Through Sjierly Pereira Consulting, I strengthen organisations in the following areas:

These processes are ideally approached holistically but can also be supported separately.

Read more about my approach to our collaboration and finding your solutions.

Strategy

The world and future of work have changed. The labour market and the workspace are affected by trends such as technology, automation, globalisation, hybrid working and diversity. These changes bring both challenges and opportunities.

Regardless of the rapid changes, people still want a high-quality work environment where everyone can thrive and contribute to their organisation.

The people focused business strategies I create take all these changes into consideration. The strategy strengthens performance and, in turn, creates value for your stakeholders.

I develop, what MIT Sloan calls, high-road business strategies. A business strategy wherein the organisation considers her employees to be valuable assets. This brings the organisation, the employees and stakeholders closer together to optimise engagement, innovation, contribution and productivity. Always tailored to the needs of the organisation.

In change processes, I utilise brain-based science and training to create insight and capacity for leadership and teams in how change processes affect thinking and behaviour, for them to become change ready and effective.

Leadership

To effectively integrate this changing world of work, conscious leadership is needed at the various levels of the organisation.

I support leaders, irrespective of existing organisational and management structures. This means that leadership development is aligned with presented needs and the respective relationship to the people within the organisation.

While leading and inspiring the implementation of vision requires self-awareness, and insight into and understanding of human behaviour, employees also need leaders who can encourage autonomy, decision-making, positive interaction, and positive habits. You can read more about my approach herein here.

Teams

Leading a high-performing team and being part of a high-performing team require diverse skills. Being promoted to a management position is exciting. However, people are often promoted for technical skills and knowledge, rather than management and leadership skills. This can result in resistance from the team, lack of collaboration and, in worse case scenarios, in high turnover.

Creating a clear development trajectory that prepares new managers will smooth over transitions and facilitate succession pipelines. Clarifying career opportunities and requirements also creates purpose for employees.

In team performance optimisation, I consider both team member dynamics as well as the interaction between the team and its management. Ultimately, a team that trusts and understands each other, where diversity is used as an asset and communication as a powertool, will flow together and perform at an optimal level.