Andrew Hughes

Andrew began his professional career as a chartered accountant with KPMG Peat Marwick in the late 80s and witnessed the impact and the excesses of poor corporate leadership firsthand, working on the administration/winding up of a number of high profile Australian companies, including LJ Hooker, Alan Bond’s companies and Spedleys. He also experienced the demoralising impact of a large process driven and depersonalised bureaucracy.

Andrew became a criminal lawyer before joining a large national law firm (700 staff, $120M turnover) in 1999. He made partner at 35 and took on the practice manager role for a team of 70 litigators in a high profile practice. At 38 he became head client partner, responsible for all national client relationships, mentoring and coaching of client service staff, marketing, tendering and client strategy.

While this was happening, Andrew juggled his family of 6, personal multi-million dollar sales budgets and a passion for golf. The results included world class staff engagement in Andrew’s teams, elite team-performance, sales growth up to 600% of budget and an A Grade handicap.

Andrew has been coaching on a professional basis since 2008, drawing on his experience as an executive in high pressure environments and building his coaching skill over the last decade through many coaching, personal development and leadership programs and certifications.

Andrew’s core expertise is in the patterns of human behaviour, interaction and assisting clients to uncover their path to emotional balance and power.

As a Clinical Practitioner of NLP working with a range of emotional, mental and professional issues, Andrew has a thorough understanding of human behaviour, including key motivators and negative triggers. Combining this with his firsthand experience of leadership in large and small organisations, Andrew incorporates cutting edge accelerated change techniques using the latest discoveries in neuroscience and human behaviour.

“Andrew is a very experienced corporate facilitator who brings a great deal of charisma, energy and intellect to any presentation. He has presented to senior leadership teams and wider audiences about the values and methodologies of great leadership and people management. Eloquent, articulate and with a blue chip background in the law and finance, Andrew commands attention and is effective across a variety of presentation settings.” —Jonathan Morris, Hunter Water Corporation

Coaching highlights

Kurt: a 13 year old who lost sight in one eye after a series of traumatic events two years previous. Despite interventions from eye and neurology specialists, Kurt remained blind in one eye. Kurt regained full sight after reframing the traumatic events, addressing the secondary gain, and learning how to make new decisions at an unconscious level.

Paul: an executive in a large city council, Paul was obsessed with detail and frustrated with his team’s inability to bring the necessary insight and problem solving ability to their duties. Paul was consequently prone to take over matters, give direction constantly and become overloaded.

Over 3 months, Paul was able to address underlying trust and control triggers, set clear and inclusive expectations at the outset of projects, hold people to account while empowering people to perform, and return a balanced approach to his own workload and team members. As a consequence, Paul’s personal and team performance improved considerably against KPIs.

Adrian: a sales representative who was about be sacked due to his inability to make sales. Adrian was committed to taking on advice from everyone who would offer it, except himself. As a result he presented as inauthentic. Unconscious protective patterns manifested in his presentation of an image that was not congruent with his core virtue and strengths. After a process of building awareness, reframing, emotional release and visualisation, Adrian was so successful in his role he was head hunted by a competitor within 3 months.

Roger: a senior executive in the mining industry, Roger was struggling with a change in his role and a staff member whom he perceived constantly challenged his authority. The Board had provided unfavourable feedback on Roger’s performance.

Coaching focussed on Roger’s personality style, the assumptions he had made regarding his role, and the patterns of behaviour that were no longer effective at senior levels. He also worked to develop his emotional intelligence and manage the ineffective triggers that were at the core of the poor working relationship with his staff member. As a result of the coaching Roger became effective in his role and significantly increased his influence across the large business and with the Board. He was also able to effectively manage his staff member.