A central part of Chris Webber’s work involves predicting how customers or partners will behave and respond to the actions his clients take.

Colleagues and clients often ask him, “How are you able to do that?”—delighted when his predictions prove accurate, and they are well-prepared for key meetings.

Chris emphasises that anyone can develop this skill. His approach is simple: focus on what you would desire and what you would fear if you were in their position, then consider how you would react to the actions being planned.

Chris Webber is a renowned expert in business performance, specialising in helping teams succeed with difficult customers and colleagues.

As the founder of Foxleigh Commercial Performance, Chris has dedicated his career to empowering clients with the skills and strategies needed to enhance revenue, drive productivity, and build strong partnerships. His approach emphasises effective communication, trust-building, and resilience, even in the most challenging situations.

Chris Webber, founder of Foxleigh Commercial Performance, has spent his career helping teams succeed with challenging customers and colleagues. He specialises in building trust, mastering communication, and driving growth even in difficult business environments.

His 2025 bestseller, Get the Elephant Out of the Room: Outsmart Difficult People at Work, tackles the everyday challenges posed by managers who micromanage, colleagues who self-promote, and customers who push boundaries. Difficult people aren’t just frustrating—they can block your career progress. But what if you could turn those challenges into opportunities for growth?

In this practical and insightful guide, Chris draws on lessons from his distinguished career to show that success at work isn’t just about what you say—it’s about how you say it. He examines the behaviours and mindsets of challenging managers, colleagues, and clients, shares proven strategies for building trust, and provides actionable guidance to help readers navigate difficult interactions, transform obstacles into stepping stones, and unlock new opportunities for growth.

His Method

Chris carefully analyses the roles of key individuals. He considers their measures of success, contextualised by what their primary stakeholders are monitoring, because accountability always flows upward. He reflects on what might worry them, what defines failure, how they gain status, and what could threaten it. With these insights, he evaluates likely responses to proposals, accounting for both emotional and strategic reactions. He notes that there are only five possible responses to perceived threats—most changes fall into this category—and he predicts which is most probable.

Example in Practice

Chris recently anticipated outcomes at a major company announcement that had been kept secret. The CEO had scheduled a company-wide meeting with minimal information beyond the date and the expectation that employees would attend. Chris predicted a renewed focus on brand growth and a shift toward greater centralisation—predictions that proved entirely accurate.

When a contact reached out with concerns about potential job losses and restructuring, Chris’s foresight helped provide clarity and reassurance.

A CEO Mindset

Chris explains that CEOs must hold quarterly calls with shareholders and deliver consistent messages regardless of market conditions. Shareholders expect growth and ROI, which are often disconnected from day-to-day operations. Through research, Chris observed that recent growth had largely come from price increases and that the company operated regionally. Recognising the limits of further price increases, he deduced that a strategic focus on growth via current assets and centralisation was inevitable.

Assessing Fears

CEOs of major corporations often earn upwards of $18 million annually. Their primary objective is to maintain their position as long as possible to maximise earning potential. Fear of leaving too soon or missing strategic opportunities drives many of their decisions. Chris notes that even high-level executives can be distant from customers and must rely on communications, structural changes, and cultural influence to assert control. Restructuring demonstrates action to shareholders while providing time for strategic manoeuvres that can yield significant financial and organisational benefits.

Why book Chris Webber?

By understanding the motives, fears, performance measures, and strategic options available to key individuals, Chris Webber enables his clients to anticipate the few actions they are most likely to take. His approach combines deep insight into human behaviour with practical business acumen, empowering leaders to navigate complex situations confidently.

Learn more about Chris and his keynote talks and workshops HERE

To book Chris to speak at your event, contact us at Great British Speakers.

Email: [email protected]
Call: +44 1753 439 289