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.
New Perspectives in Leadership and Collaboration. A Case Study in a PGC
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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.
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.
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.
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.
“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.
School leaders have a heavy workload, a myriad of tasks, duties and responsibilities. With that workload comes a whole host of challenges and barriers that get in the way of effective performance. Leadership development coaching is an effective counterpoint to support school staff towards growth and development.
A quick glance at what has happened to women in the last year during the global pandemic. Some of this impact is as a result of the pandemic and subsequent lockdowns. However, the continued systemic inequalities which still persist in our society and working environments are still very relevant.