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Kate Mercer

Premium Author Kate Mercer

Witney, England

Personal Web site:

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Brief biography:

Kate has a gift for creating working environments that allow you and your organisation to produce great results through communication, teamwork and personal commitment.

She has been a consultant since 1990, following a 14-year career in line and project management, training and lecturing, and is a talented coach, facilitator and trainer.

She is passionate about helping people develop the skills and resources they need to do a great job. She is especially skilled at enabling clients to gain clarity about what they are accountable for delivering - whether individually or as part of a team - and develop action plans which ensure the realisation of their goals.

Kate has lived and worked overseas, speaks three languages, and is skilled in working with people from a wide range of organisations and backgrounds.


This article gives an insight into what happens in a crisis to our reactions and ability to think clearly. It suggests some simple strategies to restore equilibrium and 'manage your mind'.
There are two clear groups of factors to take into account if you want to make changes stick and produce outstanding results quickly, efficiently and permanently: the 'internal', and the 'external'. A...
Groupthink is a mode of thinking that people engage in when they are deeply involved in a cohesive, task-centred group, when their need for unanimity supersedes the need to make a decision based on ra...
Ask anyone at a party or any social gathering "So, what do you do?" Most people reply with a job role or title. When further pressed, they will list for you the things they are responsible for or some...
Do you see team-related issues in your business? They cost hassle and sleepless nights. But have you ever stopped to calculate what they are really costing you? The real cost is a brake on business re...
The challenge for most of us is to manage the transition from management to leadership from moment to moment, day to day, as the requirements change. We need to learn to be both. To be able to do that...
Welcome to the last in my three-part series on Leadership, which I define as "holding the Vision, causing Partnership, and holding people to Account". Over the last two articles I have explored the ar...
The foundation of all Leadership is Accountability, 'the willingness to make commitments and hold oneself to account for them, regardless of the circumstances'. There are two aspects to the definition...
Who is 'they' in your organisation? 'Sales'? 'Marketing'? 'the Executive Board', 'Customers'? Do 'they' seem to be making your job harder to do? Do you ever hear stuff like (or catch yourself saying):...
Amid all the depressing talk of recession, we thought we'd take a more encouraging view! Find out how to view the downturn as a challenge rather than a threat - an opportunity to fine-tune your organi...
When did you as a business leader last systematically assess the current state of health of your organisation? I don't mean its financial state - I bet you check on that all the time. I mean the body ...
There's a body of unwritten and largely unrecognised beliefs about 'the boss' or 'them up there', which we absorb throughout our working lives. Unless challenged, these beliefs drive your thinking, ev...
In this article, Kate Mercer of Shine Consulting offers some ideas about an issue she is often asked about - handling conflict at work.
In this article, Kate Mercer offers a reminder that in a hard economic climate, there can be a tendency towards 'short term-ism', causing morale and therefore productivity to suffer. There is always m...
You've probably heard of 'Zero Tolerance' - a form of policing that allows no crime or anti-social behaviour to be overlooked. But have you ever considered how the principle could help you implement c...

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