Article first published on the Aspiring HR website 27 April '20.
Photo credit Jason Strull
A couple of years ago, I wrote about the helpful and unhelpful head noise that goes on around my work in coaching teams, leaders of teams and individuals in career transition (tak...
Diversity and inclusion. Surely this is the domain of well-meaning conformists in the HR department? Or maybe concern to special interests: women, black a...
The work year seemed to whizz by, with lots of great teams and individuals to coach in 2019. It was a pleasure to be part of the coaching team on cohort 6 of the award-winning NVS Partners programme. It was a privilege to work with two more OnPurpose Associates in thei...
Large-scale structural change is a fact of organisational life. Mergers, acquisitions, shifts in markets, outsourcing of services, increasing automation in previously “safe” occupations – we could go on and on.
How OK is it to stay doing what we do, and just turn up and do a good job?
This question has come up in a number of guises this week. The coaching and self-development industry can be ardent in encouraging us to always change – is that always a good or necessary thing?
Recently, an overseas coaching client presented me with an interesting question relating to her own development as a leader and business partner. Would she do better, she wondered, to identify role models that she could learn from and emulate; or instead to invest in u...
For over a decade now, what is sometimes called the 'nine-box grid' or 'high-potential' model for mapping the performance and potential of corporate employees has been in vogue. It looks something like this:
The seductive idea is that the golden girls and boys in t...
