blog: news and opinion


Resilience in a changing world

31st August 2018

Leaders are constantly required to deliver more with less. But their resilience can’t be taken for granted. Resources that are particularly valuable for building resilience include: Self-compassion and self-care; mindfulness and acceptance; awareness of habitual thinking patterns such as confusing assumptions with reality; clarification and articulation of purpose; building adaptability and the ability to flex; physical resourcing through sleep, diet and exercise.

Read more »

Leadership, culture and successful selling

26th July 2018

Leaders often start their careers by excelling technically. However, as their careers progress, they require an increasingly nuanced approach – particularly in relation to communication. Leadership means getting things done through people, not in spite of them, and leaders need to tap in to their self-awareness and to convert that into self-managed communication. In the high-stakes climate of the oil and gas industry, from Texas to Saudi, the leader has a consistent need for humility, integrity, curiosity, a willingness to think beyond the usual boundaries, trust, an awareness of one’s impact, and a finely-honed capacity to listen and to respect each individual.

Read more »

'My markers in the sand': my latest article in Coaching at Work

30th June 2018

Organisations which buy coaching can, knowingly or unknowingly, prevent the embedding of the learning it enables: organisational cultures can pull in the opposite direction from the messages from such learning. Expressing my values, my philosophy and my expectations of organisational adaptation at the beginning of every coaching programme might boost the integration of the changes that result from the coaching.

Read more »

Stretching to breaking point

30th May 2018

Some senior people I coach are being stretched to a point where their wellbeing has reached dangerously low levels. At the heart of their recovering their health and balance is the realisation that, whereas they’d previously regarded self-care as selfish, self-indulgent or disposable, not only is it ‘OK’, legitimate and necessary, but also it enables them to make a better job of their jobs and their relationships in and out of work, enhancing their efficiency, their insight, the ability to take a broader perspective, their emotional intelligence, and the quality of their judgments and decisions.

Read more »

'Drop the attitude' - my article in Coaching at Work

27th April 2018

Women talk as much as ever about not being acknowledged or included – and worse - by male colleagues. The way forward in terms of organisations is for leaders to change the culture: this takes courage, staying power and consistency. My female clients find that my being present and working systemically and somatically with them are especially resourcing, focusing on the systems of relationships that they're part of, and the patterns of those systems. Male leaders whom I've coached have also changed their approach and their strategies, enabling deeper sustained success for their organisations.

Read more »

Whose life is it anyway? Loyalties and agendas

30th March 2018

Leaders may give away their authority by prioritising other people’s agendas and interests over their own – often indiscriminately and usually unconsciously. This blind loyalty to an assumption that questioning or challenging someone’s else’s agenda isn’t possible can, in turn, be down to another loyalty. This underlying loyalty can be to the leader’s outdated or misplaced belief that they have to do everything themselves if things are to get done to the necessary standard. This thinking habit or indeed a lack of thought - and the consequences - can be damaging to their leadership, career prospects, reputation, effectiveness, relationships, judgements and decisions. Leaders need to remember to be aware of the moment when a situation is drawing them in, and to give themselves space to think and options for alternative action.

Read more »

Compassion: a business issue

28th February 2018

Paul Gilbert, Professor of Clinical Psychology at the University of Derby, defines compassion as "a sensitivity to suffering in self and others with a commitment to try to alleviate and prevent it" – and he notes that the core of compassion is courage. Far from being a soft issue, his scientific perspective is directly relevant to how organisations can boost their effectiveness. Compassion can do much to restore trust, confidence and a sense of safety in the individual and in the system – and it’s partly about both presence and acceptance, with a close link to mindfulness. Leaders and their reports can take practical steps to boosting both their self-compassion and their compassion towards others.

Read more »

Our pale blue dot - compassion and my latest article in 'Coaching at Work'

26th February 2018

My article on 'Our pale blue dot' was published in Coaching at Work, March/April 2018 edition. Carl Sagan coined the concept of the ‘pale blue dot’, which for me summarises both our insignificance and the importance of our taking care of our world. His perspective has made me think about my role as coach: I can’t separate my coaching delivery from the impact on my world view of our political leaders and their behaviour, especially when they behave badly.

Read more »

Building resilience in a tougher world

31st January 2018

We all - and particularly leaders - seem to be experiencing more and more pressure in our modern world. The need to build and maintain resilience seems more pressing than ever. By ‘resilience’ I mean not so much the ability to simply cope, but more the capacity to consistently adapt to changing circumstances, to learn from adversity, and to manage intense emotions and uncomfortable thinking in oneself and others. We need to learn to flex in our responses to adversity.

Read more »

'Just being': my article in Coaching at Work

5th January 2018

Transactional coaching objectives are irrelevant to some of my clients. 'Doing’ keeps them out of trouble but offers no fulfilment or satisfaction, whereas - ironically - 'being' and objective-free coaching offers them the time and space that are essential for them to profoundly engage with their coaching objectives

Read more »
Join Me

Click here to receive the occasional interesting e-mail

Click here to receive my free report for coaching sponsors:
Evaluating coaching

Click here for my free report for coaching clients:
How to choose the right coach

Get In Touch

You can call Lindsay on
+44/0 20 7112 7001 or
click to send her a message