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

Networking for Introverts

Written by Sherri Rose
10 Sep 2014

A number of managers I work with have recently been told “amp up your networking.”  Meaning:  Join groups.  Get out there and talk to lots of people throughout the company and the industry.

These talented, but introverted managers, meet this request with mild terror!

This is because, as described by the Myers-Briggs Type Indicator (MBTI), introverts are energized by what happens in their inner world.  They are more comfortable when a good deal of their work activity takes place quietly inside their heads.

Since building a network is important, what can encourage these managers to do it?  Perhaps one answer is to expand the definition of networking to include building strong one-on-one, interpersonal connections with people throughout the company and the industry.

And how do you develop interpersonal connections?
-    Ask questions to learn from others.  Be curious.
-    Listen carefully, reflect on what you hear, and come back with ideas.
-    Notice what others are doing well and compliment them.
-    Offer to help solve problems.

Many introverted managers already have these skills.  They are very present, excellent listeners, and are willing to go deeply into a conversation with genuine interest.  These strengths give them an edge in building solid relationships and will help them to build a network – one person at a time – the introverted way!


It's a Question of Perspective

Written by Sherri Rose
05 Aug 2014

Recently a friend was praising the head of his division, who was new to the company.  My friend had been working in this division for many years.  Right away the new leader asked my friend “What’s your perspective on the company as a whole and on my organization?  What do you see as the important issues that I need to address?”  These questions took my friend completely by surprise.  

“Why?” I asked him.  “It makes perfect sense that a new leader would want to know this.”

“Well, she’s the first new leader in all my experience with this company who has bothered to ask me!  Our interactions just focus on their to-do list or the project at hand.  Ignoring all knowledge and insight I’ve gleaned over the years.”

This made me think about all the people inside and outside of our organizations who have valuable ideas and perspectives and how we often don’t take the time to learn from them. 

So I’d like to challenge you to get curious!  Make a short list of people (no more than 5) whose perspective you'd value hearing – people who have a history with the company, ones with depth and breadth of experience.  They can be employees inside or outside your function, customers, and/or contractors.

Email them, call them, walk into their office, add some time to your next one-on-one – whatever works – and ask them those same simple, powerful questions:

What’s your perspective on the company and on my organization?
What do you see as the important issues that I need to address?

You’ll get a two-for-one benefit.  You’ll build a bond with them and learn things you might not have known.


Humility -- The Overlooked Leadership Trait

Written by Sherri Rose
03 Jun 2014

“What’s the one trait that makes a successful leader?” a manager recently asked me.

“Honestly, I can’t pick just one, but there is one that’s essential and often overlooked.  Humility.”

“Humility? No way!” he responded.  “Why would I want to down play my talents and my team’s accomplishments?  Who wants to work with a manager who’s always talking about what went wrong? “

While I agree no one wants a negative manager, being humble does not exclude talking about your accomplishments.

In his book, The Leader’s Code, Donovan Campbell gives a compelling and useful definition of humility.

At its essence, humility is nothing more than a realistic and unflinching view of yourself and your relationships.

Based on this view, humility has two aspects.  One is personal and focuses on the leader’s self-knowledge – their awareness of both their strengths and their areas for improvement.  The other is about working with others.  Humble leaders honestly appraise their team’s capabilities and accept the team’s view of their leadership.  They learn the good and the bad and use this information to build a strong team.

Far from showing weakness, humble leaders are strong – strong enough to see where improvements are needed and confident enough in their own abilities and in their teams to make them.  This is the kind of humility that develops better leaders and creates more successful organizations.


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