What we do

Whether leaders are in a FTSE 100 company, a charity or within the public sector they all need the ability to weigh up multiple and shifting factors in an often complex environment. The ability of a senior manager or Director to make those decisions is not a fixed or innate ability.  Just as children grow and develop from immature and inexperienced toddlers into rational adults, one’s decision making process is capable of changing significantly over time. This is not an automatic process and not every manager will evolve into a leader.

People who make the transition from a manager  to a leader have realised that there is more to being a successful Director than simply achieving peformance measures. People come to this realisation is different ways; some work it out for themselves while others can be guided through the process by a more senior, emotional intelligent mentor.  The point at which they start to make the shift in their style is usually caused by a recognition that the behaviours and beliefs they have relied on so far, are no longer working.

Starr works with senior managers and Directors at whatever stage they are at in their personal development to help them understand what drives them, how they interact with others and what the consequences of those behaviours are. While this is often on a one-to-one basis, it can also involve working with the whole Board.