How would you describe the culture in your organisation?
“Open”, “honest”, “trusting”, “appreciative”, “purposeful”, “collaborative”? — I hope so.
“One I can’t wait to leave,” “toxic”, “we all walk on eggshells”, “hostile” — perhaps?
The development of a positive, open and supportive culture was certainly the aspiration of a recent team development workshop I facilitated, and it was perfectly demonstrated through the behaviours, attitudes, values and beliefs of the newly appointed team leader. Continue reading
Let me share a little history about the coaching and mentoring scene in the past and why our Postgraduate Diploma is so relevant to the organisational world now. As well as being more contemporary and appropriate than many alternative programmes, it focuses particularly on a practical and pertinent agenda to suit current organisational and consultancy needs.
Since 2004, Coach Mentoring Ltd. has delivered high-quality coaching, mentoring, and leadership development. After over ten years of supporting 
For a long time, I thought I had to apologise for my Silence. In the high-stakes world of international NGOs and the corporate offices of the Middle East, we are conditioned to believe that leadership is a performance. Rather than quiet leadership, we are told to be a “boss” we must be first to speak, the loudest to argue, and the most extroverted in the room.
After more than twenty years in coaching and mentoring, there’s one thing that’s never changed for us: a belief that business has to be about more than just profit. It’s about people; about leaving the world better than we found it. That’s why today, we’re incredibly proud to share that Coach Mentoring Ltd. is taking a bold new step and becoming a Social Enterprise. 
‘Listening leads to better performance — in the person who listens, in the person who is listened to and, as a consequence, in the whole organisation’, concludes listening researcher Guy Itzchakov [1]. Plus I would add: it also leads to better change processes and campaigns. So, why has listening training not long since become part of every organisational development project and campaign? Probably because people don’t think they have time for it.
In an era defined by disruption and complexity, building strong teams has never been more critical. Paula Brennan explores why team coaching is emerging as one of the most powerful investments organisations can make — fostering collective resilience, unlocking innovation, and enabling teams to thrive in turbulent times.
Know-how is crucial and is a major part of the capital of all organisations, including the non-profit sector. It has three main components:
When Ruairi McDermott first considered enrolling in the