What we believe

What we believe

Many people working in our client companies and organisations are still treated as people who, in one way or another, must be taken care of, motivated, made to take responsibility, encouraged to do a good job, etc. By far the most common question we get asked by managers clearly illustrates the attitude that so often prevails:

“How can I get my group (or Peter) to take more responsibility, to be more autonomous, engaged, motivated…happy, even?” 

Leadership is and has been about different activities, models and strategies designed to “make people…”. In many respects, this isn’t unlike “parenthood”.

At Tuff Leadership Training, we believe that employees today (like everyone else) need and want to work within a culture of “partnership”, and what we might call adult-adult relationships. We believe that they need, and want, to feel that their company’s business “is theirs”, and that they have responsibility for it. We also believe that this is essential to the future efficiency and profitability of our client companies and organisations. Attitudes towards leadership and employeeship must, and will change. It’ll take time, and it’ll often be painful. We call this coaching leadership and a coaching culture.

I appreciate that Tuff Leadership Training has been so “hands on”, so practical. It has given me new ways of looking at leadership. The most fun and the most interesting course I have ever participated in.

 Göran Sjöberg, Partner Account manager, Hewlett-Packard Sverige AB

Our philosophy

All people have power and ability. All people can progress and succeed when they are free to make active, conscious choices. People’s actions are ultimately shaped by their choice of outlook and attitude.

Our mission

Our mission is to be a partner for companies and organisations wishing to develop the kind of leadership – and the kinds of organisation – that enables them to tap the full power and potential of their members.

Our principles for coaching leadership

  • Who you are is more important than what you do. The way you are as a manager to your staff impacts more on the results than what you do.
  • A committed, responsible attitude comes from greater mandate; the more mandate an employee has, the more commitment, responsibility-taking and genuine cooperation the organisation will receive in return.
  • Employees have much more capacity than they normally get to use. If as a manager or leader you want to lay claim to this capacity, you must normally change your attitude, adopt a coaching approach and act differently.
  • Coaching leadership is about facilitating the release of the strength and ability that lie dormant in people and organisations, and putting it to full use. This is achieved by, for example, transferring responsibility for the business to the employees and giving them opportunities to make active, conscious and free choices.
  • A smooth-running, effective and open working climate is vital to a company’s efficiency and thus also to its results. The ability to be frank and clear  is the key.

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