Mentors To Executives Worldwide

In the final part of our conversation with Oscar Trimboli, Jamie Wadley (standing in for Fulyana) and Kim hear about ways to prepare for meetings, making them shorter and more focused as well as integrating deep listening with management reviews. The podcast starts with a comment from Fulyana, recorded after she finished reading Oscar’s latest […]

We continue our conversation with Oscar Trimboli on the subject of “Deep Listening” looking at answers to two questions submitted by listeners: How does deep listening impact decision-making at the executive level, particularly when managing large, geographically diverse teams or navigating crises? Many executives are trained to be fast problem-solvers — how can they balance […]

This week we begin a 3 part conversation with Oscar Trimboli on the topic of “deep listening”. Whilst Fulyana is away, Jamie Wadley has joined the conversation. Oscar very generously sent us some copies of his latest book and Fulyana has begun a process of sharing those with her mentees. If, after hearing Oscar, you […]

We conclude our conversation with John Gates, Salary Coach, this week looking at more details from questions submitted by listeners around the actual timing of negotiations. Another “hot” topic is the situation where you are over-qualified for a position but are keen to pursue it. What are the questions in the interviewer’s head that you […]

We continue our conversation with John Gates, Salary Coach, this week looking at how you can assess your commercial value to a potential employer. This leads to a lively interaction on being able to identify and address the “risks” an organisation might have in relation to your engagement.

Kim and Fulyana begin their conversation with Salary Coach, John Gates, looking at how to value yourself within a salary range and the usefulness of third party salary surveys. Do you know when to start a salary negotiation?

This week we have a short “teaser” from our conversation with John Gates all about salary negotiation. It’s a topic we seem to avoid unless we are in the immediate situation so our time with John was fascinating and though provoking. The three part conversation will be available from 22 April 2025.

In the final part of our conversation with Kevin Eikenberry, Kim and Fulyana explore the meaning of “success” and how to find the best tools for communication. We also revisit the idea of identifying and developing future leaders in our organisations, regardless of size.

We continue our conversation with Kevin Eikenberry looking at risk, safety and trust in teams, particularly for those working remotely. Are we encouraging transactions or interactions in our teams?

This week we begin a 3 part conversation with Kevin Eikenberry talking about leadership in relation to remote teams particularly. Kim and Fulyana explore the differences (are there any?) between being a manager and being a leader as well as the importance of being flexible. Kevin very generously offered a gift to all those listening. […]

We continue our conversation with Jim Stevenson, this week actually getting to Question 2! Kim and Fulyana explore the background of ethics and AI in organisations and where AI use in organisations is/ could be/should be heading.

Kim and Fulyana continue their conversation with Jim Stevenson, this week looking at what makes a “leader” as opposed to a “manager”. We discover different types of “leaders” and explore when training/development should begin for the next wave of leaders in our organisations.

This week we begin a conversation with Jim Stevenson from the Bletchley Group an international advisory firm specializing in strategic advisory, transformation, fundraising, and M&A. In this first part Kim and Fulyana question the importance of risk analysis and what that really means in today’s business world.

This week we have a very different Case study with a listener asking what to do next with an idea for an industry disruptor that he is not wanting to share with his current organisation. Kim and Fulyana look at the process of following through an entrepreneurial idea when you are in an organisation that […]

Another of our case studies for the start of 2025, this time looking at what the options are for management when you have staff that are not the right fit for your organisation but there is a chronic shortage of trained people in your industry. Are there, indeed, options? Do we need to think outside […]

Another in our series of case studies for the start of 2025, Kim and Fulyana look at a situation for a senior manager, responsible for both business direction and management, feeling overwhelmed but considers that he can’t delegate any of his current work. What are the underlying concerns that make delegation impossible? Is there only […]

In this case study, Kim and Fulyana explore some ways (read processes!) for those who might be feeling guilty about leaving an organisation that treats them well. When you feel that it is time to “grow” your career and you think that means changing organisations or industries, what can you do to help make the […]

We begin 2025 with a case study about how to address an ongoing management issue that may be hidden from your daily concerns. This case study revolves around having “on call” staff to fill in when there are unexpected/unplanned absences of regular staff. Kim and Fulyana have different approaches to the issue, although they both […]

This week we have a case study from a listener who asks what to do when in the situation of working with a manager who is “brilliant” but is not a leader. Kim and Fulyana explore the options that include working with all the team, not just looking at the management/leadership shortfalls.

This week we explore a topic that was first raised by our guest Tammy Alvarez. He conversation sparked a number of enquiries about how to explore the skills of your team members – ones that might not be utilised at present. Kim and Fulyana both talk though real life examples to help you find a […]