John Royce, BA Econ

John has been a management development consultant for over 30 years and has combined this with significant organisational roles, at a senior level, to develop his own leadership skills in a real environment.

His business experience enables him to relate to his senior clients with ease. He has a natural style which generates a broad appeal from clients, across the sectors.

John has recently become a Director of MaST International plc and has been part of the internal team, that has developed the MaSTer Coach concept

Career background

John has worked as an executive coach since 1999.

Previously, he has worked for Shell International, on the retail marketing side, as an economist and as a management development trainer and adviser. Since leaving Shell, he has been a managing director of four companies: Rimroy Foods Ltd; Sheppard Moscow Holdings Ltd; Global Arena Ltd; and currently Garland Consulting Ltd.

Other qualifications and experience:

• Fellow of the Institute of Management Consultants
• Fellow of the Chartered Institute of Management
• Accredited deliverer of the Positive Power and Influence Programme (Situation Management Systems, USA)

Specialist field - Leadership and Strategic Influence

John’s energy and drive are focused on developing and maximising performance potential of organisations, groups and individuals, working with directors on vision, strategy and goals for their respective companies.

John’s coaching style is highly flexible, depending on the client. When appropriate, he will:

• encourage self-directed problem solving
• help to release tension, apprehension and resistance
• be supportive, approving and affirming
• give information and knowledge
• deliver direct feedback
• provide advice and suggestions

He is adept at building rapport, trust and credibility with his coaching clients, and is keen to manage his exit appropriately, to avoid any dependency by the client.

Recent examples

Following the facilitation of a 'Top Team' strategy session, each team member was then coached, in order to enhance the overall effectiveness of the team, to create a 'high performance' board.

Coaching a Director, who expressed the need to control his temper at contractor monthly review meetings. His objective was to regain credibility and composure in conflict situations.

Coaching a Director, to overcome negative feedback, and then raise his self-awareness, to get to problem solving mode.

Coaching a senior civil servant, who wanted to reduce stress levels and fatigue, due to work pressure, brought about by long distance commuter travel and long working days.

Coaching a Chief Operating Officer, who was leading a Business plc for the first time. Helping him to become a professional leader.