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

Time for a Personal Postmortem

Written by Sherri Rose
09 Dec 2014

Postmortem translates as “after death.” It’s not the most uplifting of titles, but it is an important management tool. Done at the end of project or process, it’s a meeting to honestly assess what went well and what could be improved. It’s an opportunity for team members to learn from each other and to make commitments regarding any needed change.

December seems like the perfect time to do a personal postmortem – to reflect on your leadership and contribution to the organization. In this spirit, I suggest taking a few moments to consider these questions:

What were my overall goals for this year?  Did I achieve them?

What did I do especially well this year as a leader? What could I have improved?

What risks did I take? What did I learn from them?

Am I happy and satisfied in my role? Why? Why not?

Taking time to reflect is an essential – and often ignored – element of leadership and the lynch pin of learning organizations. Use this year’s end as your moment to reflect.  And get a jump on your New Year’s Resolutions!


Please, Discover Your Strengths

Written by Sherri Rose
11 Nov 2014

Over the past few months I’ve been teaching Career Development classes. Knowing your strengths and building on them is a cornerstone of these classes.

Your strengths are your unique combination of talents, skills, and knowledge.  Using them gives you intrinsic satisfaction.  In growing your career, they help you to go from good to great and enjoy the journey!

And it isn’t always easy for people to answer the question:  What are my top strengths?  So in my classes I have questions that help lead to the answer. Here are my favorites:

-  What does the day look like on those mornings you get up and say to yourself, “I can hardly wait to go to work today because…”
-  The next morning you say to yourself, “I really don’t want to go to work because…” Why do you say that?
-  If you had your ideal job, what would you do day in and day out?
-  What have people complimented you on all your work life?

It only takes a few moments to answer them.  And if you want to dig even deeper, you can take an assessment in the books Now, Discover Your Strengths or Strengths Finder 2.0.  The fun begins as you notice how your strengths show up in your life and find ways to use and grow them with every career move you make.


Can't Delegate? You're Not Alone.

Written by Sherri Rose
07 Oct 2014

I was recently reviewing a 360-assessment report with a client.  Two things came up as areas for improvement – delegation and developing others.

He’d heard the feedback about delegation before.  Usually it came as a command from his manager:  “Just give your people the work that you don’t have time to do!”  He wanted to comply, but he felt his direct reports weren’t capable of doing his work, so he kept it for himself.

In our conversation I focused first on how he developed his people.  I asked him two questions:

Who are the one or two direct reports you’d like to develop?
How might you do that?

In answering these questions, he said,  “I’d have them attend some key cross-functional meetings with me so they can grow their understanding of the business. I want them to be able to assimilate information and respond appropriately.”

“What’s the impact of this?” I asked.

“I don’t have to make all the decisions and go to all the meetings.” Then he laughed and said, “Ok, I get it.  Ignoring their development means I can’t delegate.  They clearly go hand-in-hand.”

Very often delegation and development are connected.  Of course, there are people who are ready for the delegated work, but with development those folks can be even more successful.

So when you think about developing your people as a time-consuming “nice-to-do,” think again.  As their skills grow, you can delegate more and in turn focus on work that builds your business and grows your own career.  The energy you invest in developing others benefits both of you.  It’s clearly a win-win.


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