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Trevor Hudson (MSc MABP FRSA)

Facilitator | Author | Creating adult-adult cultures that unleash accountability, engagement and innovation

Trevor Hudson (MSc MABP FRSA) is an accomplished professional with a wealth of experience in learning and leadership spanning nearly two decades.

He advocates for a unique approach to leadership development, emphasizing personal growth and transformation over traditional transactional methods.

Trevor believes in cultivating better individuals to create better leaders, who in turn drive organizational evolution through enhanced communication, engagement, trust, creativity, and ownership.

He has a track record of empowering organizations to unlock their full potential by investing in transformative leadership that consistently leads to remarkable gains.

With a background in Psychology for Business and training certifications, Trevor has held key positions in various organizations, focusing on people growth, learning, and development.

Passionate about collaborating with companies to challenge and evolve their leaders, he aims to build a future where leadership and culture thrive through a human-centric, self-mastery approach.

To embark on a transformative journey towards organizational wisdom and a vibrant future of leadership, reach out to Trevor Hudson.

Highlights

Aug 19 · linkedin

This photo captures a moment of reflection over Canary Wharf on my return to London from Sweden, where I spent four days with my esteemed colleagues at Tuff Leadership Training.

I am grateful for the incredible colleagues and friends I have at Tuff. As I reminisce about living in London and working in Canary Wharf, it feels like a lifetime has passed, not just chronologically but also in my personal growth.

This is in no small part that when we get together, it's not just about training and learning; it's a constant journey of self-improvement. I won't lie; it can be brutally hard to work somewhere with such a high bar for the quality of the training. Especailly when it is recognised that the quality comes from a complex interaction of context, the 'being' of the trainer and the unleashing of the choicefulness of the trainee. But it is inspiring and rewarding to work with incredible colleagues - many of whom have been in this crucible for many years.

Tuff and its founders are way too humble to sing their own praises but as far as I am concerned, the feedback I receive and the challenges set out for me are unique in my career.

All of this leads me to two conclusions:

  • I am incredibly lucky - most people have a challenging job, some people have a job they love, but I get to have job that is transformational by default
  • I want to share this with others and, since Tuff can't employ the whole world, I am newly inspired to push leaders to their limits, provided they are willing to embrace the challenge, too.
Aug 14 · linkedin

I feel like this summarises one of many generational (and cross-cultural) misunderstandings.

'Hard work' isn't the issue when someone appears 'disloyal'.

Unless you view 'hard work' to include the effort to learn impenetrable workplace politics, unreasonable demands from those in charge and unspoken make-or-break expectations you fail to meet.

Then yes, people leave jobs that are 'too tough'.

Trevor Hudson (MSc MABP FRSA)
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