In today’s climate of tightened budgets and increased scrutiny, coaching and leadership development programs are too often dismissed as a ‘nice to have’. But we know their potential to drive lasting, meaningful change, not just in individuals, but across entire organisations. The challenge? Evidencing it. In this article, I explore how organisations can move beyond traditional feedback mechanisms to build collaborative, long-term evaluation strategies that demonstrate real impact, for funders, stakeholders, and most importantly, the people they aim to support.

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I’ve spent my career navigating two very different ways of understanding human change. One prioritises rigour and generalisability; the other, personal meaning and context. In this piece, I reflect on what it might mean to hold the tension between two very different approaches in applied psychology.

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Coaching is a fast growing industry and more and more people are looking to work with a coach. There are lots of coaches out there, so how do you choose who might be the right one for you? Here’s some info about me and they way I coach, to help you to decide if we might be a good fit.

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Are you a micro-manger or a champion delegator? Someone who is always there to provide support or someone who promotes independence and autonomy? Common questions in the professional development environment, but they might not be as helpful as they first seem…. There are a few problems with concepts like ‘micro-management’, ‘delegation’, ‘support’ and ‘autonomy’: –…

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We tend to think of self-esteem as the thing we need to attain to achieve great things – that elusive confidence in our own self-worth or abilities. But there’s some really interesting research that suggests that self-esteem is not necessarily all it’s cracked up to be. The word ‘esteem’ comes from the Latin root ‘aestimare’…

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