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.
We’re living in a wild world. Jamais Cascio has named it BANI—Brittle, Anxious, Nonlinear, and often Incomprehensible, and I couldn’t agree more. Change comes fast (often daily), challenges stack up, and many of us are left quietly wondering: Where do I even begin?
That’s where coaching comes in!
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:
Elaine, like many, didn’t start her career intending to become a coach. But an early experience working with a coach left her fascinated by its power to transform thinking. “It wasn’t earth-shattering, but it opened my eyes. Someone simply listened to me and gently challenged my thinking in a way I hadn’t experienced before,” Elaine recalls.
In the previous BANI sessions, we explored how mentoring can support individuals in a Brittle, Anxious, Nonlinear and Incomprehensible (BANI) world, as described by Jamais Cascio, an American anthropologist and futurist. I’ve decided to continue this theme in our webinar series, as the geo-political and economic situation globally appears to have become even more BANI in the first three months of 2025!
Today’s world can be described as Brittle, Anxious, Nonlinear, and Incomprehensible (BANI), an idea created by Jamais Cascio, an American anthropologist, futurist, and author. The war in Ukraine, the Middle East conflict and instability, the increasing impact of climate change and a world where massive upheaval can occur in seconds, has created challenges that require a fresh lens and mindset.
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.
When Ruairi McDermott first considered enrolling in the Level 7 Postgraduate Certificate (PGC) in Coaching and Mentoring for Leadership in Organisations, it wasn’t with grand aspirations to become a coach. Like many of us, life was busy, and the idea of adding a rigorous academic programme initially seemed out of reach. However, Ruairi took the plunge—and what followed was a transformative experience that not only redefined his career but also changed how he approaches leadership and collaboration.
