Result: two visits, seven
weeks, four countries).
• Pondering whether I could write a book when
invited to do so by Virgin. (Result: the first of six
published books).
So far the “Yes! Yes! Let’s do it!” philosophy has been
good to me. Occasionally it has got me into trouble but
I always learn!!! What Tinks’ Leadership Principle does
is stop one from getting stuck in a rut as well as putting
aside any self-doubt.
The “Yes! Yes! Let’s do it!” philosophy has generated
great results. But the real benefits of this approach are
all the incidental and consequential results of saying
‘yes’ … the people, the places, the adventures, the
connections that start to happen when you move
outside your comfort zone.
Thank you, Tinks.
- Robert Craven
(17) JET
helps Simon recognise the importance of discipline
My best friend is Jet. He is a handsome border collie of
13 years experience. He has calmed down a lot with
age but, before realising that he was a border collie, he
had designs on being my boss and the boss of
everyone around him. This often led him to be a little
scatter brained.
An energetic and scatter brained dog needed one of
two ways to get him to focus: one was to play ‘catch the
ball’ which was the preferred method but standing in a
field lobbing a ball could only take place in daylight and
in fine weather. For all other occasions we had to go
for walks and walking was a battle. I’d spend my time
focussing on not being controlled by my dog and in turn
he would spend all of his time trying to elongate my arm
connected to him by his lead.
One of the foreseeable aspects of every walk we took
whether in day or night time was the traffic on the road;;
roads we had to cross. Being an excitable young lad
he would often be so preoccupied with forging ahead,
head down tail up and stretching my arm that he would
be oblivious to anything else around or in front of him.
Where pavements end to make way for roads, with his
behaviour, it was not unreasonable to foresee a
disastrous meeting of dog and traffic in the future.
Doing nothing was not an option. Using his “down stay”
that I’d taught him on fields I adapted it to curbs so that
the lead would go slack as he’d stop at every curb and
wait for my command before we’d recommence his
incessant pulling. I’m pleased to say that he learned it
early in life and because of this imposed discipline (very
counter intuitive for him) to keep stopping we avoided
any traffic collisions.
At work I often get the blunt end of people frustrated by
checks, inspections or other gateways that demand that
they stop and look at where they are before moving on
to the next stage. Some people can only see a waste
of time since it’s not the big picture. Whether part of a
process or part of a project – just like myself and my
four legged protégé – I recognise that managers are
often the only ones with the whole picture of what is
going on. This puts an obligation on us to seek out
risks and put in the appropriate safeguards.
- Simon Waim
(18) EDDY
reminds Karen to reward success
Eddy is a rescue dog who has been with us for four
years. The rescue centre believes we are his third or
fourth family – a lot of changes and uncertainty for a
dog who was only four years old when he came to us.
Why so many families? We don’t know as you will
probably never find a more loyal friendly dog than
Eddy.
When he first arrived he found every hole in the fencing
and hedging around our three-acre property. He would
happily chase squirrels around the garden and out
through a previously unknown gap in the hedging … we
then spent hours searching for him. To ensure he came
home to us we started training him to go to the gate at
the front of the property where he would trigger an
alarm in our house. We then knew Eddy had escaped
again. Instead of telling him off for escaping we decided
to reward him for coming back to us. Time after time we
found our little dog sat at the gate tail wagging when he
saw us knowing he would receive a treat. We can
proudly say we now have an Eddy escape proof fence.
Traditional business could benefit from a rewarding
success strategy. Teach and encourage staff to
achieve a certain performance standard and reward
them when they achieve it. We spend many hours
managing our businesses and our people. We expect a
certain standard of work and are quick to discipline or
sack those who do not perform to our expectations.
Through training and goal setting we can teach our staff
to provide great performance and reward them each
time they achieve it. We can create a win/win situation
with everyone enthusiastic about working towards the
rewards. Where staff are failing to meet expectations, a
little extra encouragement and an extra reward for effort
can turn struggling team members into superstars
within the business.
Rewards don’t need to be cash-based bonuses – they
can be an extra day of work, tickets to the theatre,
dinner at a restaurant or a shopping voucher.
Over the past 30 years one of the biggest growth
industries has been Network Marketing. A business
model that rewards it’s distributors for their success in
business with cash bonuses, luxury holidays and exotic
cars. By working with struggling distributors and helping
them to also succeed this business model values
rewarding achievement and in return has outstanding
business success.
Where you have a business not quite delivering
expectations, or a team member not quite at the level
you require, think about rewarding success. I’m sure
Eddy would approve.
- Karen Newton
(19) AMBER
helps Kevin understand leadership styles
Training a dog has many skills in common with that of
leading a business. My wife and I have had two dogs
together and both had very different personalities.
Bramble (our first Labrador) needed very little
guidance. From working dog stock, she was calm,
docile and reliable, if a little quiet. She needed little
guidance and could be relied on to perform as
expected and was very trustworthy. She was mature
beyond her years and needed little management. Our
next golden Labrador was very different …
Amber came from show dog stock with a very elegant,
calm mother. Initially odd looking with green
eyes, she grew and grew to large proportions and had
a personality to match. Without clear guidance, and a
firm hand, Amber broke numerous rules such as eating
walls and telephone wires, and took to raiding the
washing basket where her fascination with men's socks
and anyone's underwear knew no bounds. Pyjamas
were destroyed, sweet cupboards broken into and
muddy puddles explored at every opportunity.
A different leadership style was needed with clear
boundaries set, and with all members of the family
adhering to the rules. In time our house became a well
run machine and Amber a treasured cog in the
machine. She is loved by all and certainly gives back
more love, slobber, snores and hair than Bramble ever
did.
Leadership styles needed to suit the personalities of
our 'team'. The same is true in the workplace –
although not leading to odd socks – the wrong
leadership will lead to under performance and unhappy
workers. Bramble clearly worked best with a 'coaching'
model of leadership while Amber needs a 'directive’
style.
- Kevin Chidley
(20) SIMBA
shares his love with suport from Cal
Simba is a Weimaraner with no personal boundaries,
and he was 17 months when he was rescued. I’ll never
forget that it was like trying to get a giraffe in the car!
His legs were so long he just spread them sideways, as
we all sat on the ground puffing and panting after the
fight of his life, not to go in the car. To him, another
journey crippled his mind with fear and the journey
home was terrible for him. He was so frightened he
screamed blue murder for 42 miles and all the talking
and re-assurance didn’t work;; the headache I endured
was surreal!
Best office colleague: After being given away at nine
months of age, we tracked his sad life and history over
the previous eight months – that poor boy had
approximately 13 different places to stay [not homes].
He suffered malnutrition, beatings that broke his ribs
and fractured his left eye socket and here he is 6 years
later, the love of my life and best office colleague one
could ask for, as there’s no drama, just clear none
verbal instructions from him to me.
Patience and Trust: It’s been a long process for us all,
but we’ve learnt patience and trust. He’s changed my
life and, if I’m honest, I don’t think I saved him, quite the
opposite – he’s saved me. He’s turned from a sneak
thief to a dog that stands proud and shows us exactly
what he wants – he communicates really clearly from
bringing us his ball to directions on the motorway – right
and we go to the Derwent – barks fast to go straight
over, the beach.
Attention: Every morning he greets everyone, either
gently nuzzling into your chin, climbing into bed or with
a loud voice like growl (that isn’t a growl but talking to
us). At seven, he stands waiting for his morning
cuddles from everyone and if anyone walks past him,
he follows them until he gets that acknowledgement he
seeks.
Acknowledgement: He then sits at the front door from
where we go out for a walk for approximately 3-4 miles
and return where he’ll drink and then stands at the
utility door to show me he’s ready for breakfast. He
stands there again at 12.30pm and 5pm showing us
he’s ready for his next meal. His training has been
gently entertaining.
Rewards: Ice cream, we can’t believe he hears the ice
cream van. He trots back and forth eventually standing
on the sofa next to us looking out of the window and,
within minutes, there it is … the joy of tea time food
love. He has his very own biscuit tin next to his bed.
He’ll come and sit right in front of you, ears pricked and
if you ask him what he wants he’ll go to the tin, bow to it
or tap it with his paw whilst speaking in his grumbling
growl (it’s so lush) – plenty of kisses for everyone or
anyone who’ll lift the lid of life – there is no loyalty when
he wants fed.
In my leader role this is what I have learned so far from
Simba – allow personal confidence and growth;;
encourage without wanting gain, trust without
expectations;; recognise triggers in behavioural change;;
acknowledge and praise the good, but be clear in what
is not acceptable in boundaries;; deliver simple, short
methods of communication so as to not overwhelm.
Most importantly give guidance and comfort so they
can relax and do a good job.
- Cal Saul
(21) BEAN & BEAR
remind Rob to recognise their differences
As the owner of two 11 year old pugs, I have over a
decade of leadership lessons to learn from my quirky
companions, not to mention the insight gained from a
lifetime of living with dogs in the family including Jack
Russells, Labradors, Collies, a Beagle, Red Setter and
delightful variety of mixed breeds.
My pugs are sisters and I'm often asked how I can tell
them apart. Of course, to me they look very different,
but on first (and even second) meeting many struggle
differentiating between Bean and Bear. Yet, after
spending any length of time with the girls, one cannot
help but start to recognise just how different they
actually are, as their separate personalities emerge.
Bear responds to visual commands, is driven by food
and loves exercises. She's very good at playing fetch
and craves a strict routine. Bean, however, responds to
auditory commands and is driven by affection and love,
more than anything else. She is adventurous, fiercely
protective of her pack and territorial.
After many years working in management in both
manufacturing and service industries and now as a
leadership development coach, I fully understand the
value of utilising the uniqueness of every individual
within a workforce. The best teams are made up of
individuals who get to exercise their preferred skill set.
Taking time to explore and discover what motivates
your employees, their personal values, beliefs and
natural talents, gives the best opportunity to play to
their strengths in the workplace, engaging their hearts
and minds for exceptional performance and
productivity.
Knowing my dogs as well as I do, I would not choose
Bear to keep watch for potential danger just as I would
not choose Bean to hunt out food. They are certainly
both capable of doing those jobs but one will be more
effective at a particular task than the other and get
more enjoyment and have a greater sense of
empowerment. Just because people look alike it does
not mean that they excel in the same areas and that's
okay. When we play to our strengths we become more
motivated and demonstrate more confidence and
experience greater self-esteem.
- Rob Holcroft
(22) PEGGY SUE
keeps Rebecca focused on new opportunities
I’m sure you have colleagues who always seem to be
getting a new idea, excited by the “shiny stuff.” Maybe
it’s you who becomes distracted by new ideas or
potential new opportunities;; always seeing another
way, a different approach, something more exiting. It’s
easy to think that ideas-people like this seem easily
distracted, unwilling to commit even, but maybe they
can add value in your team. Maybe what they bring is a
new perspective, a new way of doing things.
I work day in and day out with people who are
developing enterprises either for themselves or for the
organisations they work in. For many they love the
uncertainty of enterprise and the thrill of trying
something new. They seem to love it just as much as
my puppy, Peggy Sue, loves to try new things. Now
Peggy Sue joined us late last year after Tilly, my
springer spaniel and office companion of many years,
passed away. Tilly was a calm dog, always there by
your side, keen to please and not bothered by things
around her. She was a steadfast, dependable member
of the family and a big part in my business. Peggy Sue
on the other hand joined us at just a few months old
and as a working cocker spaniel she is inquisitive and
excitable to say the least. So far she has been my
distraction, the thing which takes up time when I should
be working in the office. In fact Peggy Sue often
reminds me of the enterprising people I meet who are
excited by opportunities, constantly spotting something
new, something more exciting and more interesting.
When Peggy first came to us, everything was amazing;;
every element of the house, garden, car was interesting
to her, a new adventure worthy of checking out,
investigating and playing with. Just as many people
involved in new projects or enterprising ideas can be,
she was quickly distracted by another thing, a
movement, a change in the environment or someone
new coming in.
Enterprising people are always looking for new things,
a new way of doing something, improvements that can
be made to ensure their product or service is the best it
can be for the people they serve. But many managers I
meet are just like my old dog, Tilly: trustworthy and
steady, but uninterested in excitable (and what they
consider to be non-focused) people … Peggy Sue
puppy types.
Peggy Sue has an amazing sense of fun and takes
pleasure in anything new. To begin with training has to
be done in short sessions because of her poor
concentration. Just as I have to decide which things are
most important to teach Peggy Sue, we need to decide
which things are most important when developing a
new enterprise project and work hard on those so we
don’t get distracted by shiny new opportunities which
stop us achieving in our enterprise. To keep Peggy
Sue’s mind focused I need to eliminate distractions and
keep things simple and structured. I reward successes
and disregard her distracted nature.
If you are considering developing a new enterprise then
consider the same as I did when training Peggy Sue.
Plan for success: don’t set yourself up for failure and
keep distractions to a minimum. Celebrate all
successes and don’t blame and punish when things
don’t go quite right. Try to stay focused on developing
one thing at a time and understand that some of the
team are more like faithful old Tilly and won’t join in with
your excitement for a new idea.
- Rebecca Jones
(23) ELLIE
helps June understand her team better
Mmm … leadership and my dog, Ellie … interesting
idea… You see, Ellie’s had a bit of a troubled past, with
me being her third owner in her 18 months’ lifetime!
Anyone who has ever re-homed such a dog knows that
they come fully equipped with a host of challenging
behaviours. In many ways, much like the members of
my teams! And just like them, the key is to understand
why they behave as they do and work with them to find
solutions.
Ellie has definite schizophrenic tendencies. With me,
and people she gets to know, she’s an absolute
sweetheart: great manners, lovely nature, full of fun and
playfulness. Unfortunately, with anyone she doesn’t
know, and particularly when she is on the lead (which is
her automatic “guarding” of the leader bit) she reverts
to a snarling, growling attack dog – all due to fear of the
unknown.
Once you understand that she spent most of her
formative months with an elderly lady who was never
able to walk her or socialise her properly, you start to
understand how frightening the outside world is to her.
It’s taken a lot of perseverance and consultation with a
really good dog trainer – and it’s still very much a work
in progress – but she’s making really good steps
towards becoming a confident, happy dog.
So how does this help with my teams? Well, I work with
really talented and skilled people, however individually
they do have some challenging behaviours of their own!
Take Gerald for instance, an old-fashioned gentleman
but a real “terrier” when he gets fixated on a particular
idea. When I first started working with him I didn’t fully
understand that he has a form of obsessive compulsive
behaviour and that was why he often got bogged down
in minute details. Once I understood what was going on
though I had an epiphany of sorts, allocating Gerald to
the tasks that could best use his fantastic attention to
detail so that nothing important could be missed. I then
allocated other team members to more over-arching
concerns. This approach works incredibly well. Gerald
is a highly valued and important member of the team –
and is praised accordingly for this – and the rest of the
team now avoid unnecessary confrontations!
Similarly, another team member Anthony, whilst always
highly professional and polite in team meetings never
really seemed to engage fully with the rest of the team.
Through numerous one-to-ones and projects where we
had to work closely together I found out that although
outwardly highly confident, due to some bad
experiences with a couple of previous managers, he
was now severely lacking in self-confidence. Things
turned around during one particularly difficult and
challenging project where we worked together, with me
backing him up against strong opposition. I’m happy to
say he is now completely confident to speak out in
team meetings – and is as bolshy as the best of them
now!
So, taking things forward with Ellie and her
“reformation” I wonder if I apply some leadership
practices to her, whether that would work? Maybe a
good, regular appraisal process … key performance
measures … must dig out the appropriate paperwork!
- June Cramman
(24) STAR
gives Penny a new perspective on life
In 2005, we adopted a four-year old ex-racing
greyhound named Star (racing name Sitka Star) from a
local Surrey-based greyhound adoption charity.
Ahead of our visit to the kennels we’d looked at the
charity’s website, and based on what we’d read about
the dogs available for adoption, asked to meet Star.
Our meeting went well, she seemed interested in us,
affectionate and easy to manage on the lead. We
decided that we’d like to take her home with us and
went to inform the kennel staff. We were met with
surprise that we were interested and two staff told us
that she was known to them as ‘Killer’ as she had
previously attacked a couple of other dogs and that we
would need to be very wary of her around other animals
in particular.
Their words stayed with me on the long drive home with
our new companion, a seed of doubt was lodged in my
mind and unfortunately I spent the next couple of
weeks feeling afraid of our new dog and how she might
behave.
I won’t go into the various training regimes, and ways of
establishing the pack pecking order that I explored –
suffice to say that I bought up every book I could find
on adopting a retired greyhound and at some point we
tried out just about everything in the books and a few
more things besides.
Star was an absolute delight. She was a great
companion, lovely with children, well-behaved at other
people’s houses, very rarely stole food. The odd growl
at another dog who she didn’t like the look of but
nothing more serious (Jack Russells with Small Dog
Syndrome were her nemesis but she’d mainly stand
there looking slightly bemused as they growled and
snapped at her).
So, very simply one of the main things our dog taught
me was that given a new environment (with a good
smattering of positive feedback, incentives/rewards,
boundaries and space) a dog with a previously ‘bad’
reputation can thrive. I read somewhere that a dog has
no opinion about itself, it just is.
There are messages in there for me as a leader of
projects and programmes about not pre-judging
colleagues based on other’s opinions and creating a
positive environment where everyone has the
opportunity to excel, play to their strengths and if needs
be to reinvent themselves.
Star’s final life lesson for me was that there is always
enough time to sniff the lamppost (substitute
coffee/flowers or whatever floats your boat!) – don’t let
life pass you by while you’re busy being busy.
- Penny Kirk
In loving memory of Star
(2001 – 2013)
(25) MAX
helps David develop his communication style
I am a former senior Police Officer possessing
considerable experience as a commander and
manager within the service. Effectiveness in leadership
is a requisite for the roles I have performed, particularly
during the delivery of policing operations and critical
incident management. As a tutor, mentor and then
instructor, I had the privilege of developing others in
leadership. These skills and experience have translated
through my relationship with Max, my beloved German
Shepherd.
Max was already a two year old when I became his
owner after the dog failed his assessment to become
an operational police dog. I had worked with police
dogs throughout my career, predominantly German
Shepherds, so it was no surprise when I eventually
succumbed to ownership of this noble and loyal breed.
My previous dog had been a Border Collie called Jess
who was on her last legs when Max came to us and he
developed a very special relationship with her leading
to the extension of Jess longevity for two more years
(we lost her at the grand age of 16!)
With Max I realised that I would have to develop a
relationship with a dog that was heading towards
maturity and had already experienced several
‘masters’. I quickly had to establish myself as the leader
to help him understand his position in the family pack.
Establishing lasting trust and loyalty from a dog is not
all that dissimilar a process to embedding as the team
leader when taking over from a predecessor or setting
up a team from grass roots. The ability to effectively
observe and assess individuals, work out the stronger
and confident characters from those who prefer to be
led, and understand how each individual is motivated
and by what needs to be exercised with patience and
good judgement. You need to understand your charge
and then implement a working strategy that will develop
the most effective relationship - it needs to be time
specific but at a pace that will maximise the most
successful outcome.
The first approach with Max was to teach him how to
play – his first owner had not taken the time to interact
with him and had ignored that, with pack animals, play
time is much more than just having fun – it sets the
tone for the pecking order and lays the ground rules of
what is and not acceptable. It helps to build the reward
culture with the animal, play well and perform the things
you are taught well and you receive your treat. Ignore
the rules or play too rough then you will miss out on the
reward. I took the approach of not punishing Max when
he failed to meet his expectations. Like humans Max
had his level of ability and intelligence, together with an
individual capability in respect of learning. Patience and
a preparedness to teach Max through repetitive
practise was the learning strategy that he would benefit
from. Max is a dog who desperately wants to please but
would take time to adapt to his new master.
Effective communication with a dog is as much an
important skill as it is with humans. Verbal instructions
that are clear and unambiguous, ensuring that the
message is translated at a level appropriate to the
audience and checking it has been understood are all
transferable to dog behavioural training. You must be
emotionally in tune with your dog, able to read his body
language and when he communicates through barking,
growling and whining. Equally through communication
you can let your dog know you are not happy and are
disappointed with its behaviour but you can do this
without resorting to shouting, dogs are highly in tune
with tone and body language – I only have to look at
him in a certain way and use a tone that is none
confrontational but he understands he has done
something wrong. I can relate this to my career as a
manager/commander and, over time, developed a
communication style that could penetrate the guilt spot
and make the point without resorting to the more
traditional ‘military’ style of verbal bullying, and shouting
at the top of my voice.
Max is now seven years old and is as handsome a
German Shepherd as you could wish for. He has the
most noble temperament, abhors aggression and is
totally happy when surrounded by both his human and
dog pals chilling out. Yet for all his ‘hippy I love peace
man’ personality, Max still possesses the highly
protective inbred trait attributable to his pedigree. He is
extremely devoted to his pack and is indeed the most
loyal of troopers.
- David Hall
The human contributors
Each contributor has given their time and insights free of charge in
the knowledge that the proceeds from the sale of this publication
will be donated to Dogs Trust UK. The contact details they have
chosen to share are correct at the time of publishing.
(1) CHRIS COOPER
Chris runs his own business helping business owners to maximise their
potential and profits. He also hosts a weekly radio show on Voice
America.
Website: www.chriscooper.co.uk
Radio show: www.voiceamerica.com/show/1959/be-more-achieve-more
LinkedIn: https://uk.linkedin.com/in/chrisdcooper
Twitter: @Chrisdcooper
(2) BARBARA BROWN
Barbara is a regional manager in a global financial services organisation.
(3) DAVE ALGEO
Dave is a former police officer and now runs his own business –
Stress(ed) Guru. He is an author, international trainer, speaker and
consultant helping people to achieve success with wellbeing.
Website: www.stressedguru.com
LinkedIn: https://uk.linkedin.com/in/davidalgeo
Twitter: @stressedguru
(4) GREG ROBSON
Greg is the learning and development manager for a world leading
manufacturer of articulated trucks and loading equipment.
LinkedIn:
https://uk.linkedin.com/pub/greg-‐robson/6a/26/ab5
(5) Dr ISLA FISHBURN
Isla is an canine behaviour consultant and researcher. She runs her own
business – Kachina Canine Communication – and specialises in holistic
behaviour.
Website: www.kachinacaninecommunication.com
LinkedIn: https://uk.linkedin.com/pub/dr-isla-fishburn/5b/957/30a
Twitter: @KachinaCanine
(6) JAMES WINSOR
James spent over 25 years as a welfare officer and specialist trainer in the
British Army. He now runs his own business – Auctus Bespoke Training
Solutions – developing personal, leadership and management skills.
Website: www.auctustraining.co.uk
LinkedIn: https://uk.linkedin.com/pub/jim-winsor/14/4b2/228
(7) NEVIL TYNEMOUTH
Nevil is the founding director of New Results Training – a thriving business
that focuses on sales strategy and training - and author of Sales Success
on LinkedIn.
Website: www.newresultstraining.co.uk
LinkedIn: https://uk.linkedin.com/in/neviltynemouth
Twitter: @NevNRT
(8) STEVE HOUGHTON-BURNETT
Steve is ‘The Formula Guy’ – a speaker and entrepreneur helping small
businesses be disruptors and helping big businesses learn from them.
Website: www.theformulaguy.com
LinkedIn: http://www.linkedin.com/in/stevehb
Twitter: @TheFormulaGuy
(9) REBECCA ARMSTRONG
Rebecca is an HR and leadership expert – performance coach and
international speaker – running the business Sparkle People &
Development.
Website: www.sparkledevelop.co.uk
LinkedIn: https://uk.linkedin.com/in/rarmstrong1
Twitter: @SparkleDevelop
(10) SIMON HAZELDINE
Simon is an international speaker, bestselling author and performance
consultant specialising in sales, negotiation and leadership.
Website: www.simonhazeldine.com
LinkedIn: https://uk.linkedin.com/in/simonhazeldine
Twitter: @SimonHazeldine
(11) TIFFANY KEMP
Tiffany is a speaker, author and contracting expert whose business,
Devant, helps clients transform their contracts into ‘deal makers’, rather
than deal-breakers.
Website: www.devant.co.uk
LinkedIn: https://uk.linkedin.com/in/tiffanykemp
Twitter: @TiffanyContract
(12) MIKE SMITH
Mike is an international leadership expert. He runs his own business 3L
Life Long Learning and is a director of Learning Transfer Solutions Global.
Website: www.3llifelonglearning.co.uk
Website: www.ltsglobal.com
LinkedIn: https://uk.linkedin.com/pub/mike-smith/0/703/495
(13) JOSS HARWOOD
Joss is director of chartered financial planning at Eldon Financial Planning.
Website: www.eldonfinancial.co.uk
LinkedIn: https://uk.linkedin.com/in/eldonfinancial
Twitter: @jossharwood
(14) RICHARD OREN
Richard is a Secondary School Head of Faculty for Science and
Technology.
(15) TERRY McDERMOTT-MOSES
Terry is a nurse in Accident & Emergency and is also a Captain in the
Army Reserves.
(16) ROBERT CRAVEN
Robert runs The Directors’ Centre and is an internationally acclaimed
speaker and consultant specialising in developing business profits through
strong customer engagement.
Website: www.robert-craven.com
Website: www.directorscentre.com
LinkedIn: https://uk.linkedin.com/in/robertcraven
Twitter: @Robert_Craven
(17) SIMON WAIM
Simon is a Quality Manager for a small private manufacturing firm in the
North East of England.
(18) KAREN NEWTON
Karen is known as The Homebiz Millionaire – an entrepreneur, investor,
writer, speaker and founder of the Tiroka Group of Companies.
Website: www.karennewton.co.uk
LinkedIn: https://uk.linkedin.com/pub/karen-newton/43/847/321
Twitter: @newydd105
(19) KEVIN CHIDLEY
Kevin works for a large multinational manufacturing company as the
supply chain planning manager looking after the planning teams in eight
factories around the world.
(20) CAL SAUL
Caroline (Cal) is CEO of Let’s Mingle. She is a leadership and business
management consultant, trainer and speaker.
Website: www.letsmingle.co.uk
LinkedIn: https://uk.linkedin.com/in/calsau
Twitter: @LetsMingle_NE
(21) ROB HOLCROFT
Rob is an executive coach and wellbeing consultant and runs
Superhumans Leadership Development Coaching.
Website: www.super-humans.com
LinkedIn: https://uk.linkedin.com/pub/rob-holcroft-ma-ed/13/592/592
Twitter: @thelovelyrob
(22) REBECCA JONES
Rebecca is the Red Shoe Biz Woman – an enterprise consultant, author,
mentor and motivational business speaker.
Website: www.rebecca-jones.co.uk
Website: www.businessinredshoes.co.uk
LinkedIn: https://uk.linkedin.com/in/redshoebizwoman
Twitter: @RedShoeBizWoman
(23) JUNE CRAMMAN
June is an Ofsted trained school inspector.
(24) PENNY KIRK
Penny is the Quality Improvement Manager for a group of regional
Strategic Clincal Networks.
(25) DAVID HALL
David is a former senior police officer in UK and is now working aborad in
United Arab Emirates providing tactical advice and support to their police
department.
FOREWORD by Dr LESLEY HUNTER
Lesley is an international speaker and coach specialising in developing
effective authentic leaders.
Website: www.lesleyhunter.com
LinkedIn: https://ae.linkedin.com/in/lesleyhunter
Twitter: @lesleyhunter
Radio show: http://webtalkradio.net/internet-talk-radio/leadership-unleashed
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