Are you a leader and what is your style?

How often do you sit and truly identify whether you are leading a team or managing one? How often do you think “I wish I had a team like ‘so and so’ who just did what I needed them to do”…?

We challenge you to take our leadership quiz – once you know how you lead, you can then apply tips on how to spin this to work more effectively with the team you have. Click the Quiz Image to take the quiz.

Adam Chatterly

Rebecca Bonnington
CEO Tricres LLP

Website: https://www.tricres.com

Rebecca’s passions are developing people and business. She has run her own businesses since 1999. She works with high growth companies, large corporates and start-ups to develop their people, including leadership teams C-Suite executives. Rebecca’s strengths lie in identifying and exploiting sales opportunities, leadership development, high level communication and rapid business growth.

She is one of RBS’ executive coaches, selected to coach their top 100 executives. Rebecca founded Tricres LLP in 2018, a global training and coaching business. She trained with Dr Richard Bandler, the co-creator of NLP, and has received a personal recommendation from him for her training courses.

She is also author of ‘How to Outshine the Rest’.

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Statistic One

The UK Hospitality industry has a turnover rate of 30% - one in 10 leave their role within a year (HRMagazine,2018)


Statistic Two

The ever expanding spa industry “will need an additional 300,000 trained spa therapists and 54,000 experienced spa managers/directors (above the current level) by 2022 worldwide”– We know this stat but it means great leadership is more needed than ever in our industry (GWS, 2012)


Statistic Three

“Experts estimate it costs more than twice an employee’s salary to find and train a replacement”. (ISPA,2019)



Forbes writer, Joseph Folkman, (whose specialty lies in behavioural statistics, and who has built and administered more than 500,000 360-degree assessments on some 50,000 leaders across the globe including AT&T, General Mills, General Motors, Conoco Phillips and Boeing) defined an uninspiring leader as one who is rated by managers, peers, direct reports, and others at or below the 10thpercentile on their ability to inspire and motivate others. 


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Uninspiring leaders do damage in an organisation. They destroy engagement and increase turnover of their direct reports. However, they do even more damage to themselves by being rated very negatively as leaders, with almost no chance of being promoted or being given a high-performance rating. Improving to an average level of effectiveness changes every one of these statistics significantly!



By Gordon Tredgold, original text taken from CEO World.biz 


Leadership is not as difficult as people think, in fact, I believe we make it more difficult than it should be, by overthinking it. That’s not to say that it’s easy either, developing as a leader takes time, effort and real commitment, but there are many simple things that we can do that will have a significant impact on our ability to lead and influence people.

Here are ten simple things which if you practice them now will make you a better leader.leader

Trust More
The first thing we can do is to trust people more. Trust is the cornerstone of leadership, and the more people you trust, the more people will trust you. I’ve often heard that people need to earn trust, but if you take this approach, you start with a lack of trust which will also impact how people see you. Give people the benefit of the doubt; it increases their confidence and belief in themselves when they know they have the trust of the leader.

Listen More
Take the time to listen to your staff, ask questions and show an interest in their answers. When you do this it shows respect, which in return will make them respect you more, and you never know, you may just learn something interesting. Remember your teams know more about what happens on the front lines than you do.

Talk More
Take the time to talk to your teams. Don’t just tell them what the goals are, tell them why they are important, give them some context. The more they know, the more informed any decision they have to make will be.

Delegate More
When we delegate work, especially if your team feels that it’s important work, it helps to create engaged and inspired teams. Don’t be afraid to delegate authority and control too, the more of our power and control we delegate the more influence we will have and the more work that will get done. It also has the added benefit of giving you more time to work on the more important things.

Encourage More
Everyone is capable of achieving so much more, they just need to be encouraged to leave their comfort zone, and as a leader, you have the power to help them see that, and to build that believe that they will be successful.

Support More
When I talk about support more, this is actually about letting your teams know they have your support. Too often managers just leave people feeling that they are on their own, which can cause doubts and fears which can impact performance. When I ask why they tell me, they don’t have the time to support everyone. But when you offer support, it’s like putting a safety net underneath a trapeze artist, it’s unlikely to be used, but it gives them so much more confidence.

Smile More
When you smile, it helps make you feel more approachable, and it helps to build a better connection with your teams. When you smile it nearly always reciprocates a smile, as smiling is contagious, and that releases endorphins which help to reduce stress and anxiety.

Develop More
One of the top reasons why staff leave companies is because of the lack of opportunities for development. Take the time to give your team challenges and opportunities to grow, to build their skills and to extend themselves. This doesn’t necessarily mean promotions or more money; it can just be small one-off projects. When you look to develop your staff that helps build loyalty, as well as more capable staff, so it’s win-win.

Involve More
Don’t just give people directions, involve them in the discussion of what needs to be done, how it will be done and why. Give them the opportunity to contribute because when people become more involved, they become more committed and take ownership which always helps to increase the probably of success. According to the research on projects that fail 70% of the time the team involved knew it was going to fail even before it started. So, asking your team for their thoughts and input could help avoid some of these failures.

Praise More
Last but not least take the time to praise your staff more. Praise is one of the quickest ways to improve performance, because what we praise gets repeated, and we always want good work to be repeated. People crave praise, and if they know that they will receive praise for going above and beyond, then they will be encouraged to do it.
Praise is a very low-cost approach which can have a massive return on investment.

There is nothing in this list that you cannot start today, and none of them require a lot of investment or are difficult to do. Being a good leader, a better leader, is just about committing to doing these simple things.



(Telegraph May 2019)

According to Clare Josa, author of Ditching Imposter Syndrome and a leadership consultant, men are imposter 1more likely to push through the syndrome while women tend to give in to their self-doubt.

I just kept thinking, ‘Who am I to do this? Why would anyone care?This is backed by recent research from NatWest, as part of its #OwnYourImposter campaign, which showed that 60% of women who have considered starting a business did not because of: 

  • A lack of confidence
  • Not feeling like the type of person who could start a business
  • Feeling they did not deserve to succeed despite their skills

This is one of the reasons why just one-fifth of UK businesses are run by women.

The research showed that 28 % of working women feel like imposter syndrome (IS) has stopped them speaking in a meeting. It also found 21% have been prevented from suggesting a new or alternative idea at work, and 26 % have failed to change career or role.

IS has an even more significant impact on the UK economy: it is a major drag on productivity.

Ms Josa describes IS as “the single biggest block to success” in business today. “It affects a company’s bottom line because IS means that people play small, they don’t take risks and won’t put forward their ideas,” she says.

“When we look at the gender pay gap, you see that many senior women don’t put themselves forward for pay rises because of IS; they are scared they will be found out.”



With Rob Cross

Rob Cross is founder and CEO of Muru – a next generation leadership coaching and development consultancy that debunks the redundant models of what leadership should be to help individuals, teams and groups unlock their true potential.

Through his work and in all aspects of life, Rob is recognised as being a passionate and inspiring commercially focused speaker, coach, facilitator and executive business leader.  His broad international experience across a range of sectors, mixed with his clear focus on practically applying unique, but grounded solutions has seen him create real value for organisations and individuals. 

Bringing together his 20 years of hands on leadership, and practical experience of developing others, Rob researched, designed and launched Muru Leadership and ‘The 3 Questions’ ™ - an innovative new leadership model that unlocks true human potential.  In today’s age of acceleration, where the classic definitions of being a leader are no longer working, ‘The 3 Questions’ ™  methodology helps individuals and teams build greater courage and conviction in their own leadership to empower them to lead and achieve higher levels of success and fulfilment both at work, and in life. 

Find out more about Muru Leadership here https://muruleadership.com/ and  follow Rob Cross on LinkedIn here https://www.linkedin.com/in/rob-cross-65bb0b2/