Coming alive


“Don’t ask yourself what the world needs. Ask what makes you come alive. Because what the world needs are people who have come alive”   Harold Whitman

Goldsborough Coaching & Consultancy

In many ways this goes to the heart of coaching; getting in touch or reconnecting with our core self & ensuring our actions are congruent with this, enables a kind of coming alive or reawakening .

Skilled facilitation can help to remove the tarnish & rust from our best self, helping us to set aside our mind-forged manacles, towards improved vision & performance.


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By their fruits


“The real test of a leader lies not in the personality or behaviour of the leader, but in the performance of the groups they lead. By their fruits we will know them”    Rosemary Stewart

Goldsborough Coaching & Consultancy


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Inside / Outside?

In out

“The answers aren’t out there, they’re in there”  Goldsborough Coaching & Consultancy

How often are we seduced by the notion that the answers we need are to be found outside of ourselves?

In a world of living by algorithms it can seem faintly ridiculous to validate our own resources.

When creating a strap line to capture the essence of my business coaching role I thought it important to nail my colours to the mast;

“The answers aren’t out there, they’re in there”


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Glue v/s solvent

Glue v solvent

Coaching; some clients need glue while others need solvent….

Thinking about that issue that keeps getting in your way (you know, the one that seems stubbornly elusive & hard to pin down).

If you were one day brave enough to consciously acknowledge it & look to gain support, which do you think you would be looking for?


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Reaching out, inviting in



“The world is disgracefully managed, one hardly knows to whom to complain” – Ronald Firbank

This blog is about the increasing political interest in corporate governance through offices such as the Financial Reporting Council, author of Corporate Culture and the Role of Boards and using this as a vehicle to explore how change challenges.

Companies are being told to think and report more broadly, beyond the short term bottom line to issues such as longer term viability, culture and values. In essence thinking and acting more responsibly on issues such as gender and environmental concerns and evidencing this in their strategic reports.

Grant Thornton’s annual analysis of the UK’s FTSE 350 companies shows that, as with any new initiative, companies are still orientating themselves. There appear to be three broad camps; those that have simply failed to step up the plate, perhaps hoping it will go away. Those that acknowledge the requirements and meet the obligation via a shallow academic exercise, adding bolt-ons to their existing reports. Thirdly, those that have meaningfully engaged and embraced the spirit with distinctive reviewing of their broader corporate responsibilities.

Despite the research showing that the benefits are significant, including increased investor confidence, only 62% have full compliance and of those that do quality remains a mixed bag.

If it is not difficult to engage with a new way of working then the change probably does not represent a paradigm shift. Such shifts are disorientating and personally challenging for leaders with an investment in the old order of things – the rules have changed. Talking with familiar peers in familiar places often reinforces the existing group think, can encourage denial and a re-enactment of familiar and well rehearsed scripts adapted to the old order i.e. increase corporate risk.

Reaching out beyond the outer skin of the organisation or inviting guests such as coaches in to the inner sanctum can help to challenge, explore and identify how we do sometimes get in our own way. As Abba Eban said “History teaches us that men and nations behave wisely once they have exhausted all other options”.

But I guess that is not compulsory…


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The second hurdle

Second hurdle


“Culture eats strategy for breakfast”

There are the obvious reasons why some strategic plans fall at the first hurdle. Inadequacies such as failing to gather data from the business environment, not taking into account the resources required, a malfunction in converting the goal to a detailed route map,  work streams not owned by specific people etc. In reality then these ‘plans’ do little more than represent a wish or rough direction of travel with a corresponding reduced chance of success.

There is a plethora of guidance out there to help us avoid these pitfalls and this is largely academic in nature e.g. the use of specific tools and anagrams such as SWOT analysis & SMART goals.

But what of the second hurdle?

From my own experience of leading organisations and from hearing the stories of my coaching clients, the issue of organisational culture is one that often gets missed or only given cursory attention and yet it is often the issue that scuppers the best laid Gantt charts.

The reality is that notions of culture are less tangible, more ambiguous and do not lend themselves well to being understood using an academic frame of reference. I am often struck by the granular detail with which a strategy is proposed but the lack of attention paid to how this may play out in the real world i.e. with the people that have to implement and live with the strategy.

It seems that sometimes the question of culture is simply too difficult and therefore ignored or shied away from and not allowed to carry any weight in proceedings. The harsh reality is that whether we are comfortable with it or not, organisations are complex social organisms and so often represent the rocks on which are strategic ships are scuttled.

Whether we like it or not dysfunctional group think, dynamics, mores, fantasies and taboos etc are often more powerful than the call to action. Hierarchy and chain of command often failing to be the pivotal agent for change, leaving leadership floundering and pushing against the river.

The coaching process can be a powerful space to explore issues of this nature, to reflect and broaden our understanding and thereby enable the intangible to become more tangible and the cultural blind spot to become more visible, leading to greater impact moving forward.

For more prose of this nature and further detail on Goldsborough Coaching & Consultancy please click on the link below:


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Goldsborough Coaching & Consultancy


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