Power2Progress

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Power2Progress Join other Professionals and organisations on a Journey of Self-discovery allowing Positive PROGRESS further than ever thought possible! Happy to help!

🌍17+ years as an executive coach, empowering leaders and their teams from within.
🔑Unlocking harmony, joy & peak performance
🌟Trusted by Panasonic, Miele, & Avon Say goodbye to a lifetime of Lethargy, Burnout and Procrastination and hello to Progress, Success and Serious Fulfilment! Whether you are an organisation looking for successful positive change that sticks, with wellbeing of your teams high on the agenda or an individual looking to Step up in your role/or Step Out of the corporate world and do something completely different. Either way this is for you! Or maybe you’re looking for some Counselling or Therapy to get through difficult times!

“Not good enough” has been a familiar phrase in my life. But a book I read recently made me question how much I'd come t...
21/10/2026

“Not good enough” has been a familiar phrase in my life. But a book I read recently made me question how much I'd come to believe it.

The 7 Laws of Enough talks about being enough, having enough and doing enough.

It got me thinking about how much pressure I've put on myself to do more and get things right.

Lately, I've been reminding myself that I am enough.
It’s one of the things I repeat when I meditate.

And I've noticed a change.

I feel more relaxed about my work, more accepting of where I am, and more comfortable saying what I think, even when someone disagrees.

Of course, I've still got ambitions and things I want to achieve.

But I’m learning to appreciate what I already have, without putting so much pressure on myself to do more.

“Can you try to keep an open mind?”If I heard you ask this, I’d pay close attention to this:What happens if your team me...
14/10/2026

“Can you try to keep an open mind?”

If I heard you ask this, I’d pay close attention to this:

What happens if your team member listens, understands and still disagrees? Would you still see them as open-minded?

You may want them to hear what you’re saying.
They may do exactly that and still disagree.

What often matters then is whether you can keep an open mind too.

When I help leaders prepare for conversations like this, we think through what they want to say and what they may find difficult to hear in return.

If you need help with a difficult conversation or something affecting the relationships within your team, feel free to send me a message.

P.S. What do you hear when someone asks you to “keep an open mind”?

I once worked with a leader who had no problem being direct.But the problem was what happened after he spoke.If somethin...
12/10/2026

I once worked with a leader who had no problem being direct.

But the problem was what happened after he spoke.

If something needed saying, he said it.

He could be very judgemental and get too involved in how other people did things.

So his team often looked to him for answers instead of working things out for themselves.

I asked him to complete a Functional Fluency questionnaire, which looks at how you behave with other people.

His results gave us another way to look at what I was already seeing: how judgemental he could be about the way other people did things.

I challenged him on that, and we looked at how it was affecting his team.

He wanted his team to take more ownership, but how often he stepped in made that harder.

Once he saw that, he became more thoughtful about when to step in and when to give his team room to work things out themselves.

And the same thing can happen in the way you lead.

The more thinking you do for other people, the less they have to do for themselves.

So if you want your team to take more ownership, where might you need to give them a little more room?

P.S. If you’re dealing with situations like this, feel free to send me a message. We can look at what’s getting in the way and what could help your team take more ownership.

You sent a message to everyone, and nobody replied.But did they know you were waiting for a response?I’ve seen this happ...
09/10/2026

You sent a message to everyone, and nobody replied.

But did they know you were waiting for a response?

I’ve seen this happen many times in leadership teams.

A message goes out to the whole group,
and you wait for someone to come back to you.

When nobody does, it can feel like one more thing you’ve been left to sort out.

Meanwhile, each person reading it may have assumed somebody else would reply, or not realised you needed an answer at all.

So you feel ignored, while they carry on with no idea anything’s wrong.

After a while, it can start to feel as though people won’t take responsibility unless you chase them.

I’m not saying you shouldn’t feel frustrated.
If you’re always chasing people for a response, of course you should talk about it.

But before deciding that’s what’s happening, I’d ask:

Did they know you wanted a reply?
And did anyone know who was meant to respond?

P.S. I often help leadership teams slow moments like this down and talk about what's being assumed. If unanswered messages and unclear ownership are creating frustration in your team, you’re always welcome to message me.

We’ve made it easier than ever to contact each other.But somehow, having a real conversation can feel harder.I notice th...
07/10/2026

We’ve made it easier than ever to contact each other.

But somehow, having a real conversation can feel harder.

I notice this a lot.
Especially with some of the younger professionals I meet.

They’re constantly in touch.
Answering emails, sharing updates, sending quick messages throughout the day.

And I get why.
It’s quick and convenient.

But what intrigues me here is what happens when there’s no time to edit your reply first.

Picking up the phone can suddenly feel awkward.
Walking into a room can take a little more courage.
Even a pause can feel uncomfortable.

In a real conversation, you have to respond in the moment.

You’re listening to their tone.
Watching their face.
Working out what they mean when their words and expressions don’t quite match.

And sometimes, you have to sit with an awkward moment instead of having time to work out a perfect response.

That’s part of how we learn to relate to people.
It’s how confidence in conversation grows too.

So I do wonder whether, in making communication quicker and easier, we’ve also made real conversations feel more unfamiliar than they used to.

When a leader says, “We need this sorted quickly,” I often find myself wondering what made it feel urgent now.Usually, s...
05/10/2026

When a leader says, “We need this sorted quickly,” I often find myself wondering what made it feel urgent now.

Usually, something’s happened, and they feel they can’t leave it any longer.

And once we start talking, I often ask,
“When did you first notice something wasn’t right?”

Quite often, they realise they’d noticed something much earlier.
They just didn’t think they needed to deal with it there and then.

So we go back and look at what happened in between.
We can start understanding why they noticed it weeks or months ago, but now feel they need to deal with it straight away.

And it just so happens that that’s a big part of the work I do with senior leaders and teams.

If there’s something in your team you’ve known about for a while but now need to deal with, you’re always welcome to message me.

There’s a lonely kind of independence that can come with seniority.I’ve seen it in leaders who’ve stepped into new roles...
02/10/2026

There’s a lonely kind of independence that can come with seniority.

I’ve seen it in leaders who’ve stepped into new roles and stopped asking the questions they needed answered.

They believe their position means they should already understand all the people, expectations and decisions around them.

So they watch, listen and try to work everything out alone.

From the outside, that silence can look like confidence.
For the leader, every question they hold back adds more pressure.

A question I often ask leaders in this position is: “If you haven’t done this before, how could you already know exactly what’s expected?”

It helps them recognise the expectation they’ve placed on themselves to unerstand a new environment from day one.

Over the past 18 years, I’ve seen that expectation hold many capable leaders back.

When they work with me, I help them find a way to ask for the context and support they need without feeling less capable for needing it.

P.S.

If the way you lead or work with your team feels harder than it should, feel free to send me a message.

I can help you understand why it keeps happening and what needs to change.

A client once described their life to me as “entirely operational.”And it concerned me how normal that had become for th...
30/09/2026

A client once described their life to me as “entirely operational.”

And it concerned me how normal that had become for them.

They were working well, handling their responsibilities and getting through what was required of them.

But when we started talking about how their life felt, there was a clear tension beneath it all.

They’d become so used to doing what needed to be done that they hadn’t noticed how disconnected they’d started feeling from their life.

Through working together, I helped them recognise how much of their life had become about simply doing what was expected of them.

And once they could see that, they had something they didn’t have before.

A choice.

They could start questioning whether this was how they wanted to keep living, and what they wanted to change.

And all of that is often hard to spot when your life feels like it’s working just fine.

Having someone help you think through and question how you’re operating can bring things into view that you may not have noticed by yourself.

It’s one of the reasons I’m so passionate about coaching.

P.S. Has your life ever started to feel a bit too operational?

I’ve worked with high-performing teams that were doing the same work twice.And they had almost no idea it was happening....
28/09/2026

I’ve worked with high-performing teams that were doing the same work twice.

And they had almost no idea it was happening.

There’s one team I worked with where they had a lot of silos.
And I’ve seen the same thing in plenty of other teams too.

People in one team didn’t always know what another team was working on.

So they’d start working on something, only to find another team were already working on it.

And this was a team that performed well, by the way.
They knew their jobs and delivered results.

That’s why I don’t assume that because a team is doing well, there isn’t still something in the way they work together that’s costing them time.

So even if your team is performing well, I’d still ask:
Where are we making more work for ourselves because our teams aren’t talking to each other enough?

P.S. If your team is doing well but you know they could work better together, feel free to send me a message. We can look at what’s getting in the way and what could help your teams work together better.

AI can sound like a brilliant coach.That’s exactly why it can mislead you.Sure, it can give you great answers.But coachi...
25/09/2026

AI can sound like a brilliant coach.

That’s exactly why it can mislead you.

Sure, it can give you great answers.
But coaching is far more than about answers.

It’s a relationship.

Noticing a subtle pause.
Hearing what’s underneath your words.
Staying with you when you feel uncomfortable.

AI only has what you type.
So it can’t read the parts you’re still avoiding.

And often those are the parts that require the most work.

P.S. What are you leaving out when you ask for help?

P.P.S.

If you’re struggling and you want support that isn’t just “good advice,” feel free to send me a message.

We’ll talk it through properly, human to human.

Address

19 Thorburn Road
Northampton
NN33DA

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Monday 9am - 5pm
Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

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07976 268838

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