London HR Consulting Group

𝐇𝐞𝐥𝐩𝐢𝐧𝐠 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐬 𝐎𝐯𝐞𝐫𝐜𝐨𝐦𝐞 𝐂𝐨𝐦𝐦𝐨𝐧 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬.
We specialise in helping leaders overcome pain points through proven strategies and personalised development.

Are you facing any of these common leadership obstacles? 

🔹Lack of confidence in leadership and people management                       
🔹Poor communication within teams and across organizational levels
🔹Overwhelm balancing technical role demands with people management 
🔹Conflict among team members creating workplace tension
🔹Underperforming team members not meeting expectations                      
🔹Discomfort handling difficult workplace conversations
🔹Ineffective time management impacting productivity
🔹Challenges navigating and leading diverse teams
🔹Poor goal setting and objective alignment
🔹Lack of emotional intelligence in leadership approach
🔹Ineffective change management during transitions
🔹Low team motivation and poor staff retention
🔹Difficulty asserting leadership authority appropriately
🔹Breakdown in employee relations and engagement
🔹Unhealthy corporate or team culture issues

Leadership Consultant, Trainer & Coach 

We Are Family London

Multifaceted role for a London-based events management company (previous clients include Facebook, Instagram and Action for Children). 

𝗠𝘆 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 

Designed, implemented, evaluated, and maintained the process of work within the company, in order to maintain and improve efficiency and productivity.

Budgeted systems and refined them to aid the growth of the business.

Implemented and modified new and existing processes and systems for increased efficiency to support company growth.

Finance and Office Manager

Exec Events

I established and managed a successful eventing and conferencing business specialising in professional training and conferences for large international audiences. 

This role saw me using a range of skills (project management, logistics and communication) and liaising with a wide range of stakeholders and delegates from the likes of PEPFAR, WHO, the University of Oslo, Department of Health (SA), UNICEF and the CDC.
 
My Responsibilities 

Negotiation and planning of projects from conceptualisation to project delivery, including all client specifications and requirements.
Prepared budgets and forecasted project resources.
Ensured the projects were completed on time and to budget, with a focus on seamless customer experiences and the resolution of any problems or issues.
Managed at least 30 freelancers/suppliers/contractors at any one time.
Coordinated all operations, and led promotional activities for projects, supervised all staff (coordinators, caterers etc.) and ensured health and safety is adhered to by all on-site.
Unearthed new sales opportunities through networking and turned them into long term partnerships.

My Key Achievements  
Project managed a 2.2 million rand budget for a South Africa‐based NGO that designs digital health tools and solutions that promote informed choices about health.
Worked with CEOs, Financial Directors, Operations Managers, HR Managers & Directors, Board members, and sales staff to deliver high-level programming content.
Attracted big-name clients including Protea Chemicals (a member of the Omnia Group, a publicly-listed diversified provider of specialised chemical products and services.)  
Successfully executed an international 6‐week training program, followed by a conference for a major international client.
Managed “bi-annual team meetings” of between 75 and 150 employees to facilitate problem-solving and team building. 
Built a wonderful network of suppliers and contractors, who I still work with today.

Director Business Development | Manager  

S Niselow Attorneys

Headed up HR at a recently launched law firm in South Africa. This was a sizeable challenge as I was new to the sector, but we were very successful as a team and scaled very quickly (achieving 60% headcount growth in our first year).  

My Responsibilities 

Developed goals and objectives and implemented business plans and strategies to promote the attainment of company resource goals.

Managed staff including career development, performance management, talent acquisition and retention, and all training for current staff to improve efficiency and effectiveness.

Developed and implemented HR strategies and initiatives aligned with the overall business strategy and bridged management and employee relations by addressing demands, grievances or other issues.

My Key Achievements  
 
Worked alongside the founding team to grow a law firm by 10x in 12 months, achieving 60% headcount growth in one quarter alone. 

Spearheaded recruitment and selection processes and supported current and future business needs through the development, engagement, motivation and preservation of human capital.

Human Resources and Business Manager

Browns of Rivonia

Front of House Manager, General Manager: Customer interaction as well as communication between Back of House and Front of House. Developing and implementing of quality control measures and improvement of practices within the business.

General Manager

Underline Advertising & Promotions Agency

Actively responsible for marketing and advertising campaigns of various key clients and producing reports and post implementation reviews. 
•	Created detailed business plans to facilitate the attainment of goals and manage the entire sales cycle from client acquisition to securing the deal.
	Unearthed new sales opportunities through networking and turned them into long term partnerships and provided professional after-sales support.

Account Executive

The Win-Win Group

Production Manager: From client liaison, preparation of budgets and contracts to all logistical planning of the event or road show.

Production Manager

Trust me, most technically brilliant people struggle when they’re asked to lead.
They don’t need another leadership theory.

 → They need practical tools.
 → Clear feedback.

And someone who gets what it means to manage humans in a high-performance, high-pressure environment.

Are you struggling with:
🔻 Giving honest feedback without triggering emotion or drama?
🔻 Delegating without micromanaging or fearing the fallout?
🔻 Leading a team while still drowning in your own deliverables?

And you want to…
✅ Build real confidence as a leader—not just fake it on Zoom?
✅ Handle tough conversations without losing your cool (or your team’s trust)?
✅ Grow a high-performing team that owns their work—so you can finally think strategically?

But you’re still…
⛔ Worried you’ll get it wrong and ruin relationships or your reputation
⛔ Thinking emotions don’t belong at work (spoiler: they’re already there)
⛔ Trying to prove yourself in an outdated system that wasn’t built for people-first leadership?

I can help you.
✔ I coach engineers, scientists, and technical managers to lead with emotional intelligence, clarity, and confidence
✔ I train leadership teams to move from chaos to calm—through frameworks, not fluff
✔ I consult C-suite and HR leaders to build people-first cultures that actually work

I don’t do corporate jargon.

I don’t believe in ‘one-size-fits-all’ leadership.

And I don’t waste time teaching things that don’t stick.

If you’re ready to be the leader your team actually needs—let’s talk.

DM me “LEADER” to Book Call

You know why companies like Google never run out of great leaders?

Because they don’t leave leadership to chance.
They intentionally designed a system.

Here’s how they do it (and how you can too):

→ 1. Hire for potential, not the polished resume
They don’t just hire what someone has done
They bet on what someone can do next

→ 2. Train early, not after the promotion
Leadership isn't a reward
It’s a skill that gets built before the title is handed out

→ 3. Let ICs lead too
Google’s culture gives individual contributors the room to own, initiate, and drive outcomes
Authority ≠ job title

→ 4. Study and scale leadership behaviours
Project Oxygen wasn’t just a research project
It was a blueprint for building consistent leadership — at every level

→ 5. Make leadership attractive
Their brand and mission magnetically pull ambitious talent
People want to grow, and the system lets them

→ 6. Create psychological safety
Innovation doesn’t happen when people fear mistakes
At Google, failing = learning → and learning = leading

Leadership isn’t born
It’s built through culture, clarity, and systems.

If you want to build a team that leads like Google’s —
You need more than a playbook.

You need a system.

Want my help designing one?
Comment LEADER and I’ll show you how we make it happen.

Bronwyn Crawford

9K+ Leaders Trained | Leadership & Performance Coach | Helping emerging & executive technical leaders turn overwhelm into confidence, lead with clarity, and build high-performing teams | DM “LEADER” to Book Call

3 of my clients led the hardest conversations of their careers last month.

> 1 engineering manager finally told his team he couldn’t keep fixing all their mistakes
> 1 research lead sat down with her boss about an unrealistic workload
> 1 project manager gave direct feedback to a high performer who was upsetting the whole team

That was my biggest milestone of 2025 so far.

THIS is why I do this work.

The best part 👇🏻
> All 3 walked away with stronger relationships
> Their teams respected them more (not less)
> And the “conflict” they feared actually built trust

Not the way most managers imagine it.

Because when you’re willing to face tough conversations, the whole way you show up as a leader changes.

What made the difference?

They shifted one key mindset: from avoiding to addressing.

> They stopped carrying unspoken frustration.
> They stopped sugarcoating.
> They started holding space for honest dialogue.

You are not pretending anymore.
But actually leading.

If you want to do the same, I’ve put together a free 30 min CLARITY CALL to discuss this., DM me “TOUGH” and I’ll send the link to book your call.

JSESSIONID

LinkedIn Login, Sign in | LinkedIn

li_at

Harsh but true: No technical project ever runs 100% to plan.
And no team survives without resilience.

Every technical manager tells me the same thing:

“I know how to manage the work. But I don’t know how to carry the people through change.”

Because leading humans through uncertainty is messy.

They get scared.
They resist.
They burn out.

And your role isn’t to ‘fix’ that, it’s to lead them through it.
Because projects rarely go to plan. 

The leaders who succeed are the ones whose teams trust them to navigate the setbacks without losing momentum.

👉 If leading people through change feels harder than managing the project itself, my free newsletter shares stories + tools just for technical leaders.
Drop “TOOL” to sign up for stories & tools!

In my early career, I rolled my eyes whenever people talked about “emotional intelligence.”

I thought:
Real leaders solve problems with logic.
Not feelings.

Until I watched a high-stakes project fall apart—

↳ Not because of skill gaps.
↳ Not because of broken systems.
↳ But because two team members couldn’t stand being in the same room.

- Meetings turned tense
- Collaboration stopped
- Deadlines slipped

And no amount of “process improvement” could fix it.

You know what did?

→ One honest conversation
→ A ton of empathy
→ Rebuilding trust, one hard moment at a time

That’s when I got it:

↳ Emotional intelligence isn’t some fluffy “soft skill”
↳ It’s the only thing that holds it all together when pressure hits.

Because under pressure, people don’t rise to the occasion.
They fall to the level of emotional safety and communication in the room.

Think your team’s underperforming?
It may not be about skills or tools.

It might be the emotional debt no one’s talking about.

Want to build leadership that actually holds up under pressure?
Comment LEADER and let’s talk.

“I don’t know how to say NO.”
I hear that a lot from managers I coach.

Especially the ones who are brilliant at delivering results.

You’re fast, reliable, technically sharp… and you think everyone expects you to carry everything.

But,

Saying yes to everything doesn’t make you a hero.
It makes you exhausted.
Your team frustrated.
Your priorities invisible.

So,

The leaders who scale don’t say yes to every request.
They say yes strategically.
They set boundaries.
They protect their time and their team’s focus.

Now,

The first few times you say no, it feels uncomfortable.
Your instinct is to justify it, over-explain, soften it…

And then you realise: clarity is far more powerful than justification.

So the managers who learn this skill suddenly have space to think strategically.

And the result,

> Their teams step up.
> Projects get the attention they need.
> And everyone performs better.

So here’s a question for you:
What’s one thing you’ve been saying yes to this week… that deserves a firm, polite no?

If you’re still doing everything yourself, you’re FAILING as a leader.

Most managers think it’s about handing off work.

It isn’t.

It’s about building people.

And that’s the hard part.

I see it all the time: brilliant managers doing the bulk of the work themselves because it’s “faster” or “easier.”

Sure, the task gets done. But what happens next?

Your team never learns to step up.
You never get time to think strategically.
Projects stall because only one person can actually make the call.

So what happens when they are on leave or in a meeting or travelling and are physically not available?

Delegation first is uncomfortable.

You let someone try. Let them make mistakes. Let them own it. Even when you know you could do it faster.

But here’s the payoff:
> Your team grows into the roles you want them to fill.
> You get mental space to focus on leadership, not just output.
> The work scales, without you doing it all.

So here’s my challenge to you today:

What’s one task you’re holding on to that someone on your team could actually own, if you let them?

👉🏻 If you want a quick framework to delegate without panic or micromanaging, DM me to book a free 30-min clarity call with me.

“I’m exhausted by 4pm, and it’s only Tuesday.”
That’s what I hear from brilliant technical managers all the time. 

Not because of the work itself… but because they feel responsible for everything and everyone.

They think, “If I let go of control, the project will fail.”

So they micromanage. Stay late fixing problems.

And here’s what happens:
> Teams never learn accountability
> Leaders have no space to think strategically
> Morale dips because no one is trusted

The solution? 
Delegate. Teach. Coach. Trust. Let your team grow while you lead.

How?

I’ve helped 9k+ leaders stop firefighting and start leading with impact. If you want to see how, grab my FREE resource for HR and managers: “Why So Many New Managers Struggle…”

👉 Comment “LEAD” to know how to start leading with impact.

Last week, I was speaking to a Senior Engineer who said something that made me put my pen down for a moment.

“I’ve led million-pound projects. But I still feel lost leading five people.”

And I hear this more often than you’d think.

Most technical leaders are trained to fix systems, not people. 

You’re promoted for what you know, not how you lead. 

And then one day, suddenly, you’re not measured by your technical genius anymore… you’re measured by how you handle conflict, motivate a tired team, or have a hard conversation without breaking trust 🤔

It’s a shock to the system!!

That’s why so many brilliant leaders feel like imposters the moment they step into management.

(It could be you, too)

9 years of coaching leaders in engineering, finance, medical, is this:

It’s not the strategy, it’s the human moments.

> The eye contact you avoid. 
> The empathy you don’t show because you’re afraid it looks “soft.” 
> The silence you don’t know how to hold when someone is upset.
> That’s where leadership lives.

And yes, it’s uncomfortable at first. 

But when you learn to handle those human moments with skill, it changes everything. You stop firefighting. You start leading.

👉 If you’re a technical leader and this hit a nerve, I’ve created a free guide for HR partners and managers: “Why so many new managers struggle - and what HR can do to change it”

Drop a “YES” and I’ll send it your way.

If I have to coach 1 New Manager today, this is what I’d start with:

Not strategy. 
Not KPIs. 
Not how to run a perfect project.

I’d start with people.

As 50% of new managers fail in their first 18 months.

Now they don’t fail because they lack talent or work ethic. They fail because no one showed them how to lead people. How to handle those awkward conversations. How to inspire, not just instruct.

When managers make the shift to leading with clarity, empathy, and confidence:

> Their teams hit goals without constant firefighting
> Turnover drops before it becomes a crisis
> Communication improves
> And the culture strengthens, even under pressure

After 9+ years coaching technical leaders across various industries, I’ve seen “5 critical shifts” that make all the difference.

Want to know the 5 shifts that could make your first 18 months easier and set you up to succeed? 

Drop a YES and I’ll share them with you.

Congratulations. You’ve been promoted. You’re a manager now!
But here’s the problem no one told you:

Leading humans is nothing like leading tasks.

Because,
You can’t assign resilience.
You can’t delegate grit.
You can’t coach engagement with a spreadsheet.

So suddenly you see, your team is stressed. People stop speaking up. Projects stall. And you’re exhausted by 3pm.

Now most new managers think: “I’ll figure this out. They’ll adapt.”

But the reality is,
Teams don’t magically become resilient. They follow leaders who:
> Spot stress before it becomes burnout
> Give permission to fail and learn
> Show up consistently, not just in process, but in people

So are you building a team that can survive change… or a team that will crumble the first time pressure hits?

I help new managers do exactly this, turn technically brilliant teams into high-performing, resilient teams that actually follow. 

DM me “RESILIENT” to book a clarity call and see exactly how to do it.

The first time I got promoted to manager, I didn’t walk away feeling grateful.

I felt… unprepared.
→ No one handed me a playbook. 
→ No one told me how different the job would be. I thought being a manager was just the “next level up.”

It wasn’t. → It was an entirely different role.

And here’s what I learned the hard way 👇

Management isn’t about being the best doer. It’s about: 
✔️ Empowering others to do their best work 
✔️ Giving clarity when everything feels messy 
✔️ Creating space where people can succeed

Those skills weren’t in the promotion package. I had to learn them—on the job, in the fire, often by making mistakes.

And that’s the reality for so many first-time managers.

We promote them for being great contributors… But rarely prepare them for the shift from me → we.

💡 If you’re a first-time manager reading this: you don’t need to have all the answers. You just need to be willing to learn a new game.

👉 Comment LEADER if you want my help building the skills, clarity, and confidence to succeed in your leadership journey.

“I thought giving feedback meant telling people what they did wrong.”
I hear this from managers all the time. 

They think:

“If I’m not pointing out mistakes, the team won’t improve.”

So they schedule feedback sessions… and what happens?

> Team shuts down
> Motivation drops
> The same mistake happens again

The thing: feedback isn’t about criticism. It’s about connection.

It’s about understanding what drives your team, giving them clarity, and guiding them toward solutions they can own.

If you want a practical framework for high-performing teams that actually gets them engaged, I’ve created a free guide: Transforming Leadership Communication: From Frustration to Impact.

Drop a “YES” and I’ll send it over.

59% of important project conversations NEVER reach the team.

And in one engineering team I worked with, it cost them 3 weeks of delay and hundreds of hours in rework.

Here’s how it happened:

Monday, 10:15 AM
A manager briefed the team in the stand-up. No follow-up email. No notes. Thought all were on the same page.

Tuesday, 2:30 PM
A team member assumed they “got it” but actually interpreted them differently.

Wednesday, 11:00 AM
The Stakeholder emailed asking, “Why isn’t this milestone done yet?” Panic sets in.

Thursday
Team working late, frustration mounting. Confidence dips. Deadlines look shaky.

The truth? It wasn’t that anyone was lazy or incompetent.

It was a communication leak.

And this happens all the time:
> Conversations happen verbally, but assumptions fill the gaps
> Follow-ups aren’t structured
> Clarity isn’t made part of the leadership process

The solution? 

> It’s not more meetings or micromanagement. 
> It’s structured, clear, and consistent communication and knowing how to lead your team so nothing slips through the cracks.

If this hits home, I’ve put together a Leadership Communication Guide for technical managers and team leads.

It’s packed with practical steps to make sure your messages land, your team stays aligned, and you reduce unnecessary stress.

Drop a YES and I’ll send it your way.

You don’t get promoted for your empathy.
But it’s the thing that makes people actually want to follow you.

What do you think: are leaders born with empathy, or can it be learned?

And if you’re a technical expert, I write a free weekly newsletter just for you: Technical Expert to Trusted Leaders.

👉 Comment “TOOL” and get real stories, practical tools, and a weekly reminder on how to become a better leader.

We keep debating “work-life balance.”
But here’s a balance most managers overlook 👇🏻

Technical and emotional balance.

You might have the sharpest technical brain in the room.

But if you can’t read the room?
If you can’t spot when a team member is struggling?
If you can’t deliver feedback without shutting someone down?

Then your ceiling is already set.

Brains will get you into management. But it’s emotional intelligence that builds you into a leader.

And the gap shows up quietly in stalled promotions, frustrated teams, and leaders who wonder why they can’t scale beyond “good manager” into “great leader.”

👉 I’m curious: in your career so far, what’s been harder to grow: your technical skills, or your emotional intelligence?

Leadership is like WiFi.
You only notice it when it’s not working.

When it’s strong, everything flows.

Communication is clear.
People feel safe.
Problems get solved faster.

When it’s weak?
🫠 You lose time.
🫠 Projects stall.
🫠 Everyone gets frustrated

Most technical leaders are brilliant at solving problems, but they’re left guessing when it comes to leading people. That’s where I step in - helping leaders strengthen the “signal” so their teams run smoothly, even under pressure.

👉 If you want to see exactly where your leadership WiFi is weak and how to fix it, book a free 1:1 Clarity Call with me.

DM me “LEAD” to book.

“If I don’t do it, it won’t get done right.”
Every manager I coach says this quietly to themselves. And it’s killing their energy and their team’s growth.

They think, “If I let go of control, the project will fail.”

So they micromanage. Stay late fixing problems.

And here’s what happens:
> Teams never learn accountability
> Leaders have no space to think strategically
> Morale dips because no one is trusted

The solution? 

Delegate. Teach. Coach. Trust. Let your team grow while you lead.

How?

I’ve helped 9k+ leaders stop firefighting and start leading with impact. If you want to see how, grab my free guide for HR and managers: “Why So Many New Managers Struggle…”

👉Comment “LEAD” to know how to start leading with impact.

New manager, leader, project manager, work pressure, delegation issue, leadership

What an incredible achievement! 

Resilience - the quiet strength that helps you bend without breaking and rise stronger after every fall.

5:59:20.
100 kilometres.
One flag on his back.

Sibusiso Kubheka made history.
He made us feel it too.

There was just a man, a road, and the weight of something bigger than himself.

He ran with the determination and discipline no one claps for during the training months, and in the end, he won a race and showed the world what South African resilience really looks like.

Everlasting.

I don’t know Sibusiso personally, but I recognise the spirit.

That same spirit lives in the builders, the entrepreneurs, the connectors I’ve been privileged to work alongside in The Lekker Network.

People who carry their roots with pride, even while chasing what’s next.
People who know that excellence is about refusing to stop.

Well done, Sbu.
You’ve reminded us what’s possible when purpose leads.

I asked a team lead what drains most of his energy at work.
He didn’t say the deadlines.
He said, the people.

Every sector - engineering, medical, research, the work is demanding.
But what drains leaders most isn’t the complexity of the project.

“It’s the complexity of people.”

And here’s the part no one says out loud: Leaders often feel guilty for admitting it.

They think,
👉 “I should just know how to handle conflict.”
👉 “I should know how to lift motivation.”
👉 “I should know how to fix communication breakdowns.”

But you weren’t trained for this.

You were trained to solve technical problems.
Not human ones.

And yet, it’s the human problems that determine whether a team thrives or burns out. 

The good news?
People skills can be learned, just like any technical skill.

And when you do, the whole team levels up with you.

✅ If this resonates, DM to book a free 1:1 Clarity Call with me. We’ll cut through the noise and look at the real people challenges holding you back.

The question is… will you let them break you, or will you use them to grow?

If you want a roadmap for turning that awkwardness into confidence, 

I’ve put together a free guide for new managers: “Why So Many New Managers Struggle - And What HR Can Do to Change That.”

Drop a YES below and I’ll send it your way.

Taplio

Bronwyn Crawford's Linkedin Analytics

's Best Posts (last 30 days)

Want to drive more opportunities from LinkedIn?

Taplio

.css-1jgreyo{background-image:linear-gradient(284deg, rgba(39,43,72,1) 0%, rgba(33,47,183,1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Bronwyn Crawford's Linkedin Analytics

's Best Posts .css-qqfgvy{font-size:var(--chakra-fontSizes-md);}(last 30 days)

Want to drive more opportunities from LinkedIn?

Bronwyn Crawford's Linkedin Analytics

's Best Posts (last 30 days)