In our overstimulated world, characterised, amongst other things, by hate speech on social media and by uncontrolled egomaniacs, the widespread inability to regulate one’s own emotions is becoming increasingly apparent. A stimulus is immediately followed by a reaction, without the ability (or willingness) to restrain oneself. Much suffering and harm occur because no precautions are taken against triggers and emotions are not managed consciously. Yet emotional regulation can be learnt both individually and organisationally.
Personal Development Archives
Changing young people’s lives through Coaching and Mentoring
We were delighted to partner with Grow to design and deliver a tailored coaching and mentoring development programme for staff and volunteers supporting young people aged 16–24 who face barriers to employment. Following the successful completion of the programme, we are proud to reflect on the learning journey, the impact achieved, and the valuable feedback received from participants.
Accredited & certified coaching and mentoring postgraduate course
Build your coaching skills on top of your existing specialisms, to develop your own coaching identity. This Level 7 PGCert, accredited by Leeds Beckett University, also provides fast-track award of EMCC EIA Senior Practitioner from one of the leading coaching and mentoring bodies. You will find the interactive live webinars grounded in your life and leadership experiences. Through your study, you will create your own individual coaching and mentoring approach, rather than slavishly following taught models.
EMCC EQA Foundation Level Accreditation in Coaching and Mentoring
Across nine live, virtual webinars in September 2026, this foundation level course will give you the fundamental knowledge and skills to be an effective coach and mentor. Plus, fast-track access to the European Mentoring and Coaching Council’s Global Individual Accreditation (EMCC EIA) will recognise your successful ongoing application of competence.
Solving complex real-world problems: From VUCA to BANI
Pandemics, more wars than ever before, heat waves, melting glaciers and political upheaval: we are living in an era of increasing complexity, chaos and uncertainty: From VUCA to BANI, the ‘unpredictability of the world’ is greater today than ever before. Many people find it difficult to get used to the fact that ‘the old rules of “it won’t happen” and “basically everything will stay the same” are increasingly no longer valid,’ as psychologists Eva Lermer and Matthias Hudecek write in their book ‘Uncertainty’ [1].
Fast track to EMCC EIA foundation accredited coach and mentor
This dynamic interactive virtual programme gives you an EMCC EQA Foundation qualification with just 30 hours of study. Previous graduates appreciated that nine 90-minute webinars, plus practice and assessed reflection, provided a fast-track route to becoming an EMCC EIA accredited coach! Perfect for those starting out in coaching and mentoring, or working in-house as a coach.
The Power of Good Questions — in coaching, at work and in life
Good questions lead to good listening (and vice versa: good listening leads to good questions)! They build interpersonal bridges and create connections. Questions such as: ‘What moves you?’, ‘How does that make you feel?’ or ‘Would you like to tell me more?’ are usually sufficient. Yet it is more helpful to ask a disbeliever ‘What makes you doubt?’ than to give them advice, nag them or try to reassure them with ‘It’s not that bad’.
Core coaching skills can change you as a Manager
Being a manager is tough, I’d argue it to be the toughest job in any organisation. You’re expected to deliver the strategy from above while also supporting, motivating, and developing the people in your team. In today’s working world, without core coaching skills, that squeeze can feel relentless.
The Evolution of ‘Personnel Management’ to the ‘People and Culture’ Team
The transition of the ‘people function’ title to ‘People and Culture’ represents a fundamental shift in how organisations view their workforce. Linda Grant explores the evolution of this function, now seen as being a strategic partner in achieving organisational goals.
The problem with fixating on the problem — So, what’s the solution?
Drawing attention to issues and hoping that they will be fixed or solved is normal. It’s what we do every day: There’s a problem, like a dripping tap or a flat tyre or the mobile phone has no power, and we ‘analyse the problem’ and fix it easily. But when it comes to people, like interpersonal and social problems, things get complicated. That’s why I think we need to change our approach and focus on finding solutions. And that starts with the being.
