Discover different ways to improve your relationship with time, rather than trying to manage it, thanks to Oliver Burkeman’s new book, ‘Four Thousand Weeks’.
Powerful leadership involves flexible use of masterful skills in listening. Here are some reasons why it’s good to keep working on your listening leadership. It’s not easy, but worth it.
For some time now, I have worked with executives who want a kind of support that is similar but different to coaching. I now call this unique offer Executive Reflection and you can read how it works below.
As professionals, we’ve invested a lot in becoming who we are. Most of us want to keep going at growing, but it can be tough to find the time and discipline to prioritise our continuing development. A reflection partner can help.
What's the difference between Leader and Leadership? One way to think about it is to start with the meaning of this four-letter difference and peek into the nuances...
If your organisation has a large percentage of its people working from home, be aware of possible negative impacts. In this blog, I suggest a relevant, cheap and timely way to help maintain and develop working relationships: Micro-mentoring.
McKinsey published an interesting piece about the importance of developing people as we prepare to emerge from the lockdown. I’ve summarised their six ideas along with my own comments.
There’s a long To Do list but the first thing for leaders to focus on is strategic thinking.
Managing your time is managing your energy. Time spent at your desk does not equate to productivity, and many of my clients are struggling with long hours. To help you reduce the amount of time at your desk while still accomplishing what you need to, here are my tips for managing different aspects of your energy.
To celebrate International Women’s Day, coming up on 8th March, I compiled some of my recent coaching case studies to show how women can soar. Coaching helps to accelerate progress and to clear the way for future success and satisfaction.
You’ve arrived in your new role, leading a team or a project. Perhaps you’ve returned from a long leave, or started in a new organisation. Did you know you’ll need strong navigational skills to help you succeed quickly?
If Maslow’s Hierarchy of Needs represents the time and effort spent by a person on satisfying their needs, then surely it’s time to invert the pyramid?
Both the content and the form of this play suggest patterns that exist in many organisations. What employees might casually refer to as the ‘elephants in the room’ can be dangerous, difficult, elusive topics wrapped up in fears, guilt, shame and misuse of power.
Many of us find it hard to be honest with our colleagues even when it’s in everyone’s best interests, so here are some tips for minimising the difficulties of saying what needs to be said.
How could you do everything at work with a bit more love and make a difference every day to yourself and others? Got to face tough tasks, frank conversations, 'difficult' people? In this new blog theme I will explore the mindset, skills and behaviours you need to help handle all interactions with ease, kindness, equality and satisfaction.
Wondering about investing in a presentation coach? There's a lot to consider, so from my own experience and that of other coaches as well as clients, I've created a comprehensive guide to making the best choice for you (or your colleague)...
Life's better when we're connected! What do we mean by connection? There are 500 million people on LinkedIn, and it is a powerful way to keep in touch and raise your profile. But don't mistake (...)
We all need others to do what we want sometimes: give me the job; sign off on the deal; lend me a fiver; do it my way. We present our case formally or informally, with an audience of one or many. It can be high-stakes and it can be daunting. The great news is that there are no mysteries to giving a persuasive presentation. You don't need to (...)
Business leaders everywhere only do two things: they think and they communicate. As young leaders step up out of the pack to become manager, often the hardest thing is to stop doing the old job. Leaders should instead focus on (...)