My Clients Say...

  • Lifelong Lessons

    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

  • Transformational

    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, Executive Coach, Teach For America

  • Unique Talent

    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,

Sherri's Blog

But It's their Job!

Written by Sherri Rose
18 Jun 2012

A few months ago a manager said to me, “I’m saving my positive feedback for work that goes above and beyond.  Why praise for doing well on day-to-day tasks?  It’s their job after all!”

This was not first time I’d heard this so I had my answers ready.  I showed him the Gallup research that linked praise for good work to a strong and productive workplace.  We discussed the importance of reinforcing what works so it will continue and how individuals appreciate the praise because it shows the manager is paying attention.

I reminded him about tailoring the type and amount of praise to individual, and then I suggested this guideline that an HR VP once shared with me:

Give positive feedback for good performance on the job.  Give monetary rewards (bonus, raise, stock) for going above and beyond.

The manager thought about it and agreed it made sense.  It would allow him to use his limited pool of money where it would have the most impact and still provide encouragement.

When I checked back with him to see how his new plan was going, he said he had noticed increased enthusiasm and productivity.  And he said he felt more connected to his employees. So, it turns out that by following this guideline everyone wins – the employees, the manager, and the company.


Tell Me a Story

Written by Sherri Rose
21 May 2012
The other day at dinner my friend reminded me that her son, David, loved it when I made up stories for him.  He was always the hero and usually he had a cape and super powers.  Not surprisingly stories worked magic on a 3 year old, but I’ve come to realize they work at all ages.

We know instinctively that stories motivate and provide direction, and leadership research supports this.  Classes are devoted to helping leaders tell their personal stories and develop ones about their group’s mission and purpose.

I want to encourage you as managers and leaders to use stories, of all kinds, as an ongoing source of inspiration for yourself and others.

The keys to this?  Notice, note, and share!

Notice – pay attention to what the people around you are doing – what’s working well, what’s creative, funny, exciting, innovative.  Observe your leaders, employees, peers, and customers.

Note – jot down what you notice in a place and format that work for you.

Share – look for every opportunity to communicate using your observations – they are simply, at their essence, very short stories. When you lead a meeting (1:1’s, routine staff meetings, all-hands sessions), check your notes. Find a story to tell.  When you make a presentation, find a story. If you post an internal document, on a Wiki for example, use a story. And of course social media provides endless opportunities to share your stories and forward others.  

And the best stories are ones about people making a big difference in some way, being heroes. These were kind of stories David enjoyed most.  I guarantee your people will too!

Wisdom of Flight Attendants

Written by Sherri Rose
01 May 2012

Ladies and gentlemen, welcome aboard!  Please turn your attention to the flight attendant nearest you for our safety demonstration. Please follow along with the safety placard located in the seat pocket in front of you.

When I was on a plane recently, I actually listened to the pre-flight speech.  It helped that is was Southwest, and the flight attendant was rapping, but it really was nice to be welcomed enthusiastically and to be reminded of the dos and don’ts and that my safety is important.

And it made me think about how we bring people onboard our teams.

I recently heard that in the first 90 days 70-75% of people decide how long they’re going to stay with a new company.  While you can’t get off the plane, your new hires can get off your team.  This makes your informal onboarding even more important than your formal orientation. So here are some questions to ask yourself about your onboarding process.

-  Do you and your team members enthusiastically welcome new hires? 
-  As a manager, do you take time to explain your expectations, your do’s and don’ts? 
-  Do you try to make new hires feel “safe” – letting them know where to find resources they need and making yourself available if they can’t? 
-  Are you helping them connect with key people in the organization? 
-  Are you making them feel confident in their decision by giving them the work they came to do and listening to what they hope to accomplish in the role?

And this brings me to the closing statement that flight attendant gave: We know you have many choices when you fly. Thank you for flying with us.  The kind of people you want to hire, the great ones, have choices too. So taking the time to thank them for joining is a smart idea!


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