SLO Coach

Putting out a flare-up of community action, cleaning up the mess afterwards, looking forward with trepidation to the annual performance audit, wondering what it was you really signed up to when you committed to a best practice standard or a boss asking questions you don’t know the answer to all present opportunities (or risks) depending on how you approach them.

For me, an early experience of the wrong approach was making an ill-considered comment during compensation negotiations. My words were interpreted as an ultimatum to essentially "take it or else..." and led to a surprising (at the time) clash and a tragic result. That wake-up call has stayed with me ever since. Helping others to avoid getting themselves into the same type of situation is the main reason for doing the work I do now. 

The SLO-toolkit is the distillation of that very painful first lesson and other lessons - good and bad - from many years working as a community and social performance manager and consultant. I'd like to think that by using the toolkit you will be able to work things out for yourself but if you still have questions or you are still stuck there are a few ways I might be able to help.

The simplest is what I like to think of as at-call support. Whether you are an exploration geologist, project engineer, community team leader, operations manager or head office executive, sometimes it is helpful to have someone to talk with, to share a problem; to brainstorm; to receive a bit of coaching and encouragement; for a fresh set of eyes to look over plans, proposals and presentations or to see a different way of approaching the problem. 

Then there is gap filling. Operating sites and corporate offices often lack either the resources or the experience to look long-term at the same time as reacting to day-to-day demands and find it helpful to bring in an extra body for a fixed, usually short, duration. This help could be with strategy development; defining team roles and responsibilities; writing procedures and guidelines;  assisting with implementation and improvement programs; periodic assessment of social performance or to coach managers and train staff. 

The third area where I think I could be a useful resource is as a subject matter expert where my blend of operational, project and community management experience put me in a good position to help you avoid unnecessary and costly community impacts. This is especially relevant during project defining scoping and feasibility studies.

If any of these sound like they might be useful please outline what you need using the form below and I'll get back to you with some initial ideas.

Robin