Organisations Both Big And Small
Why?
Well, these truths have become myths – the stuff of legend that makes for an interesting story but will not lead to high performance in a world that is fast-paced and ever-changing.
Emma Sharrock explores these myths and examines the new beliefs you’ll need to embrace if you want to continue to perform at a high level so that you don’t get left behind and become irrelevant.
In this cutting-edge book for senior executive and business leaders, you will learn:
- How to work strategically in times of calm, and pull together when the waters become rough
- That certain conventional wisdom does not lead to high performance in a world that is fast-paced and ever-changing
- How to perform at your best by unlearning old thinking, and applying a new and adaptive approach to work practices
- How to deliver powerful and ongoing results that leave your mark economically
- How to guide using the definitive “compass” as a leader
- A powerful guidance system that works – in organisations both big and small, as well as globally

A former naval officer, Emma, who once safely navigated warships and their crews through inhospitable seas and warfare exercises, is ready to pilot you through the treacherous oceans that represent your ever-changing marketplace, which threaten to capsize both your leadership and organisation.
Having stood at the helm of complex change programs since 1999, Emma has steered elite organisations including leading financial, transport and telecommunications companies in Australia and Europe through unchartered waters by influencing a new way of thinking. As such, her insight has led these groups to navigate their way through often-turbulent, competitive change.

My passion for aiding senior leaders in knowing what damaging business myths are stems from my certainty that, survival in an often volatile, uncertain, complex and ambiguous world comes down to expert navigation.
While this passion stems from my navy days and developed during my years as a project manager and leadership coach, my enthusiasm also links directly to the satisfaction of seeing others achieve results that surpass their expectations – their success becomes my elation when positive outcomes are achieved by moving away from ‘old thinking’.
By understanding how to guide using the definitive “compass” as a leader, you act as a valuable navigator in facilitating unparalleled business performance and results, which stems from how you think.
This is a powerful guidance system that works – I’ve seen the difference that can be made to organisations, both big and small in Australia and globally.
High-Performance Executive Leadership opens your eyes to outdated ways of thinking that could be holding you back, such as:
- The more control I have in my organisation, the better the results I can expect
- I believe that complex problems require a complex solution
- If I don’t see my team working all the time, I question if they are delivering value

- My team performance is fine; it’s the other teams that need the performance help
- We have all the resources we need internally to address our performance issues; we don’t need any outside perspective