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.
Leadership Development Archives
Knowledge management—how to transfer know-how when a colleague leaves
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:
- Expertise and experience — the knowledge,
- Methodological skills — the ability to apply knowledge,
- Social skills — the ‘necessary’ soft skills that enable this application to achieve the desired outcome.
New Perspectives in Leadership and Collaboration. A Case Study in a PGC
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.
EMCC Senior Practitioner coaching qualification; a leadership case study
When Caroline Newton started exploring coaching, she never imagined how profoundly it would transform her professional and personal life. Working in corporate business, she was introduced to coaching when her boss assigned her a coach. That experience sparked her curiosity, inspiring her to pursue coaching skills (becoming an EMCC Senior Practitioner) as a way to enhance her leadership.
Horizon 2030 — what’s ahead for people professionals
We are now into the final months of 2024 and for many of us, this signals the budget round and thinking about our people strategy.
It will shortly be 2025 and many have a planning horizon up to 2030, anticipating what their people needs might be.
Diversity and inclusion: Beyond diversity washing and D&I missionaries
There should be a consensus that, over time, D&I management becomes unnecessary because diversity and inclusion have become a natural culture. There would be no diversity washing; everyone has developed empathy for difference, and those who repeatedly feel like a minority in everyday social life no longer feel that way in the workplace.
Well-being support, more than a trend in organisations
The multiple crises and chronic work overload have made “well-being” a top issue generally and especially in non-profit organisations. It is natural for NGOs to want to provide workplaces that promote rather than hinder well-being, but it is not always easy to do so.
The Purpose Paradox: Leadership — Not practising what you preach
“Be the change you want to see in the world.” — What Mahatma Gandhi wrote of the individual, perhaps applies even more to organisations founded to make the world more ecological, social, just and peaceful. NGOs ought to exemplify what they want to see in the world in their own, self-designed world. Unfortunately, this is not always the case! Hence the Purpose Paradox.