Guy Harris draws on more than 25 years of combined professional and military experience when he consults, coaches, or trains in the areas of workplace conflict resolution, team and interaction dynamics, communication strategies and tactics, and emotional intelligence.

Typical client concerns prior to working with Guy are: forging a team from a group of individuals, moving a team past the conflict stage of team development, developing other leaders, expanding personal influence within the organization, communicating more effectively, and developing buy-in for new programs and processes.

In other words, he helps you understand – and work through – the reasons why your relationships are getting in the way of getting things done.

Guy has both Bachelors and Masters Degrees in Chemical Engineering. He was a qualified Nuclear Engineering Department head in the U.S. Navy Submarine Fleet. He is a Master Trainer and Coach in the DISC Model of Human Behavior and a Workplace Conflict Resolution expert. He writes The Recovering Engineer Blog, he hosts The Talk Like a Leader Podcast, and he co-authored the book From Bud to Boss: Secrets to the Successful Transition to Remarkable Leadership.

Common mistakes in senior leadership communication (remote can be a part of the bigger point)

How to deliver feedback so that it is heard, understood, and acted on  (as a subset, Choosing the right communication medium – phone, video chat, email, or instant message.)

How to accept direct and critical (and not softened) message from your CEO or Board without feeling hurt or coming off defensive (and how to deal with all that without any appreciation for the immense value you still bring but don't hear or see any appreciation from above - a common thread for VPs of Sales or VPs of Marketing in tech - CEO always wants more and more and is never happy no matter what and they miss how much you are doing and adding value and even if you grow sales or marketing lead flow a ton, they find some other peripheral issue to criticize and miss the forest for the trees).... the point is that this is a high-stress job and you're blamed a ton and appreciated nearly never so how do you still communicate with respect without breaking down and telling people above you what you want to say which will sound defensive and hurt relationships

Speaking Like a Leader for CROs & GTM Leaders