More than coaching, more than training.
We transform technical managers into inspirational, effective and high-performing leaders through our scalable and accessible leadership programs which combine technology and people, with training and coaching.

How it Works
- 12 month programs.
- Content mapped to your organisation’s strategic competencies.
- On-demand leadership and training content.
- 1:1 regular & confidential coaching.
- Group coaching to help you change at scale.
- Affordable & accessible - meet any budget!
Why We Are Making An Impact
- We bring practical and accessible content and real conversations with expert business coaches.
- On-demand training and coaching.
- Accessible anytime where, any device.
- Demonstrable ROI with our ROLD calculator.
- Our accessible pricing allows effective learning culture and change management at scale.
- Flexible - no min. cohort size. Start with one, or one thousand!
Our Programs
Our programs have been created to transform emerging, developing, frontline and women managers into inspiring, effective and high-performing leaders.
Peeplcoach programs are customisable to meet the needs of any industry, organisation or team and are structured, and measured to ensure long-term sustainable change.
Leadership
Development
Leadership Development programs for all team members at all levels. Whether managing self, a team or a business – inspiring leadership is essential to accelerate individual, team and business success.
Women Leaders
Our Women Leadership programs have been created to support female leaders to build their skills, confidence, leadership competency and careers in a practical, impactful, and sustainable way.
Sales Programs
Our Sales programs are suitable for customer service, account, business development, client service and relationship managers as well as sales leaders and have been developed to meet salespeople at their level of development and expertise.
What Keeps Me Up at Night?
Today is Halloween, a holiday I’ve never fully understood. Originally a solemn event in the eighth century, it began when Pope Gregory III designated November 1 as a day to honour saints. Soon after, All Saints’ Day incorporated some of the traditions of Samhain. The evening before, known as All Hallows’ Eve—and later, Halloween—evolved from these religious roots into what we see today: a celebration filled with sweets, trick-or-treating, skeletons, spiders, and spooky tales.
Personally, I’m not one to stay up at night worrying about ghosts or spiders. Instead, as a leader and founder, what keeps me up are my people and the weight of commercial responsibility I carry as a CEO.
There’s a common belief that being self-employed and running your own business offers freedom: no one tells you when to start or stop working, what to do, or when to do it. Yet, on the other side of this perceived freedom is the reality that there’s no true “clock-off” time. For me, being a founder and CEO comes with as much responsibility as being a parent. What keeps me up at night is the performance of the business, meeting the needs of my customers, ensuring our participants are getting value from our programs, making sure my team is happy, and, of course, financial responsibility. Founders and CEOs know that the payroll line is not just a line on the P&L; it’s what pays everyone’s mortgage, rent, and food bills!
What keeps YOU up at night? You don’t have to be a CEO to feel concerned about work, your job, or your life. Are you afraid of making a mistake, of failing, or perhaps even of succeeding too much?
But just as the dark night and haunting figures shouldn’t stop us from enjoying Halloween, neither should the fear of responsibility or failure stop us from stepping forward, putting on our best, and giving it our all.
If you would like to find out more about how coaching programs can help manage difficult behaviours, contact us.
Dealing With Difficult People
How do I deal with this difficult person?
We hear this question all the time! “I have this difficult person at work; how do I deal with them?” There are no simple answers, but one framework we like to use is the Dealing with Difficult People model by Dr Rick Kirschner and Dr Rick Brinkman. We highly recommend this book if you are dealing with difficult people in life or at work.
But if you are short on time, here are our cheat notes.
There are a few principles we follow as we coach leaders to become more effective:
- Assume positive intent – The difficult person probably didn’t wake up intending to be difficult or annoying or cause problems. Assuming positive intent can take some of the emotion out of the interaction, rather than assuming the person is being deliberately difficult.
- It takes two to tango – One person cannot be difficult on their own; it definitely takes two. While their contribution might be 90% and yours only 10% (unlikely, but let’s imagine), you still have a role in the situation. Ask yourself: What can I do differently to avoid being difficult or making this situation worse?
- Your opinion isn’t necessarily fact – Often, we assume others “don’t get it” or are being stubborn. It’s possible they understand but disagree. Just because you see things differently doesn’t make you right and them wrong.
- Be clear and concise – Don’t assume that because you’ve said something once, it’s been understood. Research shows that the average attention span is now less than 8 seconds, and even less for teenagers. If you are a parent of teenagers, this won’t surprise you, so be clear, concise, and willing to repeat yourself if needed. Also, seek clarification to ensure mutual understanding.
- Focus on behaviours, not people – Instead of labelling someone as difficult, address specific behaviours. This shifts the conversation from a personal attack to a discussion on actions, which are easier to change.
- Reflect on your role – Instead of placing blame, consider what you can change to improve the interaction.
Brinkman and Kirschner outline 10 types of difficult personalities – Sniper, Grenade, Yes Person, No Person, Maybe Person, Tank, Know-It-All, Think-They-Know-It-All, Nothing Person, and Whiner. As you read this list, you may recognise some of these behaviours in your life or work, or perhaps even in yourself. Read the book if you want to learn more about these behaviour types.
They offer strategies and tactics for managing each style, but our simple summary is as follows:
- Don’t embarrass them in public – The worst thing you can do is deliberately embarrass or call out a difficult person in front of others. Be respectful and calm, no matter how difficult they may be. This can be hard, but it’s essential.
- Acknowledge their perspective – Often, difficult behaviour stems from feeling unheard or unacknowledged. Find ways to show that you understand their perspective. If you don’t, ask for clarification.
- Be clear on both perspectives – Once you are both clear on each other’s viewpoints, you can agree or disagree more effectively. Many business decisions are not about one definitive “right” answer; they are educated opinions based on experience. It’s okay to disagree and discuss these differences logically to hopefully find a better solution. Research has shown that innovation and better decisions emerge when there is constructive debate rather than compliance and harmony.
- Hold people accountable for their behaviour – Address behaviours directly by outlining their impact and consequences. For example, a “Tank” behaviour involves yelling or bullying. A response could be: “I understand that you are passionate about this situation, but please do not yell at me. When you yell, I stop listening, and we won’t be able to find a solution. If you continue to yell, I will stop the conversation, and we can reconvene when you’ve calmed down.” This may not be easy the first time, but you won’t need to have this conversation too often before the person understands.
- Be curious – When someone exhibits difficult behaviour, genuinely ask, “I’m curious, I don’t understand your perspective. What’s making you so annoyed? Or what information do you need to make a decision? Please help me understand so we can find a solution.”
If you would like to find out more about how coaching programs can help manage difficult behaviours, contact us.
The 5 Temptations of a CEO
I’m a big Patrick Lencioni fan and have been on a bit of a book binge, devouring three of his books in quick succession. I love how simply he lays out his ideas and shares his leadership principles through engaging fables.
The most recent book I read was *The Five Temptations of a CEO*. But please, don’t stop reading just because you’re not a CEO or have no plans to become one. These are principles anyone can live by to be more effective and, dare I say, successful. They can be used at any stage, in any relationship, personal or business.
I always recommend reading books for yourself because I’m about to share my interpretations—my insights might differ from the author’s intention and will probably be different from what you’d take away. That’s part of the fun!
Temptation 1: Ego vs. Team Results
The analogy here is the CEO who says, ‘Now that I have the job, I’ve made it!’ This attitude suggests the role itself is the reward for past hard work and now it’s time to coast. In reality, the most effective CEOs and leaders see their promotion as an opportunity with even greater responsibilities—the point where the real work begins. Effective leaders view their role and title as privileges and responsibilities to ensure the success of the business, the team, and their direct reports, not the other way around.
Those who fall into this temptation care more about their status, perks, and reputation than the welfare of those they lead.
QUESTION: Do you see your role as a privilege or an entitlement?
Temptation 2: Popularity Over Accountability
Effective leaders sometimes have to make tough and unpopular decisions: redundancies, budget cuts, shifts in direction, or implementing a new strategy. They also set clear expectations and hold their team accountable.
Holding people accountable and making difficult decisions can be lonely and alienating, but that’s part of the job.
QUESTION: When faced with a difficult situation, do you make the popular or easy choice, or do you make the right one?
Temptation 3: Certainty Over Clarity
Business and life rarely follow a perfect plan, and the higher up you are in an organisation, the more uncertainty you face. Decisions often have to be made without sufficient information, and stakeholders can have conflicting opinions.
Sometimes, not making a decision is worse than making the wrong one. Leaders who insist on having all the information before acting can create chaos. Team members may continue pursuing an unclear strategy or, worse, make their own assumptions and decisions in the absence of leadership.
Effective leaders know there’s no such thing as perfection and that mistakes are inevitable.
QUESTION: If you asked your team about this quarter’s strategic objectives and key activities, could they tell you? If not, why, and what will you do to fix it?
Temptation 4: Harmony Over Conflict
Watch out if a leader says, ‘We all get along and never disagree—it’s great that we’re always aligned.’ This person values harmony over healthy conflict and will, consciously or unconsciously, encourage agreement while discouraging debate.
The need for harmony is damaging. It stifles issues from being raised and resolved, hampers innovation, and deadens motivation, preventing talented people from challenging themselves and others.
QUESTION: In your team, do you encourage healthy, constructive debate, or do you push for harmony and consensus?
Temptation 5: Invulnerability Over Trust
Ah, the vulnerability debate. Should a leader show vulnerability? How authentic is too authentic? Is vulnerability a weakness? Will admitting failure prove you’re not up for the job?
Modern thinking, especially regarding leading the new wave of Gen Z employees, suggests otherwise. The most effective leaders create a safe space where their team can share concerns, vulnerabilities, failures, and successes without fear. And to do this, leaders need to trust their team enough to be vulnerable too. Of course, there’s a balance—effective leaders share appropriately, showing they can’t do it alone without falling apart at every setback.
QUESTION: How often do you share with your team when you need their advice or input? If not, why not?
I really loved this book, and I highly recommend it. If you have read it or do read it, let me know what insights you gained!
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Impact at a Glance
Capability Improvement
92%
Of participants reported a significant improvement in their leadership capabilities, feeling better equipped to be great leaders.
Happy C-Suite
2 out of 3
Over two-thirds of managers reported either a remarkable growth in leadership, or elevation of contributions to organisation success from participants.
Coach Impact
9.5/10
After every coaching session, our participants are asked to rate their coaching experience and we are very proud of this score!
Projected ROI
3,639%
The Projected ROI is based on assumptions, including average salary rates per program level and productivity levels.
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