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By Helen Isacke|09.02.2022
This document aims to give some background into Shirley’s contribution to the idea of responsible conversation, which aims to help people better negotiate for collaborative conversation. Her doctoral study created a realisation of the importance of considering relationship underpinning any collaborative conversation.
By Fiona Anderson|15.01.2022
Pivotal? Agile? Disruptive? Crisis? Growth?... Whatever word(s) you used to describe the Pandemic, there is no doubt that it was a year that provided each and every one of us with the greatest insights and learning, both personally and throughout our business.
By Helen Isacke|12.01.2022
Everything DiSC 363® for Leaders is one of many 360 Leadership models. Like many models this 360 approach involves personal feedback and feedback from peers, direct reports and senior colleagues plus other relevant stakeholders.
By Clare Beckett-McInroy|01.03.2021
The coaching industry has grown significantly over the past decade, with people from various occupational backgrounds entering the profession. There has also been a shift towards substantiated research of return on investment, establishing high standards of competence, and ethical professionalism in an industry that has few barriers to entry and, arguably, little regulation.
By Sarah Heap|22.09.2020
How do we manage the balance between standard descriptions of coaching, and what our clients are asking us for?
By Anne Archer|30.09.2019
When we are listening with an intention of supporting someone who may be experiencing mental health challenges, who may be a risk to our business, we need to sharpen our listening skills.
By Helen Isacke|04.06.2019
Reflective practice is a process that helps turn experience into knowledge (Gilbert and Trudel, 2001). It is therefore invaluable for the professional development of a coach. In practice in can be hard to know how best to do this, how it fits with coaching supervision and probably hardest of all for many, making the time to do so.
By Helen Isacke|27.11.2018
Upholders, Questioners, Obligers and Rebels. Knowing our own and others’ Tendencies gives us valuable insights that help us to better understand and relate to others, ease frustrations and develop strategies that smooth our interactions with them.
By Alison Haill|16.01.2017
You don’t have to lead a corporation or head a political party to be a leader. You can lead an SME, a team or a project. But could you do it more effectively if you change how you communicate?