I’ve spent the last few weeks quietly watching something happen across the coaching industry. More coaching schools are talking about emotional regulation. More academics are discussing the limits of traditional coaching models. More leadership experts are recognising that asking good questions alone does not automatically create transformation. And honestly, I’m pleased to see it. Because for years, many of us

A world where people arrived into conversations with enough internal space to reflect clearly, think rationally and access honest insight simply because somebody asked a good question. But that isn’t the world we’re living in now. People are exhausted. Not just tired, but neurologically overloaded. Constant stimulation. Constant pressure. Constant performance. And then they arrive into coaching carrying all of

It starts with goals, visions, purpose statements, values exercises, and questions about where somebody wants to be in five years, which sounds sensible until you spend enough time sitting opposite real human beings and realise that many people have absolutely no idea what they genuinely want because they have spent years building a life around coping, adapting, surviving, pleasing, performing,

There are people in your organisation who are doing exactly what you need them to do, and they are doing it in a way that gives you no reason to question it. They deliver, they take responsibility, and they hold things together when it matters. You don’t need to chase them, and you don’t need to double check their work.

Rediscovering Purpose After 25 Years in Executive Leadership After almost 25 years in executive leadership, Ann Vangoidsenhoven made one of the most courageous choices of her career, to close a chapter that no longer felt aligned with her values. Throughout her career, Ann had led global teams, rebuilt trust through mergers, and guided people through complex organisational change. She knew