Clients:

Since 1997 Inside Edge Consulting has worked with a range of organisations.

  • Coles Group
  • Ernst & Young
  • BDO Australia
  • Gaddie, Metz & Kahn
  • Ferrier Hodgson
  • Sinclair Knight Merz
  • Macquarie Bank
  • BOSCH
  • Dobsons Publishing
  • ebPsych
  • Catholic Healthcare
  • St Josephs Aged Care
  • Australian Association of Practice Managers
  • Australian Healthcare Associates
 

Associations:

Anne Boland has been an Associate with DDI Asia Pacific for over 10 years. She is a Master Trainer of DDI’s Learning Systems. Her client experience with DDI includes:

  • Parsons Brinckerhoff
  • ARUP
  • Monash College
  • Australia Post
  • Infosys
  • Department of Innovation & Industry, Victorian Government
  • National Australia Bank
  • Hospira
  • Epworth Healthcare


Client Stories

The Power of Story Telling and Reflection:
We learn through telling and hearing stories. Stories are a vehicle for getting to the heart of the matter and for identifying strategies for change. Here are some stories from the hundreds shared during coaching and leadership workshops.

Knowing that these stories are common experiences we offer you questions to consider at the end of each story.

Coaching with an executive director of a top tier professional services firm

Business development meetings are designed to explore opportunities with new and current clients. But these meetings for the ED seeking coaching are often experienced as divisive and unproductive. The ED was frustrated with her meek and mild presence and lack of influence. Feeling angry, demotivated and alone, she assumed she was powerless.

Coaching uncovered how much she valued honesty and that being silent about her opinions resulted in collusion with others and the unproductive meeting process. No wonder she dreaded these meetings. Realizing that she wanted to be honest with her partners and colleagues, she embraced the next step and learned how to facilitate collaborative conversations and meetings with her peers and partners.

Ask yourself:
  • In what situations do I collude with others or with systems?
  • What leads me to collude?
  • What unintended consequences are created through this collusion?
  • What thinking and actions could I take that would lead to a collaborative intent?

Management Development Workshop for a medium tier professional services firm

During the management development workshop a manager from the firm prepared for a difficult conversation with a team member. She assumed that the team member would be defensive during this conversation.

The manager learned and practiced how to create a genuine focus of enquiry, curiosity and compassion. She learned how to prepare for the conversation and how to use communication tools to engage and involve the team member fully throughout the conversation.

After the workshop the manager had the actual conversation in the workplace and reported that the team member welcomed the conversation and was relieved that the manager had taken the time to discuss and resolve the issue. Significant benefits were experienced, including the strengthening of understanding and increased productivity

Ask yourself:
  • What assumptions am I making about perceived difficult conversations?
  • What assumptions am I making about the other person or the group and their reaction?
  • What is at stake if I delay or avoid having this conversation?
  • What will it take to prepare for and have this conversation?
  • What are the benefits of having this conversation?

Leadership Development at an educational institution

At the final workshop of a leadership development series the participant group were given the opportunity to present their leadership thoughts, ideas and intentions to their directors. The group was anxious about the presentation.

We supported the group by facilitating a series of interactive activities that unleashed their creative and collaborative ideas. The result surprised the directors. The group prepared a presentation that was engaging, thought provoking and inspired a commitment to action with their directors.

Ask yourself:
  • What causes anxiety when I am asked to present ideas or knowledge to a leadership group?
  • What self-limiting beliefs get in the way of my confidence to present?
  • What conventions get in the way of creating an engaging and thought provoking presentation or conversation with a leadership group?
  • What one thing can I do to build energy and commitment to engaging with leaders?

Anne’s clients and colleagues
say:

“She is genuinely interested in others performing to their best ability and her maturity, experience and inquisitive nature makes her an exceptional coach.”
Director, EY
“Through working with Anne, I have been able to develop more open professional relationships, develop an increased confidence and resilience in challenging situations, gain a better understanding of what I value and who I want to be.”
Senior Consultant, Australian Energy Market Operator
“Thank you for your input and guidance in training, mentoring and guiding the graduates through the Graduate Learning Program. Looking back I would have to say that it was a fabulous experience for me personally and it has set some solid foundations for my own career in building and managing my team and my relationships with them.”
Partner, Palisade Business Consulting
“Anne is like a sixth sense for me; a means by which I am able to obtain assistance to organize my thoughts. Redesigning one’s life requires commitment and effort, but it is made so much easier with constructive guidance.”
Private Client, Engineering Director
“She is tuned in to audience requirements and needs but makes it look completely seamless and easy.”
Consultant, Development Dimensions International
“I have worked on programs with Anne where she has through one single conversation, fundamentally changed the direction of people’s lives.”
Richard Comerford, Accellex