When done well the key principles of active listening, feedback and growth will help employees to align their personal development objectives with business goals and help the business to thrive.

Why is this so important in the STEM sector in particular?

It is well recognised that the ‘purely technical’ workplace is a thing of the past. Managers have often been appointed, in part due to their technical expertise and skill, but managing people is a whole other ball game and perhaps one where they might feel uncertain at times. People are of course complex and embedding coaching practices as part of your daily interactions with your team can make a real difference. In the innovative and experimental STEM sector a coaching culture approach supports cross-functional collaboration, encourages curiosity and perhaps most importantly helps teams navigate failure when it doesn’t go according to plan. Furthermore, the multi-generational dynamics of the workplace now require a more people-centric approach to leadership.

These need to be consistently deployed as part of everyday leadership – your BAU. This will enable all team members to have reflective and constructive conversations which support each other’s growth and help with problem solving. Many top-performing engineering teams now credit coaching with enhanced performance, higher morale and more efficient delivery. (see the recent h2h coaching case study)

Putting a coaching culture into practice takes time and a strategic approach, especially if this is something that is fairly new for your organisation. As is often the case, when the Senior Leadership Team leads by example, the chances of success are much improved. If your managers are unaware of the coaching fundamentals, training in what this looks and sounds like is a good place to start.  At h2h we often reference the  70-20-10 model which shows that 70% of the learning comes from experiential, on-the-job activities such as team meetings, project reviews, de-briefs and performance check-ins.

Being mindful of the various generational expectations and communications styles within your workforce is a good tip when trying to roll this out across the organisation. In fact, this approach may help you to bridge any age gaps and foster mutual respect.  Peer coaching programmes and sharing of cross-functional knowledge may be another avenue you choose to explore alongside reverse mentoring which can help to promote an inclusive and sustainable culture where all voices are heard. There are also several digital platforms, tool kits and tech solutions that you may want to look into if you need to scale this up across a large organisation and which can help you measure impact and track results.

Ultimately, engineering empathy through a coaching culture may just be your competitive advantage. From attracting great talent, in onboarding systems through to employee engagement and succession planning. It is the strategic option for businesses, particularly in the scientific and engineering sector, who want to future-proof their workforce, unlock innovation and build resilient, inclusive teams.

At h2h we offer a range of coaching services tailored to individual or organisational requirements, including:

• One-to-one coaching
• Transition coaching
• Team coaching
• Developing internal coaching capability

Contact us at: hello@h2h.uk.com for more information on our coaching services.

The post Engineering empathy: why coaching cultures are crucial in the STEM sector? appeared first on h2h.

Where Leaders Get It Wrong 

There are many different ways to dig into what’s behind that statistic but a recent e-Letter from Roy Lilley, a leading UK policy analyst in the health sector, recently suggested seven areas of concern (R. Lilley, NHSManagers.net e-Letter, 12 March 2026) which resonate even eleven years after the Gallup report. 

He says: 

This is the real risk…  

… when leaders align with power rather than the evidence…  

… when leaders are no longer the buffer between power, people and performance…  

… when leaders learn to protect themselves rather than confront uncomfortable truths… 

… when leader’s survival becomes more important than the purpose of the organisation… 

… when, leaders, over time, become skilled at not discussing the real problem… 

… when leaders are managing up and not managing the problem… 

… when leaders are complicit in poor decisions and upheaval becomes routine, instability becomes acceptable and decisions that once would have been challenged simply pass through… 

… when all that happens… 

… we have no need for leaders. 

This is a disturbing, but all too recognisable, “To Don’t” list for leaders with each failure enabling the next. I’m sure we can all think of specific leaders who have displayed one or more of these characteristics at one time or another.  

In his e-Letter, Roy Lilley goes on to contextualise the leadership failures for the healthcare settings on which he commentates. However, there is plenty to take from this for leaders in all sectors, by turning it into a positive “To Do” list.  

Turning That Into A To Do List For Leaders 

So here’s my seven point checklist for any leader who wants to add add value rather than render themselves superfluous by destroying it! 

1. Evidence can be scary when it challenges our current thinking, because the status quo has power. Use quality data, expertise and balanced, honest assessment from multiple sources, as a leader so that you can use even the most uncomfortable evidence in your decision making. 
2. Be the buffer that allows your team to perform, absorbing organisational pressures and power plays. Sometimes this means actively positioning yourself to absorb demands from above. 
3. If it feels uncomfortable, there’s something important going on, and uncovering that is your focus as a leader, rather than protecting yourself from that uncomfortable feeling. 
4. If there is a conflict between something that is good for you personally, and your organisation’s goals and purpose, you know what to do. As a leader in an organisation, sometimes you need to put your personal goals on one side. 
5. Create the psychologically safe environment around you that allows your team to engage with difficult conversations before they become crises. 
6. Spend your time solving problems and enabling your team to do the same rather than curating your appearance within the organisation.  

And finally… 

7. Speak truth to power. Maintain a habit of rigorous scrutiny that calls out poor decision making, especially where it leads to upheaval, rather than opting for a quiet life of compliance. 

Each of these leadership habits builds on the previous one creating an integrated set of principles that add value. Being principled often requires bravery, especially when that means challenging the status quo.  

Leadership Behaviours To Support This 

And what are the behaviours that will enable these habits? They are the ones that are at the heart of the best leadership development: emotional intelligence, ethical leadership, engagement and enablement, influencing with positive intent, and psychological safety.  

With emotional intelligence, leaders recognise discomfort as a signal rather than a threat, prompting them to put their own emotional response to one side initially.  

Ethical leadership requires a moral compass that requires leaders to use evidence openly and honestly, and challenge power-motivated decisions. 

When a leader is acting as a buffer and creating a psychologically safe workplace, they are driving engagement and enablement with their team. 

Leaders who manage the problem rather than their own reputation need to be able to exert 360 influence with positive intent without becoming political or self-serving. It is the intent that separates constructive challenge from careerism. 

Finally, psychological safety is a foundational thread running through the whole To Do list. Leaders who model their own willingness to embrace discomfort and learn from it, stand a much greater chance of creating climates that support these behaviours more widely. And when this climate is in place, it supports all the other behaviours in turn and a leader can truly add value to the experience of their employees and their organisation. 

Leadership needs people with minds that are open and curious, that are willing to grow and learn, so that they can continue to add value in a world that is changing more rapidly than ever, and presents us with new and unexpected challenges every day. That’s the route to tipping the scales towards the positive end of that 70% variance in engagement. 

 Contact us at hello@h2h.uk.com or click here to find out more about how we can help support and enable leadership capability across your organisation.

References 

Gallup. (2015). State of the American manager: Analytics and advice for leaders. Industrial Report Magazine, 2(1), 1-21.  

The post Where Do You Add Value As A Leader? by Caryn Douglas appeared first on h2h.

A mentor can provide insights, constructive feedback, and encouragement to foster your growth, irrespective of whether you’re embarking on a career change, taking on a leadership role or just striving to be as successful as you can be in your current role. If you haven’t already, then now is the perfect time to find a mentor.

Here’s my top 5 reasons why finding a mentor in 2025 should be a priority:

1. Learn from their experience: 
   Choosing the right mentor is crucial. Ideally you are looking for someone who has a background that you feel you can learn from. This doesn’t necessarily mean they have to work in the same role or sector as you. Choosing someone who has strengths in areas you want to develop is a good place to start.
2. Have access to a constructively critical sounding board:
   A successful mentorship partnership is based on trust, honesty, and transparency. Mentors can give you unbiased and constructive feedback. This can help you broaden your perspective on situations & look at new ways to approach challenges or opportunities. Their positive reinforcement can also help you maintain a positive mindset, even when facing significant challenges.
3. Accelerate your personal growth: 
   Mentors want to help you grow & thrive. In your conversations they will spend time getting top know you & what you want out of your working life. Their personalised (& objective) support and challenge can help you build knowledge, skills and experience much quicker than trying to do it alone.
4. Get help with goal setting:
   A mentor can be a great aid for anyone who is struggling to set and or achieve goals. They can support with setting challenging, yet attainable, goals, and help hold you accountable, ensuring you stay on track and maintain motivation. 
   
5. Build your connections:
   Mentors can connect you to their own networks with mentees, introducing you to other professional contacts who could positively impact your opportunities and experiences in the present or future.

The benefits of mentorship are immense, from expanding your knowledge to gaining a fresh perspective on your potential. Finding the right mentor can be a game-changer in both your personal and professional life. As we step into 2025, make mentorship a priority and take the initiative to seek out someone who can guide, support, and challenge you. The right mentor can be the catalyst for unlocking your full potential.

The post “Everyone Needs a Mentor” and why you should find one by h2h Lead Consultant, Caroline Forman appeared first on h2h.

For me, the idea of retirement couldn’t be further from this description. Instead of withdrawal or retreat, I hope, when I get there, to be able to see this next chapter in my life as a time of exploration, connection, and growth. I would like to be able to take advantage of multiple opportunities when I have more time and to make the most of the years I’ve worked so hard to earn.  I think that we are living in an age where retirement is being redefined. People are living and working longer, advances in healthcare and improved lifestyle choices mean many of us can look forward to active and purposeful post-work lives. For those retiring in their late 60’s, the years ahead could hold over a decade of new and meaningful experiences -the (ONS) 2024 data shows that the average life expectancy in the UK is 78.5 years for men and 82.5 for women. That’s plenty of time to explore, contribute, and create. Retirement today doesn’t have to be about fading into the background but more about stepping into a new role in your life, one where you are in control of the narrative.

Purposeful planning

When it comes to retirement planning for the vast majority of people their first thoughts will of course turn to financial stability. After all, ensuring a steady income through pensions, investments, or savings is critical. Financial planning allows us to cover the basic; housing, healthcare, and day-to-day expenses and creates a foundation for the kind of retirement we envision. But financial readiness is only one piece of the puzzle. How many of us are sitting down and purposefully planning just exactly what we want to do with all this time?   Will you travel? Volunteer? Pursue hobbies? Spend time with family? A purposeful retirement plan goes beyond finances; it’s about designing a life you’ll wake up still excited to live.

Going from the daily commute and rhythm of a full-time job to having almost total freedom to how you structure your day will take some adjusting to and needs care and consideration. You may be thinking about:

1. Community and Contribution
   Volunteering, mentoring, or participating in local organizations can provide a sense of purpose and belonging.
2. Travel and Exploration
   Whether it’s ticking off a bucket list of destinations or simply exploring your local area, travel broadens your horizons and keeps life exciting.
3. Learning and Growth
   Retirement doesn’t mean the end of learning. It’s a chance to take up a new skill, attend workshops, or join a class.
4. Health and Wellness
   Staying physically active and maintaining good health are key to enjoying retirement. Activities like yoga, walking, swimming, or dancing will improve both your physical and mental health.
5. Hobbies and Passions
   Retirement offers the gift of time to focus on passions you may have put on hold during your working years. The possibilities here are endless.
6. Relationships and Social Connections
   Investing in relationships with family and friends keeps retirement vibrant. Regular get-togethers with loved ones and meeting new people can enrich your life.

As people become more intentional about their retirement we will, I think, see a shift from viewing it as the end of something to embracing it as the beginning of something extraordinary. We definitely need to be asking ourselves quite early on and well before our last day of paid employment:

• What do I want to accomplish in retirement?
• How do I want to feel each day?
• Who do I want to spend my time with?

By answering these questions and building a plan around them, you can craft a retirement that aligns with your dreams and values.In summary, I refuse to believe that retirement is about stepping back and prefer to see it as stepping forward, or maybe sideways,  into a new phase of life. With thoughtful planning and a clear vision, it can be a time of joy, connection, and fulfillment. Whenever it feels right it is definitely worth taking the time to start to create a road map for a retirement that’s not just financially secure but also emotionally rich and meaningful.

If you would like to speak to one of expert coaches about career development, strategies to exit a business and/or retirement planning, then please contact us at enquiries@h2h.uk.com

The post Retirement – What’s Your Plan? by Sarah Tiffany appeared first on h2h.

This means that procrastination is most definitely not laziness, which a critical inner voice might be suggesting. There is something more complex going on.

At its core, procrastination as a coping strategy is a means of emotional regulation. When confronted with a challenging or uncomfortable task, we may feel overwhelmed by the perceived difficulty or the pressure to succeed. Rather than face these emotions head-on, we put off the task, temporarily alleviating our stress. This avoidance provides short-term relief, but often results in increased anxiety and a sense of guilt as deadlines approach. The cycle becomes self-perpetuating, as the more we procrastinate, the greater the pressure becomes, further reinforcing the tendency to delay.

We procrastinate when we:

• When we can’t see the first step.
• When we have too much to do and are overwhelmed.
• When we are feeling tired or foggy.
• When we don’t understand what we have to do.
• When our inner voice says only a perfect outcome will do.
• When we are afraid of getting it wrong.
• When we need a different kind of instant gratification.

By postponing tasks, we create a safe space between ourselves and the possibility of not meeting high expectations, whether these are imposed by us or others. protects our self-worth, as the logic is: if I don’t try my best—or don’t try at all—I cannot be judged or criticised, either by myself or by others. Those with a loud inner critic will already be able to see the flaw in this logic!

While this avoidance provides emotional relief in the moment, it undermines long-term productivity and well-being. Rather than protecting our self-worth, chronic procrastination can erode self-confidence and lead to stress, poor performance, and missed opportunities. Over time, the emotional toll of procrastination far outweighs the short-lived comfort it provides.

Recognising when we are using procrastination as a coping mechanism is the first step toward managing it.

Effective strategies include:

• breaking tasks into smaller, manageable steps
• taking a mindful break
• taking a step back to look at priorities
• defining the minimum viable outcome for what you need to do
• setting yourself bronze, silver and gold desired outcomes
• allowing yourself to procrastinate for a short, specific amount of time

Challenging perfectionistic tendencies with some practical actions, and practicing self-compassion can help shift the pattern. By focusing on progress rather than perfection allows us to gradually confront the underlying emotions that trigger procrastination and help us to cope with stress and improve our overall productivity.

So, while procrastination may seem like an act of laziness, it often masks deeper emotional struggles. Understanding and addressing what is behind it is key to breaking the cycle, as well as having pre-defined options to manage things when we notice we are slipping into procrastination.

If you would like to find out more about how h2h can help you develop a portfolio of professional skills training and workshops, contact us at enquiries@h2h.uk.com

The post Procrastination as a coping mechanism by Caryn Douglas appeared first on h2h.

There are lots of different mindsets that are written about but one which can steer and support us in our work and careers is the growth mindset.  A growth mindset, as conceived by Stanford psychologist Carol Dweck and colleagues, is “the belief that a person’s capacities and talents can be improved over time”. This is opposed to a fixed mindset where the belief is that you are born with a certain amount of talent and ability, and you can’t really change it that much.

Developing a growth mindset can also help us with life in general. If we are continually learning and developing as a person in different aspects of our life, we are more likely to be open to some of the everyday challenges that come our way and potentially better equipped to deal with them. Considering events that happen as an opportunity for learning can also help us have a more purposeful and meaningful life as there is always something new to learn.

Studies have identified that due to human nature and conditioning some individuals find it easier to develop and utilise a growth mindset than others, but we are all capable of working towards one. If we even believe that the concept is possible then we will have already started along the path to developing one.

So, what can we do to work on developing our own growth mindset. Here are our top 10 tips that may help: –

1. See failure as a learning opportunity
   Instead of seeing mistakes or failures as negative outcomes, embrace them as essential steps toward learning and improvement.
2. Be willing to try different approaches
   If something isn’t working, experiment with new solutions rather than giving up. This mindset encourages creativity and resilience.
3. View obstacles as challenges
   Shift your perspective on difficulties, seeing them as opportunities to grow rather than insurmountable problems.
4. Step outside your comfort zone
   Growth doesn’t happen in comfort. Be willing to challenge yourself and try new things, even if they make you uncomfortable.
5. Stay curious
   Instead of judging or dismissing an event, ask why it happened. This curiosity will lead you to learn new things about the world and yourself.
6. Give it one more try
   If you’re considering giving up, try one more time. You might surprise yourself with what you can achieve through persistence.
7. Replace “but” with “and”
   This simple linguistic shift can change your mindset. For example, instead of saying, “I want to go to the gym but I have work to do,” say, “I have work to do, and I want to go to the gym.” This removes the sense of contradiction and opens up possibilities.
8. Reframe negative thoughts
   When faced with a negative thought, try to turn it into something positive or constructive. For example, change “I’ll never understand this” into “I need more time to figure this out.”
9. Focus on potential benefits
   Instead of worrying about what could go wrong, focus on what might go right. Visualizing success helps reinforce positive outcomes.
10. Work on things that bring you joy
    Finally, pursue interests and activities that you genuinely enjoy and are passionate about. This will keep you motivated to improve and grow over time.

The power of the growth mindset lies in its ability to change how we see challenges, failure, and learning. By adopting the belief that we can improve our skills and abilities over time, we become better equipped to face life’s challenges and continuously evolve. Start applying these growth mindset strategies today and unlock your potential for long-term success and fulfillment.

Do you follow us on LinkedIn? For more tips, news and industry updates, follow us at www.linkedin.com/company/h2h-ltd  

The post Embracing a growth mindset: Unlocking career success and personal growth by h2h Lead Consultant, Robbie Lightfoot appeared first on h2h.

In the challenging world of career transitions, whether due to redundancy, restructuring, or a change in personal direction, resilience is one of the most critical skills to master. As a career and outplacement coach, I am deeply influenced by the work of Jenny Campbell and in particular her insights on resilience at The Resilience Engine. One of the most profound elements of Campbell’s approach is that resilience is not about being unshakable or simply enduring stress. Instead, it’s about embracing our capacity for change and adapting to new realities.

Formula

Personal Resilience: Mindset + Pacing & Perspective + Purpose

Resilience: A Capacity for Change

One of the foundations of Campbell’s approach is that resilience is not synonymous with toughness or avoidance of stress. Rather, it is our ability to adapt to and accept change that truly measures our resilience.

In my role, this shift in mindset is crucial, especially for individuals dealing with unexpected changes like job loss. When your role is suddenly no longer part of an organisational structure, the ability to quickly recognise the impact of that change and embrace it becomes essential. Transitioning into the job market after a redundancy can be disorienting. At these times, resilience isn’t about pushing harder or denying the feelings of uncertainty and loss. Instead, it’s about cultivating a mindset that allows you to adapt, strategize, and move forward with purpose.

Jenny Campbell’s formula for resilience, above, has been transformative not just in my personal approach, but also in how I coach my clients.  Each of these elements is critical, and they become even more valuable when resilience is running low during a job search. In coaching sessions, I consistently review this formula with my clients to help them understand where they might be struggling and how to strengthen their resilience.

Mindset: It’s all too easy to fall into negative thinking when faced with a series of job applications that yield no responses. Job search fatigue can wear down even the most positive individual. This frustration can stem from various factors – AI systems sifting through CVs, an overload of applicants, or internal candidates being preferred. While these elements are often out of your control, maintaining a strong mindset is crucial.

In fact, one of my recent clients shared some wonderful feedback. He had been struggling to see how his skill set could apply outside of his current industry, and this lack of roles in his area was fuelling his anxiety. By working together, we identified not just his current strengths, but his potential skills—those capabilities he hadn’t fully explored yet in his career. Shifting his perspective allowed him to expand his job search into areas he hadn’t previously considered, leading to an increase in interview requests and a much-needed boost in his enthusiasm and energy.

Pacing and Perspective: This part of Campbell’s equation is just as important. Job seekers often feel a sense of guilt if they step away from the hunt to recharge, especially if they are under pressure to find work quickly. However, maintaining your energy and preventing burnout is crucial to your long-term success. I encourage my clients to balance their time, incorporating activities that restore their energy and offer a fresh perspective.

Purpose: Finally, we discuss purpose, a key driver in maintaining resilience during job transitions. Without a sense of purpose, it’s easy to feel lost. For some, purpose is tied directly to their career, while for others, it can be found in personal pursuits, relationships, or community involvement. Helping clients reconnect with their purpose often allows them to see the path through the uncertainty and the stress of change.

If you or a member of your team are currently finding it difficult to maintain a positive mindset through the job search process, I encourage you to reflect on this approach: mindset, pacing & perspective, and purpose and reach out to h2h for support during redundancy and or internal career moves. We can help you dive deeper into how to leverage these concepts to build your resilience and transform your career path.

Contact us at enquiries@h2h.uk.com or www.h2h.uk.com to start the conversation and map out a plan that sets you on the path to success, no matter what the obstacles.

For outplacement support                        newleaf

For career planning support                    passport2progress

The post Building A Resilient Mindset In The Challenging World Of Career Transitions by Caroline Forman, h2h Lead Consultant appeared first on h2h.

1. It builds understanding and trust

Active listening is more than just hearing the words people say. It is about being committed to fully listening to their thoughts and opinions with the aim of understanding the meaning behind these. As a leader if you can understand, although you may not necessarily agree with, your colleagues’ point of view you are better placed to respond to their concerns and requests in a more aligned and empathetic way.  We all want to feel heard – through active listening you demonstrate to your employees that their input and opinions are valued, and it helps you to make more informed decisions for your team and the business.

2. It encourages growth and innovation

An environment where all opinions are welcomed allows people to explore and as a result real innovation can take place. When your team feel trusted and valued, they are more likely to share new ideas and thoughts which in turn builds their self-confidence and fuels their creativity, encouraging them to take the initiative and be more proactive.

In addition, by paying attention to and developing your active listening skills, you will also benefit from a deeper understanding of your own leadership style. Investing this time in yourself will help you to flex, adapt and grow on a personal level.

3. It can help resolve conflict

There will of course always be some level of conflict in the workplace  – wherever there is a difference of opinion or a different group of personalities. Active listening allows you get a real understanding of the problem. By identifying the root cause of the conflict, you are more likely to find an effective solution for everyone rather than just addressing the issues that surround it.

4. It improves communication skills and team cohesion

As mentioned earlier, high quality listening means being fully committed to listening to people in order to really understand what they are saying.  It is a fundamental pillar of effective communication – ensuring that messages are not just sent but most importantly received accurately. This avoids most instances of misunderstanding within a team and has a positive impact on employee engagement, motivation and team cohesion.

In conclusion, leadership comes in all different shapes and sizes and there are some key skills that get plenty of airtime – decision making, strategic thinking and many more. These are of course incredibly important aspects of leadership, but we would all do well to focus in and develop our listening skills. Then take a step back and reflect on the positive impact it might just have in driving success throughout your organisation.

The post How The Art Of Active Listening Can Unlock Success In Your Organisation by Sarah Tiffany appeared first on h2h.

1. Right time and place

You want to be able to give someone the time and space they need to open up and talk through what is important to them – give plenty of thought to when and where you coach them. It is also crucial that you are in the right place to be able to give them your full focus.

2. Seek first to understand

Don’t talk, just listen to start with and give them your full attention to ensure that they are fully enabled to share their thoughts during the conversation. Plato once said, “The beginning is the most important part of the work”.  The more you can understand the person’s starting point, the more effective you can be at helping them to move forward.

3. Start with the end in mind

Once your colleague has shared what they want to talk about, don’t make assumptions about what they need – instead find out what a great outcome for them would be. It may be a solution, it may be a series of different options, it may be validation, or they may just need to download.

4. Its ok to flex

The best coaches are those that use the right approach for that individual in that particular situation. Often the most effective way is to help them come up with their own solution or next steps, people often know themselves better than anyone else does. It is honourable to try and give them the answer but giving advice is better left for when they are genuinely stuck.

5. Silence is golden

I remember John Webster, one of the coaches who trained me saying, “70% of the value that you bring as a coach is the safe listening environment you create to enable people to trust you enough to fully open up.” It is important to go at their pace. For example, once they have answered your question, allow a few seconds pause to ensure they don’t have anything else to add.

6. Questions, questions

These are perhaps one of the most important tools in your manager’s toolbox. Open questions are great for building rapport and exploring situations, probing questions are good for gaining more detail and getting to the bottom of things. Closed questions also have their place in terms of checking things out and moving the person towards making a decision or taking action.

7. Expect to reflect

Summarising and para-phrasing are key skills for effective coaching.  They of course show that you are interested and that you are listening to what the person has to say. They also build rapport and show empathy, as well as giving the person the opportunity to fill in the gaps if you have missed anything.

8. Be curious

This is more of a mind-set rather than a technique and one held by all good coaches. It is important not to judge or make assumptions but to keep an open mind and pick up and reflect back anything that makes you curious. This could be a word or phrase, it could be a sudden change in non-verbal behaviour or anything that the person does that interests you.

9. Solutions not solution

When coaching we want to help people so there is sometimes a temptation to go with the first solution that comes along without exploring if there are other better ones. Good coaches see beyond that and push for further options and help the person to evaluate each of them. One of the most important questions to help generate ideas and options is the “what else?” question.

10. Actions speak louder than words

It is important to be clear not only what the person is taking away but also check that this links back to what they wanted in the first place. Let them tell you what they are going to do so they own the actions. It is also important to check out their commitment and resolve to implement what is agreed and explore if there are any obstacles that might get in the way.  If there are any, you can then work through possible solutions, so they have more chance of success.

The post 10 Top Tips for Coaching Your Team by Robbie Lightfoot, h2h Lead Consultant appeared first on h2h.

When you create a trusted coaching environment, people work hard to become a better version of themselves and it is a privilege to have that trust and freedom when you work as a coach.

However, the challenge for our industry is that coaching is not regulated.

So, when a business is looking for a coach to work with key members of their team, how do business owners, HR directors and talent directors know what they are buying? And, how do you know what you should be asking a coach before bringing them into your organisation?

The majority of business coaches are professional, have integrity and deliver high impact results. However, there are some that cause concern, as they don’t have the core skills needed. These are the people that have the potential to do more harm than good and you need to ensure you don’t invite these people into your organisation.

Most quality coaches work with coaching supervisors to help develop their skills, discuss challenging situations and improve their abilities. The key to picking a good coach is to ask them lots of questions.

In this earlier blog I discussed some of the key qualities to look for in a coach but it’s also important to consider how they maintain and develop their skills. In this blog I look at the importance of coaching supervision and offer three questions that you should ask every potential coach about their own supervision and support.

1. How have you developed your coaching profession?

You need to know if they meet your expectations, mirror your business values and have the skills and knowledge to help enhance personal development in your organisation.

Their answer should include information about their coaching training and accreditation, what feedback they get from clients, what sort of supervision and professional development they have in place and how many years of experience they have – both as a coach and in your sector.

2. What coaching supervision do you have and what does it mean to you?

Coaching supervision is a critical element of coaching best practice. It allows coaches to improve on how they operate, addresses key concerns and ensures they are delivering quality support that is having an impact on the people and the organisations they work with.

By asking this question, firstly, you will understand if they have supervision. Their answer should highlight how supervision is supporting their professional development, providing counsel, verifying their skills, creating a safe space to discuss the challenges they face and also delivering support if they have concerns.

Crucially, it’s a confidential space where they can talk about any issues they are struggling to manage, check if they are delivering effective coaching and improve their skills.

3. What does your coaching supervision look like and how has it helped you to become a better coach?

Coaching supervision can take many shapes, from organised groups, peer-to-peer or, like myself, one-on-one support. Ask how regularly they see the supervisor and make sure it is proportionate to the amount of coaching they do. It’s important to know they always have someone to call on if they need advice on how to handle challenging situations.

Ask how they approach each session. Coaches need to attend each supervision session having reflected on what has worked well and what could have been done differently. Coaches may take in a specific issue they have concerns about or it could just be a general review of their coaching in the recent past.

It’s important they discuss feedback they’ve had from clients and also consider new developments and thinking in coaching to see if it has any benefit in their line of work.

Essentially, working with a supervisor is similar to a normal coaching relationship so it will provide key insights into their thinking, how they operate and what they will bring to your business.
Coaches can help deliver a big impact for individuals and their wider organisations. By making sure you get a coach with the right experience, development and supervision, you can be sure you get to see some real benefits for your business.

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