Is it just me, or is the treatment of Prime Minister May extending from cringe-worthy into outright bullying?
Perhaps I'm getting old, but in my view, such open abuse and hectoring of an employee in the workplace is completely out of order. I thought the same when the leader of the opposition, Jeremy Corbyn, experienced similar public personal attacks during his first year in office.
My question: is this really acceptable in 21st-century Britain?
As you know by now, I spend a lot of time thinking about the purpose of our lives, and what it really means to be.
But recently, three things happened to me that really brought something home. Regardless of how much we think about our lives, our purpose and our being, the context for that being is set by parameters beyond our control. And our identity – something we believe to be so personal to us and so within our control – is determined by rules and frameworks which dictate to us who we are, how to act, and how to be.
What’s the most important resource in your business? Your people, of course! So imagine if there was a way to get the very best out of your people that, in turn, improved their experience and strengthened your business…
I’ve been inspired to write this post by a couple of my recent coaching clients. Both come from different backgrounds, they work in very different fields, but they both have the same problem in common: their businesses – and lives as they know it – are in severe jeopardy, for failure to confront some very brutal facts.
Think of a person, a company, or even a celebrity – someone or something you have a relationship with. Do you trust them? What makes you put your trust in them (or not, as the case may be)? What even is trust?
There are two inevitabilities in life: firstly, that we are born, and secondly, that we die. The odds for getting out of this three-dimensional world alive are against us. Since the annals of time, not one person who has been born has gone on to live for ever, yet it is easy to live as if our life has no end.
It’s the 16th December 2016 today – a date that’s been on my radar for a while now. Today’s the day I should be handing in my dissertation, marking the last stage of my MBA. But I’m not. I’m writing this blog post instead – a blog post about a journey I started in September 2012. And how I’m perfectly at peace with walking away from my MBA.
Ask someone what motivates them and they might begin to give you an answer. It might be the drive to provide for their family, the drive to make money, or maybe even the drive to be recognised in the future. But do you actually know how to identify your key motivators – and use them to your advantage?
In my last blog post, I introduced you to the Cycle of Renewal, the transitional process that helps us navigate change in our lives – taking us from where we are in the present to where we want to be in the future.
It was the Greek philosopher Heraticlus who noted ‘Nothing endures but change’, and how right he was. In our lives, there are only two certainties we can rely upon – that we are born, and that we die – and the period in between is subject to change, every single day we spend on this earth.
Coaching and Mentoring: What’s the Difference? It’s a question I’ve been asked a number of times - what’s the difference between coaching and mentoring? And it’s a good one, because sometimes, the distinctions aren’t always clear. Coaches and mentors can employ very similar approaches, and indeed might even fill both roles from time to time. However, although there are a number of ways in which the two disciplines merge, there are some key differences we need to be aware of. On this topic, I recently came across this infographic (below) explaining the difference between coaching and mentoring, and it troubled me. Although there are some elements that do go some way to making the distinction correctly, I’d have to disagree on some others, and this made me think about how I’d describe coaching and mentoring myself.