My Clients Say...
What I have learned with Sherri is not a short-term fix for a current set of issues. My learning has been deep and will last a lifetime. I really looked forward to meeting with Sherri – it was fun, interesting, and expansive. - Andrew Hamel, Vice President, Amazon
Sherri gave me feedback that was right on target as I was transitioning from individual contributor to leading a team. Sherri is genuinely interested in doing what is best for her clients. Her coaching was extremely valuable and in some cases transformational! - Peter Rizk, Senior Director, Technical Marketing & Solutions Architecture, Infoblox
Consistently Rated 'Outstanding'
As good as she is at design, she is even better at presenting. Employees consistently rate her courses as outstanding. I would not put together a training portfolio without one or two offerings from Sherri. - Terry Dyckman, Former Vice President Human Resources, Blue Coat Systems
Expert in Her Field
Sherri is an expert in the field. Her deep content knowledge, direct communication, and strong ability to synthesize contribute to her success as a trainer and a coach. - Chantal Laurie-Below, Leadership Coach, Redcliff Coaching
Sherri’s team building sessions and decision-making workshops at my previous company helped me form a strong team under the most challenging conditions. Sherri has a unique talent for capturing the essence of a group's dynamics and coming up with solutions to resolve issues. - Erik Möllerstedt, Technical Program Manager, Waymo
Relevant, Credible and Highly Engaging
Sherri is an exceptional curriculum designer because she takes the time to understand the specific requirements of the project and then applies her real world experiences to ensure that the course is relevant, credible and highly engaging. - Terry Dyckman, Former Vice President Human Resources, Blue Coat Systems
Extremely Valuable Coach
In addition to being a bright spot in my day, Sherri has been extremely valuable to me as a management coach. She is exceptionally good at finding simple, straightforward actions I can take to make quick improvements in several areas. - Russ Reynolds, Senior Director, Firmware, Micron Technology
A Trusted Partner
I am fortunate to have had the benefit of Sherri as a coach. She is a trusted partner who will not shy away from delivering a difficult message that will result in positive change. And she frames issues in a manner that is both personal and useful. Work with her, if you can. - Bennett Yang, Senior Staffing Manager, A9.com
Benefits of Hoarding ...
- Written by Sherri Rose
- 06 Jun 2016
Last week I attacked a large binder full of articles. I threw out most of them, but a few gems remained. I’d like to share one written by Dr. Adele Scheele for the now-defunct magazine “Working Woman:" The Top 10 Questions you need to ask to find out if you’re a Bad Boss.
1) Are my directions usually clear, or do you depend on your co-workers to help figure out what your tasks are?
2) Do I often change my mind and alter your assignments after you’ve already begun?
3) Do I usually edit your work without improving it?
4) Am I usually open to new ideas and innovative plans?
5) Do you think that I’m disappointed in your work?
6) Do I provide constructive feedback?
7) Do you trust me?
8) Do I help develop your skills and promote you?
9) Am I available when you need additional assistance?
10) Do I create or operate in a crisis mode too often?
Dr. Scheele suggested you ask these questions if you have 3 or more direct reports and do it anonymously. Based on my experience, I believe if you have a strong, honest relationship with your employees, you can comfortably ask some, if not all, of the questions directly. Either way these questions have stood the test of time and, for better or worse, encourage me to keep on hoarding!
Happy Ever-Changing New Year!
- Written by Sherri Rose
- 06 Jan 2016
When Zen Master Shunryu Suzuki was asked about the true meaning of Zen Buddhism, he replied, “Everything changes.”
Successful managers understand this. Ones who are less successful fight it. But it is a futile path.
The best managers accept change. Do they plan? Of course. They create road maps and then sit back a watch them change! This is easier for them to handle because they’ve done some important work up front. They’ve created and shared a vision and developed fundamental operating principles. People who work for them know these, and when the tides shift, they adjust within these parameters.
These managers create mechanisms to communicate changes quickly so that action can be taken. They leave space for additional work on their road maps, and they don’t hesitate to drop or delay projects that no longer serve the business or the people who work for them.
Finally, and perhaps most importantly, successful managers have trust – in themselves, their process, and their people. They believe they will be able to handle whatever emerges.
The concepts in this blog were first published in January 2012. As another New Year is upon us, it felt like a good time to revisit them – and to take a few moments to reflect on the past 4 years. What major things have changed? How did these impact you? How did you handle them? What did you learn? My guess is that what you’ll notice most is the best news about change – while the good times don’t last forever, neither do the bad!
Retention! Part Three - Attention
- Written by Sherri Rose
- 30 Nov 2015
One of my earliest blogs from 2011 was entitled “Falling in Love.” It wasn’t about actually falling in love with your employees! It was about the power of paying attention to the needs of the individuals who work for you – like you would for someone you cared about. Four years later, with a more robust economy and lots of job movement, this is more important then ever. So I bring you once again the story of Kevin and Susan.*
Kevin was a star performer. Susan, his manager, believed your best folks want to be left alone. At the start of the year, Susan and Kevin set goals and priorities and then she let him decide how to reach them, which Kevin appreciated. Since Kevin was proactive about coming to her if he needed anything, Susan often cancelled their bi-weekly 1:1 meetings. She thought her time would be better spent with some of his peers who were struggling. She also figured he knew how much she appreciated him (he’d gotten a promotion) so she kept her positive feedback to a minimum. Why embarrass him with too much praise? She certainly didn’t want him to leave his current role so she avoided career development conversations.
Kevin kept on producing, but one day he showed up with a job offer from a competitor. He was leaving, and it wasn’t all about the money. It was about noticing the great work he was doing, honoring scheduled meetings, being curious about his career goals. In other words, it was about the attention.