Mohammad T Islam (BSc, MBA, MEd) - Smart Life Skills

The Power of Empathy: Understanding the Unseen Battles

August 29, 2024June 11, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Empathy, the ability to understand and share the feelings of another, is a crucial human skill that fosters connection and compassion. As depicted in the iceberg metaphor, much of what influences people’s behaviour lies beneath the surface, invisible to the naked eye. Recognising the unseen struggles that individuals face can transform our interactions and lead to a more empathetic and supportive society. The Visible and Invisible The iceberg analogy effectively illustrates the dichotomy between what is visible and what remains hidden in human behaviour and experience. Above the waterline are aspects such as body language, interactions, expressions, and social behaviour—what we observe and often use to judge others. However, these visible traits are just the tip of the iceberg. Beneath the surface lies a vast array of internal experiences: private selves, past experiences, feelings, losses, and pains. These elements significantly influence a person’s outward behaviour but are often concealed from public view. Why Empathy Matters Empathy plays a pivotal role in bridging the gap between visible actions and invisible emotions. According to Brené Brown, a renowned researcher and author, “Empathy is feeling with people” (Brown, 2010). This means placing oneself in another’s position to understand their emotions and perspective, which fosters deeper connections and reduces misunderstandings. Empathy is essential in various contexts, from personal relationships to professional environments. In healthcare, for instance, empathic communication between doctors and patients has been shown to improve patient outcomes and satisfaction (Mercer & Reynolds, 2002). Similarly, in education, teachers who exhibit empathy can create more inclusive and supportive learning environments, enhancing students’ academic and emotional development (Cooper, 2011). The Science Behind Empathy Empathy is not merely a social skill but is deeply rooted in our biology. Neuroscientific research has identified mirror neurons, which fire both when we perform an action and when we observe someone else performing the same action. These neurons play a crucial role in our ability to empathise (Iacoboni, 2009). Moreover, the hormone oxytocin has been linked to empathic behaviour, promoting social bonding and trust (Zak, 2011). Despite its biological basis, empathy is also a skill that can be cultivated. Practices such as active listening, mindfulness, and exposure to diverse perspectives can enhance our empathic abilities. For instance, engaging in activities like reading fiction has been shown to increase empathy by allowing readers to experience different viewpoints and emotional landscapes (Oatley, 2011). Overcoming Barriers to Empathy While empathy is innate to some degree, several barriers can hinder its expression. Cultural differences, personal biases, and emotional fatigue are common obstacles. Addressing these barriers requires self-awareness and a commitment to continuous learning and growth. Developing cultural competence, for example, involves recognising and respecting diverse cultural norms and values, which can enhance empathetic interactions across different backgrounds (Betancourt et al., 2003). Additionally, practising self-care is vital for maintaining empathy, especially for those in caregiving professions who are prone to burnout. Strategies such as setting boundaries, seeking support, and engaging in regular self-reflection can help sustain one’s capacity for empathy. Empathy in Action Empathy is not only about understanding but also about action. Compassionate actions, driven by empathy, can significantly impact individuals and communities. Simple acts of kindness, such as offering a listening ear or a helping hand, can alleviate the burden of those struggling with unseen battles. On a larger scale, advocacy for social justice and support for mental health initiatives are expressions of empathy that can lead to systemic change. Empathy is a fundamental human capacity that allows us to connect with others on a deeper level. By recognising the invisible battles that people face and cultivating our empathic abilities, we can create a more compassionate and understanding society. As the saying goes, “Be kind, for everyone you meet is fighting a hard battle.” References Betancourt, J. R., Green, A. R., Carrillo, J. E., & Ananeh-Firempong, O. (2003) “Defining cultural competence: A practical framework for addressing racial/ethnic disparities in health and health care”. Public Health Reports. 118(4), pp. 293-302. Brown, B. (2010) The Power of Vulnerability. TEDxHouston. Cooper, B. (2011) Empathy in education: Engagement, values, and achievement. Bloomsbury Publishing. Iacoboni, M. (2009) Mirroring People: The New Science of How We Connect with Others. Picador. Mercer, S. W., & Reynolds, W. J. (2002) “Empathy and quality of care”. British Journal of General Practice. 52(Suppl), S9-S12. Oatley, K. (2011) Such Stuff as Dreams: The Psychology of Fiction. Wiley-Blackwell. Zak, P. J. (2011) The Moral Molecule: The Source of Love and Prosperity. Dutton.

The Importance of Cultivating Empathy in Personal, Professional, and Leadership Contexts

October 24, 2025June 11, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Empathy, defined as the ability to understand, share, and respond to the emotions of others, is a fundamental human capacity that underpins meaningful relationships and effective communication. It enables individuals to move beyond self-interest, fostering connection, compassion, and cooperation. Across personal, professional, and leadership domains, cultivating empathy enhances not only interpersonal relationships but also organisational performance and societal cohesion. Scholars such as Goleman (1995) and Salovey and Mayer (1990) have emphasised empathy as a cornerstone of emotional intelligence (EI)—a skillset crucial for both individual fulfilment and collective success. 1.0 Empathy in Personal Contexts 1.1 Strengthening Relationships Empathy forms the emotional fabric of strong relationships. When individuals truly listen, validate, and understand each other’s feelings, they create bonds rooted in trust and authenticity. According to Goleman (1995), emotionally intelligent people can recognise subtle emotional cues, enabling them to respond sensitively to their partners or family members. Similarly, Shapiro (2004) highlights that empathy allows individuals to understand unspoken emotional needs, especially in children, enhancing parent-child communication. For example, parents who practise empathetic listening often find that their children are more open, cooperative, and emotionally resilient. 1.2 Facilitating Conflict Resolution Empathy plays a pivotal role in resolving interpersonal conflicts. It allows individuals to view disagreements from another’s perspective, reducing defensiveness and promoting mutual understanding. Nussbaum (2001) contends that empathy facilitates moral reasoning by expanding one’s capacity to see others’ suffering and respond compassionately. In friendships or intimate relationships, empathetic dialogue helps de-escalate tensions and promotes healing. When partners respond with empathy rather than anger, they transform conflicts into opportunities for emotional growth and understanding. 1.3 Enhancing Emotional Intelligence Empathy is one of the central dimensions of emotional intelligence, as described by Salovey and Mayer (1990). It allows individuals to manage their emotions effectively while interpreting others’ emotional states accurately. People with high emotional intelligence demonstrate greater self-regulation, social awareness, and interpersonal effectiveness. For instance, in personal relationships, being attuned to subtle emotional changes helps individuals provide appropriate support, thus reinforcing emotional stability and mutual respect. 2.0 Empathy in Professional Contexts 2.1 Enabling Effective Communication In professional environments, empathy improves communication and collaboration. By actively listening and seeking to understand others’ viewpoints, employees and managers can prevent misunderstandings and build stronger working relationships. Reiss (2017) found that empathetic communication leads to higher levels of trust, satisfaction, and teamwork. In healthcare, for example, empathetic doctors tend to achieve better patient outcomes because they communicate care and understanding beyond technical competence. 2.2 Promoting Collaboration and Teamwork Empathy nurtures cohesive and inclusive teamwork. Goleman (1998) suggests that emotionally intelligent professionals appreciate diversity, respect different perspectives, and create a psychologically safe environment for collaboration. When team members feel understood, they are more willing to share ideas and engage in constructive problem-solving. For example, multinational corporations like Unilever and Google integrate empathy training into team development programmes, recognising that empathy enhances both innovation and morale. 2.3 Strengthening Customer and Client Relations Empathy also plays a vital role in customer relations and service excellence. As Drollinger, Comer and Warrington (2006) discovered in their research on the Active Empathetic Listening Scale, understanding customers’ emotional states leads to better service experiences and brand loyalty. Empathetic communication helps businesses anticipate customer needs, resolve complaints effectively, and foster long-term trust. In sectors such as hospitality or retail, employees trained in empathetic communication significantly outperform those focused solely on transactional efficiency. 3.0 Empathy in Leadership Contexts 3.1 Inspiring and Motivating Others Empathy is at the heart of transformational and inspirational leadership. Leaders who show genuine concern for their employees’ well-being create an environment of loyalty and engagement. Kouzes and Posner (2012) argue that leaders who “model the way” through empathetic behaviour inspire others to act with integrity and purpose. For example, Jacinda Ardern, former Prime Minister of New Zealand, exemplified empathetic leadership during crises, responding with emotional openness and compassion that resonated globally. Such leaders connect authentically, earning trust and commitment. 3.2 Improving Decision-Making and Organisational Ethics Empathetic leaders consider the human impact of their decisions, balancing efficiency with fairness and compassion. Boyatzis and McKee (2005) assert that empathy contributes to resonant leadership, where mindful awareness and compassion guide ethical decision-making. Leaders who take time to understand employees’ needs are more likely to make inclusive and sustainable choices. For instance, companies that prioritise employee welfare during restructuring often retain morale and productivity, demonstrating that empathy strengthens organisational integrity. 3.3 Promoting Cultural Sensitivity and Inclusion In today’s globalised world, empathy is essential for cross-cultural understanding and inclusive leadership. According to Northouse (2018), empathetic leaders are adept at recognising and valuing cultural differences, allowing them to navigate complex multicultural environments effectively. By practising empathy, leaders encourage openness, mutual respect, and belonging among diverse employees. For example, global firms like Microsoft and Accenture implement diversity and inclusion programmes that integrate empathy as a core competency for leadership success. 4.0 Cultivating Empathy Although empathy is an innate human capacity, it can be consciously developed through practice and reflection. Scholars and practitioners have proposed several strategies to nurture this skill. 4.1 Active Listening Active listening involves fully attending to others without judgement or interruption. Brown (2018) emphasises that authentic listening requires courage—to be fully present and vulnerable while hearing another’s truth. Reflecting back emotions and summarising the speaker’s message reinforces understanding and respect. This simple practice can transform both personal and professional communication, replacing assumption with connection. 4.2 Perspective-Taking Perspective-taking—the ability to imagine another person’s point of view—is crucial for empathy. Galinsky and Moskowitz (2000) found that engaging in perspective-taking reduces stereotypes and promotes equitable behaviour. Practising this skill encourages tolerance, compassion, and fair-mindedness. For instance, educators who use empathy-based classroom discussions help students develop moral reasoning and social awareness. 4.3 Emotional Regulation Empathy requires emotional regulation, the ability to manage one’s emotional responses. Gross (2002) describes emotional regulation as essential to maintaining balance when engaging with others’ emotions. Without it, empathy can lead to emotional exhaustion or “compassion fatigue.” Mindfulness practices and reflective journaling can help individuals recognise emotional triggers and respond calmly rather than react impulsively. 4.4 … Read more

Atomic Habits: Small Changes, Great Results – A Life Changing Initiative

August 28, 2024June 9, 2024 by Mohammad T Islam (BSc, MBA, MEd)

The term “Atomic Habits” coined by James Clear that searches into the power of small, incremental changes to achieve significant, lasting results. The central premise is that habits are the compound interest of self-improvement. Just as money multiplies through compound interest, the effects of your habits multiply as you repeat them. They seem to make little difference on any given day, yet the impact they deliver over months and years can be enormous (Clear, 2018). James Clear discussed four laws of behaviour change, which provide a framework for creating good habits and breaking bad ones. These laws are: Make it Obvious: The first law emphasises the importance of clarity. You need to clearly define the habits you want to develop. This involves understanding the cues that trigger your habits. Clear suggests using implementation intentions (a plan you make beforehand about when and where to act) and habit stacking (linking a new habit to an existing one) to make your desired behaviour more obvious. For example, if you want to start reading more, you might stack it onto your existing habit of drinking morning coffee: “After I pour my morning coffee, I will read one page of a book” (Clear, 2018). Make it Attractive: The second law is about making your habits appealing. Our brains are wired to seek pleasure and avoid pain, so it’s crucial to associate the habit with positive experiences. Clear introduces the concept of temptation bundling, which is pairing an action you want to do with an action you need to do. For instance, if you love watching Netflix but need to exercise, you could only allow yourself to watch Netflix while on the treadmill (Clear, 2018). Make it Easy: The third law focuses on reducing the friction associated with your habits. The easier a habit is, the more likely you are to follow through. Clear discusses the two-minute rule, which states that when you start a new habit, it should take less than two minutes to do. This approach helps you overcome the initial resistance to starting a new behaviour. For example, if you want to write more, start by writing just one sentence a day. By making habits as easy as possible to initiate, you increase the likelihood of them sticking (Clear, 2018). Make it Satisfying: The fourth law is about adding immediate rewards to reinforce your habits. Human nature seeks instant gratification, so it’s important to find ways to make your habits feel rewarding. Clear suggests using a habit tracker to provide immediate satisfaction of checking off the habit each day. Additionally, using reinforcement, such as rewarding yourself with something enjoyable once you complete your habit, can help solidify it (Clear, 2018). Understanding the habit loop is crucial in this process. Every habit follows a loop consisting of a cue, craving, response, and reward. The cue triggers your brain to initiate a behaviour because it predicts a reward. Cravings are the motivational force behind every habit, and the response is the actual habit you perform. Finally, the reward satisfies your craving and teaches your brain that the habit loop is worth remembering (Duhigg, 2012: Neal et al. 2006). A key insight from “Atomic Habits” is the power of 1% improvement. Small changes, even by just 1%, can compound over time and lead to significant transformations. This principle highlights that the aggregation of marginal gains can result in substantial improvements (Clear, 2018). Clear also stresses the importance of identity-based habits. Instead of focusing solely on goals, which are the results you want to achieve, focus on the type of person you want to become. Your habits should align with this desired identity. For example, instead of having a goal to run a marathon, focus on becoming a runner. This shift in perspective helps make your habits part of your identity, which can be a more powerful motivator (Clear, 2018). Environment design plays a critical role in habit formation. By modifying your surroundings, you can make positive habits easier to adopt and negative ones harder to follow. For instance, if you want to eat healthier, you might place fruit on the counter and hide junk food in the pantry (Wood & Neal, 2007). In summary, “Atomic Habits” involves taking steps to understand and shape your habits. By leveraging the Four Laws of Behaviour Change, focusing on identity, and making small, incremental improvements, you can achieve significant personal and professional growth over time. The core of the “Atomic Habits” ideology is – change is a process and that small adjustments can lead to substantial, lasting transformations. References: Clear, J. (2018) Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones. New York: Avery. Duhigg, C. (2012) The Power of Habit: Why We Do What We Do in Life and Business. New York: Random House. Neal, D. T., Wood, W., & Quinn, J. M. (2006) “Habits – Repeat Performance”. Current Directions in Psychological Science. 15(4), pp. 198-202. Wood, W., & Neal, D. T. (2007) “A New Look at Habits And the Habit-Goal Interface”. Psychological Review, 114(4), 843-863.

Healthy Eating Habits: Three to Five Year Olds

August 15, 2025June 9, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Ensuring proper nutrition for children aged three to five is crucial for their growth and development. This age group requires a balanced diet that provides essential nutrients while promoting healthy eating habits. This article offers comprehensive advice on how to make mealtimes enjoyable and nutritious for young children, addressing common concerns and providing practical tips for parents and carers. 1.0 Making Mealtimes Enjoyable Creating a positive mealtime environment is essential for encouraging children to eat well. Here are some strategies: 1.1 Create a Child-Friendly Dining Space: Cover the floor to catch any mess, and ensure your child is safely strapped into their seat but with their hands and head free to move (University Hospitals Coventry and Warwickshire NHS Trust, 2023). 1.2 Family Meals: Sit together as a family during meals. This not only models good eating habits but also makes mealtimes a social activity. 1.3 Limit Distractions: Turn off the TV, tablets, and phones to focus on the meal and each other. 1.4 Finger Foods: Allow your child to use their fingers to touch and explore their food. At this age, children can also begin to use cutlery with support, which helps build motor skills. 1.5 Meal Duration: Keep meals to around 20 minutes, as this is generally sufficient for children in this age group (NHS, 2023A). 2.0 Nutritional Needs Children between three and five years old need a variety of foods to meet their nutritional requirements. Their daily diet should include: 2.1 Dairy: Around one pint of milk or three servings from options like a beaker of milk (120ml), a small chunk of cheese (20–30g), or a pot of yoghurt (100–120g). 2.2 Protein: Meat, fish, eggs, pulses, or foods made from pulses should be included at least twice a day, with three portions daily for vegetarian children (British Dietetic Association (BDA), 2023). 2.3 Fruits and Vegetables: Aim for five child-sized portions a day, including fresh, tinned, dried, or frozen options. 2.4 Starchy Foods: Include starchy foods such as rice, potatoes, bread, chapatti, breakfast cereal, or pasta in every meal (NHS, 2023B). 2.5 Iron-Rich Foods: Foods like eggs, meat, oily fish, green vegetables, beans, and fortified breakfast cereals should be included for their iron content. 2.6 Vitamin C: To aid iron absorption, include foods rich in vitamin C, such as green vegetables, citrus fruits, and berries. 3.0 Meal and Snack Ideas Incorporate these meal and snack ideas to ensure variety and nutrition: 3.1 Main Meals: Chicken or fish with rice and peas. Tuna pasta with carrots or broccoli. Grilled sausages or vegetable burgers with mashed potatoes and peas. Shepherd’s pie served with peas or carrots. Fish fingers with baked beans and potatoes. Chapatti or rice with lentil curry and yoghurt (BNF, 2023). 3.2 Quick Meals: Grilled cheese on toast. Sandwiches with cheese spread, cooked meat, or banana. Wholemeal crackers with hummus or cheese spread. Jacket potato with tuna and sweetcorn. Toast fingers with baked beans or scrambled egg. 3.3 Puddings: Fresh fruit. Milk puddings like rice pudding. Tinned fruit with yoghurt. Banana with custard. Yoghurt or fromage frais with blended fruit (Netmums, 2023). 3.4 Drinks: Encourage drinking from a cup rather than a bottle to reduce tooth decay. Offer water between meals and diluted, unsweetened fruit juice at mealtimes. Avoid sweet, fizzy drinks and limit tea and coffee, as they can inhibit iron absorption (USDA Food and Nutrition Service, 2021). 3.5 Snacks: Fresh fruit, vegetable sticks, unsweetened breakfast cereals, and savoury options like mini pitta with cheese spread are good choices. Avoid sugary snacks, cakes, and crisps (Murkoff, 2014). 4.0 Special Considerations 4.1 Vitamin Supplements: The National Health Service (NHS) recommends vitamin supplements containing vitamins A, C, and D for children aged six months to five years, especially if they are not drinking 500ml of formula milk daily (NHS, 2023). 4.2 Weight Management: Monitor the intake of fatty and sugary foods, maintain regular meals, and encourage physical activity to prevent excessive weight gain (Ward & Cupples, 2006). 4.3 Constipation: Ensure adequate fluid intake, include wholegrain starches, and provide plenty of fruits and vegetables to alleviate constipation (Karmel, 2010). By following these guidelines, parents and carers can help children aged three to five develop healthy eating habits that will benefit them throughout their lives. For further advice, consult a health visitor or doctor. References British Dietetic Association (BDA) (2023) “Healthy Eating for Children”. [Online]. Available at: https://www.bda.uk.com/resource/healthy-eating-for-children.html. [Accessed on 09 June 2024]. British Nutrition Foundation (BNF) (2023) “Portion Sizes for Toddlers and Pre-Schoolers”. [Online]. Available at: https://www.nutrition.org.uk/nutrition-for/toddlers-and-pre-school/. [Accessed on 09 June 2024]. Karmel, A. (2010) Top 100 Baby Purees: 100 Quick and Easy Meals for a Healthy and Happy Baby. Atria Books. Murkoff, H. (2014) What to Expect: The Toddler Years. Workman Publishing Company. National Health Service (NHS) (2023A) “Vitamins for Children”. [Online]. Available at: https://www.nhs.uk/conditions/baby/weaning-and-feeding/vitamins-for-children/. [Accessed on 09 June 2024]. National Health Service (NHS) (2023B) “Start4Life: Healthy Eating for Children”. [Online]. Available at: https://www.nhs.uk/start-for-life/. [Accessed on 09 June 2024]. Netmums (2023) “Healthy Eating for Toddlers”. [Online]. Available at: https://www.netmums.com/. [Accessed on 09 June 2024]. University Hospitals Coventry and Warwickshire NHS Trust (2023) “Start Right: Eating for the One to Five Year Olds”. [Online]. Available at: file:///C:/Users/mtisl/Downloads/Start%20right%20-%20Eating%20for%20the%20one%20to%20five%20year%20olds.pdf. [Accessed on 09 June 2024]. USDA Food and Nutrition Service (2021) “Nutrition and Wellness Tips for Young Children: Provider Handbook for the Child and Adult Care Food Program”. [Online]. Available at: https://www.fns.usda.gov/tn/cacfp/crediting-handbook. [Accessed on 09 June 2024]. Ward, E., & Cupples Cooper, S. (2006) Child of Mine: Feeding with Love and Good Sense. Bull Publishing Company.

10 Silent Culture Killers Every Leader Needs to Know

October 24, 2025June 8, 2024 by Mohammad T Islam (BSc, MBA, MEd)

In today’s fast-paced and volatile business environment, organisational culture is one of the most crucial drivers of long-term success. Culture not only influences employee engagement, productivity, and retention, but also shapes an organisation’s identity. However, many leaders unintentionally engage in behaviours that undermine this culture. These actions may seem minor or even well-intentioned but can lead to toxicity, burnout, and eventually, high employee turnover (Dessouky, 2024). Below are ten often overlooked, yet critical culture killers that every leader should understand and avoid. 1.0 Inadequate Compensation Fair remuneration is a fundamental aspect of a healthy organisational culture. When employees feel underpaid, it often results in resentment and disengagement. Herzberg’s two-factor theory categorises salary as a hygiene factor—while it doesn’t necessarily motivate, inadequate pay leads to job dissatisfaction (Herzberg, 1966). Example: A study by Deloitte (2016) shows that organisations that fail to offer competitive pay packages often experience up to 50% higher turnover rates. Furthermore, research on toxic workplaces confirms that poor compensation correlates with cultural cynicism, which accelerates disengagement (Majka, 2024). 2.0 Poor Communication and Feedback Transparent communication builds trust and empowers employees. Conversely, vague instructions, withheld information, or unconstructive feedback lead to confusion and inefficiency. As Robinson (2012) highlights, breaches in the psychological contract—the unwritten expectations between employee and employer—often stem from poor communication. A Gallup survey (2020) found that employees who receive daily feedback from their manager are three times more likely to be engaged at work than those who receive annual reviews. 3.0 Lack of Clear Job Expectations Unclear roles and undefined responsibilities are silent but lethal culture killers. The State of the American Workplace report by Gallup (2020) reveals that only 50% of employees strongly agree they know what is expected of them. Clarity not only fosters efficiency but also contributes to psychological safety, where employees feel secure to perform without fear of retribution (Saraiva & Nogueiro, 2025). 4.0 Promoting the Wrong People Promotion should not solely be based on tenure or technical proficiency. Leaders who promote individuals lacking emotional intelligence, empathy, or leadership skills risk sabotaging their culture. Grint (2005) argues that promotion must consider the ability to manage both tasks and people. Toxic promotions can dishearten the broader team and establish unethical precedents (Timsina, 2024). Example: Promoting a highly technical but domineering team member to manager often results in increased micromanagement and team friction. 5.0 Excessive Meetings Meetings can provide alignment but when overused, they drain energy and time. A Harvard Business Review article (Perlow, 2017) notes that 71% of senior managers consider meetings inefficient and unproductive. Culture tip: Adopt a ‘two-pizza rule’ from Amazon—if a meeting requires more than two pizzas to feed the attendees, it’s too large and likely unnecessary. 6.0 Failing to Support Team Growth Failure to offer career development opportunities leads to stagnation. Millennials and Gen Z, in particular, prioritise growth and learning over job security (Saraiva & Nogueiro, 2025). Lack of development not only drives disengagement but also signals that employees are replaceable. The Deloitte Human Capital Trends report (2016) highlights that learning is the top driver of employee satisfaction. Organisations investing in upskilling see greater retention and innovation. 7.0 Retaining Toxic Managers Nothing corrodes culture faster than toxic leadership. According to Lubit (2004), toxic managers inflict psychological harm, create fear-based cultures, and often drive away top performers. Case study: A study on Greek primary education by Anastasiou and Tzortsos (2025) revealed that toxic managers lowered organisational commitment and significantly increased turnover intention. 8.0 Allowing Micromanagement Micromanagement is one of the clearest signs of a lack of trust. It diminishes autonomy, stifles innovation, and creates dependency. Amabile (1998) found that creativity flourishes in environments where individuals have ownership over their work. Moreover, micromanaged employees often exhibit symptoms of burnout, emotional exhaustion, and reduced psychological resilience (Herlin, 2025). 9.0 Poor Workload Management Burnout is not just an individual issue—it is organisational. Maslach and Leiter (2016) identified work overload as one of the primary causes of burnout. Leaders who consistently assign excessive workloads without adjusting resources or timelines set teams up for failure. Example: In the tech industry, startups often glamorise “hustle culture.” Yet, research by Johnson (2023) reveals that overworked employees are more likely to suffer from long-term health issues, disengagement, and even absenteeism. 10.0 Favouritism Fairness is central to organisational justice. When leaders show partiality—whether in promotions, project assignments, or performance evaluations—it undermines morale and sows distrust. Kets de Vries (2013) asserts that favouritism fosters cliques and isolates other team members, damaging team unity. More recent studies like those by Rucker (2025) emphasise that equitable leadership boosts psychological safety, trust, and collaboration. Every leader must remember: culture is what you tolerate. Even passive behaviours—like ignoring a micromanaging supervisor or continuing to overwork a high performer—send powerful signals about what is acceptable in an organisation. These 10 silent culture killers aren’t always overt, but their impact is insidious. Leaders should continually assess their organisation through surveys, one-on-ones, and feedback mechanisms to identify and correct these risks early. Doing so will not only improve employee satisfaction and performance but also safeguard the long-term health of the organisation. References Amabile, T. M. (1998) ‘How to Kill Creativity’. Harvard Business Review, 76(5), pp. 76-87. Anastasiou, S. and Tzortsos, E. (2025) ‘Toxic Leadership in Greek Primary Education’. Societies, 15(7), pp. 1–19. https://www.mdpi.com/2075-4698/15/7/200. [Accessed 13 Sept 2024]. Deloitte (2016) Global Human Capital Trends 2016. Deloitte University Press. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-dup-global-human-capital-trends-2016.pdf. [Accessed 13 Sept 2024]. Dessouky, H.K. (2024) Toxic Leadership and Workplace Climate. https://www.academia.edu/download/121412024/PDF_Toxic_Leadership_and_Workplace_Climate.pdf. [Accessed 13 Sept 2024]. Gallup (2020) State of the American Workplace. https://www.gallup.com/workplace/285818/state-american-workplace-report.aspx. [Accessed 13 Sept 2024]. Grint, K. (2005) Leadership: Limits and Possibilities. Basingstoke: Palgrave Macmillan. Herzberg, F. (1966) Work and the Nature of Man. Cleveland: World Publishing Company. Herlin, N.E. (2025) Fear Culture and Toxic Leadership in Middle-Eastern Airlines. Theseus. https://www.theseus.fi/handle/10024/896801. [Accessed 13 Sept 2024]. Johnson, S.M. (2023) Work Pressure and Burnout. https://shannonmjohnson.com/wp-content/uploads/2023/06/Shannon-Johnson-FINAL-DISSERTATION.pdf. [Accessed 13 Sept 2024]. Kets de Vries, M. (2013) The Leadership Mystique: Leading Behaviour in the Human Enterprise. FT Press. Lubit, R. (2004) Coping with Toxic Managers, Subordinates… and Other … Read more

Written Communication: Key to Succeed in Business, Study, and Personal Correspondence

August 24, 2024June 8, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Written communication refers to the transmission of messages, ideas, or information through written symbols or text. It is an essential form of communication used in various contexts, including business, academia, government, and personal correspondence (Jones, 2018). Written communication can take many forms, such as emails, letters, memos, reports, articles, essays, and social media posts. Effective written communication is crucial in today’s world, where much of our interaction happens through digital and written means. Whether you are drafting a business proposal, writing an academic paper, or sending a personal letter, mastering the key aspects of written communication can greatly enhance your ability to convey your message effectively and achieve your goals (Guffey & Loewy, 2018). Key Aspects of Effective Written Communication Clarity: Clarity in written communication is fundamental. It involves the clear and concise expression of ideas to ensure the message is easily understood by the reader. Using simple language, avoiding jargon and ambiguity, and organising thoughts logically are essential to enhance clarity (Bailey, 2011). For instance, instead of writing, “The utilisation of this strategy could potentially lead to a significant improvement in our quarterly performance,” a clearer version might be, “This strategy could improve our quarterly performance.” Audience Awareness: Understanding the intended audience is essential for effective written communication. Tailoring the message to suit the audience’s needs, interests, and level of knowledge can increase engagement and comprehension. For example, a report for senior management might include high-level summaries and strategic implications, whereas a report for technical staff might delve into detailed data and methodologies. Recognising the audience’s perspective allows the writer to frame the message in a way that is most relevant and accessible (Locker & Kienzler, 2013). Correctness: Maintaining grammatical accuracy, proper spelling, and punctuation is important for conveying professionalism and credibility in written communication. Proofreading and editing are essential steps to ensure correctness. Errors in a document can distract the reader and undermine the writer’s authority. Utilising tools like spell checkers, grammar checkers, and professional editing services can help maintain high standards of correctness (Strunk & White, 2000). Conciseness: Writing concisely involves conveying information using the fewest words possible while still maintaining clarity and completeness. This can be achieved by eliminating unnecessary words, phrases, or repetitions. For instance, instead of saying, “Due to the fact that,” one could simply write, “Because.” Conciseness improves readability and efficiency, making the communication more effective and respectful of the reader’s time (Williams & Bizup, 2017). Coherence and Cohesion: Ensuring that the content is well-organised and flows logically from one point to the next enhances coherence and cohesion in written communication. Using transitional words and phrases can help connect ideas and improve readability. For example, transitions like “however,” “therefore,” and “in addition” guide the reader through the progression of thoughts, making the text more understandable and engaging (Oliu, Brusaw, & Alred, 2013). Tone: The tone of written communication sets the overall mood or attitude conveyed in the message. Choosing an appropriate tone based on the context and audience helps establish rapport and convey the intended message effectively. For instance, a formal tone is suitable for business reports, while a friendly, informal tone might be more appropriate for personal correspondence. The tone should be consistent throughout the document to maintain a coherent voice (Guffey & Loewy, 2018). Professionalism: Maintaining a professional tone, formatting, and style is important, especially in business or formal settings. Adhering to organisational guidelines, using formal language when appropriate, and following standard conventions contribute to professionalism in written communication. Professionalism includes the correct use of titles, respectful language, and a neat presentation. This not only reflects well on the writer but also on the organisation they represent (Locker & Kienzler, 2013). Accessibility: Ensuring that written communication is accessible to all readers, including those with disabilities, is essential for inclusivity. Using plain language, providing alternative formats, and considering readability factors such as font size and colour contrast can improve accessibility. For instance, offering text-to-speech options and ensuring compatibility with screen readers are ways to make written content more accessible (Redish, 2012). Overall, effective written communication requires clarity, audience awareness, correctness, conciseness, coherence, appropriate tone, professionalism, and accessibility. Mastering these aspects can help individuals convey their messages accurately, build rapport, and achieve their communication goals in various personal and professional contexts. In business, it can lead to better teamwork and clearer instructions; in academia, it can result in more compelling arguments and research dissemination; and in personal correspondence, it can foster stronger relationships and clearer understanding. By honing these skills, one can significantly enhance their ability to communicate effectively in any written format. References Bailey, S. (2011) Academic Writing: A Handbook for International Students. Routledge. Guffey, M. E., & Loewy, D. (2018) Essentials of Business Communication. Cengage Learning. Jones, T. (2018) The Importance of Effective Written Communication. Business Communication Quarterly. Locker, K. O., & Kienzler, D. S. (2013) Business and Administrative Communication. McGraw-Hill Education. Oliu, W. E., Brusaw, C. T., & Alred, G. J. (2013) Writing That Works: Communicating Effectively on the Job. Bedford/St. Martin’s. Redish, J. (2012) Letting Go of the Words: Writing Web Content that Works. Morgan Kaufmann. Strunk, W., & White, E. B. (2000) The Elements of Style. Longman. Williams, J. M., & Bizup, J. (2017) Style: Lessons in Clarity and Grace. Pearson.

Interpersonal Skills Vs. Intrapersonal Skills

September 30, 2025June 8, 2024 by Mohammad T Islam (BSc, MBA, MEd)

In today’s dynamic and interconnected world, both interpersonal skills and intrapersonal skills are essential to achieving success and fulfilment. Though distinct in scope and application, these two sets of abilities are deeply intertwined, forming the foundation for personal growth and professional effectiveness. By understanding their differences and synergies, individuals can enhance how they engage with others while also mastering self-management. This article explores these fundamental categories of skills, highlighting their definitions, applications, and the ways in which they complement one another. 1.0 Interpersonal Skills: Interaction with Others Definition Interpersonal skills, often called social or people skills, refer to the abilities that enable individuals to communicate, collaborate, and build relationships effectively in diverse settings. These skills are crucial in fostering teamwork, mutual respect, and productive communication. According to Daniel Goleman (2006), interpersonal skills form the essence of social intelligence—the capacity to navigate complex social environments successfully. Examples Key interpersonal skills include communication, teamwork, empathy, active listening, conflict resolution, and networking. Communication ensures the clear and effective exchange of ideas, a vital element in leadership and collaboration. Empathy enables individuals to understand and respond to others’ emotions (Adler & Elmhorst, 2010). Active listening fosters trust and understanding, ensuring conversations are meaningful and constructive. Together, these skills help individuals engage positively in both professional and personal contexts. Application Interpersonal skills are indispensable in almost every area of life, particularly in the workplace. They underpin effective teamwork, leadership, and customer relations. For example, a leader who communicates clearly and resolves conflicts tactfully can guide a team toward shared goals. Similarly, empathy helps in building long-term relationships with colleagues and clients (Smith & Johnson, 2018). Strong interpersonal competence enhances collaboration, reduces misunderstandings, and promotes a positive organisational culture. 2.0 Intrapersonal Skills: Understanding Yourself Definition In contrast, intrapersonal skills concern an individual’s ability to understand, regulate, and reflect upon their inner thoughts and emotions. These skills form the core of self-awareness and personal mastery. As highlighted by Howard Gardner (1983) in his theory of multiple intelligences, intrapersonal intelligence is a key determinant of personal success, as it enables individuals to make informed and authentic decisions. Examples Examples include self-reflection, emotional intelligence, self-motivation, resilience, and self-confidence. Self-reflection encourages continuous learning by allowing individuals to evaluate their behaviours and choices. Emotional intelligence (Salovey & Mayer, 1990) enables recognition and control of one’s emotions, promoting emotional balance. Self-motivation drives persistence in achieving goals, while resilience allows recovery from setbacks. Self-confidence fosters belief in one’s abilities, empowering individuals to take initiative and embrace challenges. Application Intrapersonal skills are crucial for personal development, emotional stability, and effective decision-making. For instance, emotional intelligence helps individuals manage stress and maintain composure in demanding situations, while self-reflection encourages growth through introspection. In the workplace, such skills underpin goal-setting, time management, and mental resilience—qualities that differentiate successful professionals from those who struggle under pressure (Brown & White, 2020). Moreover, self-motivation sustains long-term achievement, while self-confidence enhances leadership potential and career advancement. 3.0 The Interplay of Interpersonal and Intrapersonal Skills Though distinct, interpersonal and intrapersonal skills are mutually reinforcing. Effective interactions with others rely heavily on self-awareness, while strong intrapersonal control enhances social behaviour. For example, a person with high emotional intelligence—an intrapersonal skill—is more likely to demonstrate empathy and active listening, both key interpersonal abilities. Likewise, understanding one’s emotions allows for more constructive communication and conflict resolution. In professional contexts, interpersonal skills facilitate teamwork, negotiation, and leadership, while intrapersonal skills provide the emotional regulation and focus necessary to sustain these efforts. Stephen Covey (1989) illustrates this relationship in The 7 Habits of Highly Effective People, emphasising that self-mastery precedes effective interdependence. In other words, those who manage themselves well are best equipped to lead and collaborate successfully. 4.0 Integrating Interpersonal and Intrapersonal Skills The integration of both skill sets is essential for holistic development. A leader who is self-aware and capable of emotional regulation (intrapersonal skills) will likely excel in communication and empathy (interpersonal skills). Conversely, strong interpersonal interactions often reinforce one’s internal confidence and emotional stability. Consider a manager overseeing a demanding project. If the manager remains aware of their stress levels and regulates their emotions effectively, they can maintain composure under pressure. At the same time, by using empathy, clarity, and active listening, they can support their team and resolve conflicts constructively. This integration creates a balanced and effective leadership style, combining emotional intelligence with strategic communication (Goleman, 2006). Such synergy fosters trust, enhances team cohesion, and promotes organisational success. Whether in leadership, education, or customer service, individuals who balance both skill types are better equipped to handle complex interpersonal dynamics while maintaining personal well-being. 5.0 The Value of Continuous Improvement Both interpersonal and intrapersonal skills are dynamic—they require ongoing development and reflection. In an era defined by rapid technological and social change, adaptability, emotional intelligence, and resilience are increasingly valued. Regular self-assessment, feedback-seeking, and lifelong learning are essential for maintaining and enhancing these competencies. Many of these abilities are transferable across contexts. For example, interpersonal skills such as teamwork and communication, cultivated through sports or community engagement, are invaluable in professional environments. Similarly, intrapersonal strengths such as self-motivation and resilience, often developed through personal challenges, directly enhance career success and employability (LinkedIn Learning, 2024). In summary, both interpersonal and intrapersonal skills are indispensable to personal growth and professional achievement. Interpersonal skills enable individuals to connect, communicate, and collaborate with others, while intrapersonal skills empower them to understand, regulate, and motivate themselves. When cultivated together, these abilities lead to stronger relationships, greater self-awareness, and enhanced emotional balance. The integration of interpersonal and intrapersonal skills forms the cornerstone of effective leadership, personal fulfilment, and career success. Continuous improvement in these areas is a lifelong process—one that rewards individuals with deeper self-understanding, stronger connections, and a more meaningful engagement with the world around them. References Adler, R. B., & Elmhorst, J. M. (2010). Communicating at Work: Principles and Practices for Business and the Professions. McGraw-Hill. Brown, T., & White, J. (2020). Personal Development and Self-Management: Strategies for Success. Professional Growth Press. Covey, S. R. … Read more

Communication Skills: Skills for Success at Personal and Professional Settings

September 30, 2025June 8, 2024 by Mohammad T Islam (BSc, MBA, MEd)

Effective communication skills is widely recognised as a cornerstone of success in both personal and professional environments. Communication involves not only the exchange of words but also the ability to convey ideas, emotions, and intentions clearly and effectively. In the workplace, strong communication fosters collaboration, reduces misunderstandings, and enhances organisational performance (Ellis, 2002). In personal contexts, it strengthens relationships, builds trust, and promotes emotional wellbeing. This article expands on key communication skills, including verbal communication, written communication, presentation skills, conducting meetings, negotiation skills, emotional intelligence (EI), professionalism, and listening skills. 1.0 Verbal Communication Verbal communication refers to the spoken exchange of ideas, which forms the basis of most human interactions. Effective verbal communication requires clarity, conciseness, and coherence (Adler & Rodman, 2019). The choice of words, tone of voice, pitch, and pace greatly influence how a message is received. For instance, a manager addressing a team during a crisis must remain calm, articulate, and supportive to instil confidence. Additionally, verbal communication is incomplete without active listening. McLean (2018) stresses that successful conversations depend on a two-way process, where speakers and listeners ensure mutual understanding. Non-verbal elements, such as gestures and facial expressions, further complement verbal exchanges (Laborde, 1983). 2.0 Written Communication Written communication remains indispensable in both academic and professional settings. It includes emails, reports, memos, and proposals. Guffey and Loewy (2015) argue that accuracy, professionalism, and structure are vital to avoid misunderstandings. For example, poorly structured business reports may lead to misinterpretation and flawed decision-making. In modern workplaces, digital communication platforms like Slack and Microsoft Teams demand even more concise written skills. Scholars such as Gentile (2021) emphasise that written communication must balance formality with accessibility, ensuring information is not only precise but also engaging. 3.0 Presentation Skills Presentation skills involve both the content of the message and its delivery. A well-prepared presentation is structured, engaging, and audience-centred (Reynolds, 2020). Visual aids such as PowerPoint slides, infographics, and videos help reinforce complex ideas and improve retention. Anderson (2013) suggests that confidence, body language, and eye contact are equally important in captivating audiences. For example, a university lecturer delivering an online lecture may use interactive polls and storytelling to sustain attention, demonstrating adaptability in digital environments. Research by Stephen (2024) further highlights that effective presenters integrate others’ perspectives and adjust their tone to suit diverse audiences. 4.0 Conducting Meetings Meetings are a common organisational activity, but poorly managed meetings often waste time. Effective meeting conduct requires clear agendas, defined objectives, and efficient time management (Schwarz, 2016). Summarising discussions and assigning action points ensures accountability and follow-up. In multinational companies, virtual meetings pose additional challenges, including time zone differences and technological issues. Semenikhina and Kharchenko (2024) argue that applying emotional intelligence and cultural awareness during meetings enhances inclusivity and productivity. 5.0 Negotiation Skills Negotiation is crucial in professional and personal contexts, from salary discussions to resolving workplace conflicts. Effective negotiators prepare thoroughly, identify mutual interests, and use persuasion and compromise to reach agreements (Fisher, Ury & Patton, 2011). Craver (2013) notes that negotiation success also depends on verbal and non-verbal communication, such as reading body language and maintaining composure. Moreover, Fulmer and Barry (2004) demonstrate that negotiators with higher emotional intelligence are more adaptable, empathetic, and successful in finding common ground. A practical example is collective bargaining, where union representatives balance assertiveness with collaboration to secure fair outcomes. 6.0 Emotional Intelligence (EI) Emotional intelligence (EI) underpins many aspects of communication. Defined as the ability to recognise, understand, and regulate emotions in oneself and others (Goleman, 1995), EI includes five components: self-awareness, self-regulation, motivation, empathy, and social skills. Bradberry and Greaves (2009) emphasise that individuals with high EI create positive work environments and manage conflicts constructively. Studies such as Kaminskienė (2016) show EI is critical in mediation and negotiation, where empathy and emotional control foster mutual trust. Caruso and Salovey (2004) argue that managers with EI can inspire teams, handle stress effectively, and build strong interpersonal networks. 7.0 Professionalism Professionalism encompasses behaviours that signal respect, reliability, and competence. Sims (2002) explains that professionalism includes adherence to ethical standards, punctuality, and responsible communication. Visual presentation, such as appropriate dress and body language, also contributes to professional credibility. Vanamali (2023) adds that professionalism extends to digital etiquette. For example, professionals should avoid inappropriate language in workplace emails and maintain confidentiality in sensitive communications. Demonstrating professionalism is not only about skills but also about fostering trust and respect within organisations. 8.0 Listening Skills Listening is often overlooked but is fundamental to effective communication. Brownell (2012) defines active listening as focusing entirely on the speaker, interpreting both verbal and non-verbal cues, and providing feedback. Good listeners demonstrate empathy, avoid interruptions, and respond thoughtfully. Kakarla (2025) highlights that listening enhances interpersonal relationships in both personal and professional contexts. For instance, in healthcare, practitioners who actively listen to patients improve trust and diagnostic accuracy. Similarly, in business, leaders who listen effectively are better at resolving conflicts and motivating employees. In summary, communication skills are multifaceted and critical to success in diverse personal and professional contexts. Verbal and written communication ensure clarity and precision, while presentation and meeting management enhance engagement and collaboration. Negotiation and emotional intelligence enable individuals to manage conflicts constructively and achieve positive outcomes. Finally, professionalism and listening skills build trust, respect, and long-term success. Developing these skills requires continuous practice and reflection, but the benefits—ranging from stronger relationships to organisational effectiveness—make communication one of the most valuable competencies in the modern world. References Adler, R.B. & Rodman, G. (2019) Understanding Human Communication. Oxford: Oxford University Press. Anderson, C. (2013) TED Talks: The Official TED Guide to Public Speaking. Boston: Houghton Mifflin Harcourt. Bradberry, T. & Greaves, J. (2009) Emotional Intelligence 2.0. San Diego: TalentSmart. Brownell, J. (2012) Listening: Attitudes, Principles, and Skills. Boston: Pearson. Caruso, D.R. & Salovey, P. (2004) The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. San Francisco: Jossey-Bass. Craver, C.B. (2013) ‘Emotional Intelligence and Negotiation Performance’, George Washington University Law Faculty Publications. Available … Read more

The Power of Coaching: Developing Effective Leadership Through Coaching

September 17, 2025June 7, 2024 by Mohammad T Islam (BSc, MBA, MEd)

In today’s rapidly evolving business landscape, coaching has emerged as a strategic development tool that goes beyond mere performance management. It fosters self-awareness, encourages goal-oriented behaviours, and builds leadership capacity across all levels of an organisation. In essence, coaching empowers individuals to unlock their full potential, making it an indispensable approach in leadership development. The Evolving Role of Coaching The perception of coaching has shifted over the past two decades—from a remedial activity to a strategic investment in talent development. Leaders are now expected to be coaches themselves, enabling their teams through questions, feedback, and support rather than top-down directives (Gregori & Martin, 2025). Moreover, modern coaching aligns with transformational leadership theories, where the focus is on individualised consideration, intellectual stimulation, and inspirational motivation (Bass & Riggio, 2006). The International Coach Federation (2023) outlines coaching as a partnership that focuses on thought-provoking and creative processes to inspire clients to maximise their personal and professional potential. Goals of Coaching Coaching’s core purpose is to catalyse change—whether it’s behavioural, emotional, or cognitive. In leadership development, this includes: Enhancing decision-making and problem-solving skills. Improving emotional intelligence (Goleman, 1998). Cultivating a growth mindset and resilience in uncertain times. According to the CIPD (2022), effective coaching begins by identifying clear, measurable goals and involves the use of reflective questioning to explore options, identify obstacles, and define pathways to success. For example, a mid-level manager struggling with delegation might work with a coach to recognise limiting beliefs about control and develop strategies to empower team members instead of micromanaging. Responsibilities of a Coach An effective coach does not provide answers; rather, they facilitate insight. As Passmore (2015) notes, a coach must: Discover: What lies beneath the surface—values, beliefs, motivations. Clarify: Help clients view situations from multiple perspectives. Support: Maintain accountability and motivation through regular sessions. Align: Ensure that actions match long-term goals and core values. This non-directive approach is echoed in the work of De Haan et al. (2013), who found that the relationship quality between coach and client—rather than the coaching technique—was the strongest predictor of successful outcomes. Coaching Models: The GROW Framework The GROW model, pioneered by John Whitmore (2017), is widely respected for its structure and versatility. The extended version includes: Goal – What do you want to achieve? Reality – What is the current situation? Options – What could you do? Will – What will you do? Tactics – What are your next steps? Habits – How will you maintain progress? This model is particularly effective for leadership coaching, as it helps leaders reflect on strategic issues and explore decisions with greater clarity and commitment. For instance, a CEO might use GROW to navigate a company restructure, starting from defining the end goal (smoother operations) to developing habits like weekly strategy reviews. Key Coaching Skills Leadership coaching is underpinned by a suite of interpersonal skills that enhance trust, dialogue, and insight. Grant (2014) identifies ten core skills: Active Listening – Essential for understanding subtext and emotion. Unlocking Limiting Beliefs – Identifying subconscious barriers. Empathy – Establishing rapport and psychological safety. Powerful Questioning – Encouraging deep reflection. Feedback Delivery – Constructive, clear, and timely. Goal Focus – Maintaining alignment with agreed objectives. Non-Judgemental Attitude – Promoting openness. Flexibility – Adapting to the client’s pace and needs. Summarising – Reinforcing key learnings. Confidentiality – Building trust and professionalism. Developing these skills not only benefits coaches but also equips leaders to coach their teams, fostering cultures of autonomy and continuous improvement (Rao, 2025). Avoiding Common Coaching Mistakes Despite best intentions, coaches often fall into traps that diminish effectiveness. Grover and Furnham (2016) highlight these common pitfalls: Over-advising – Coaching is not consulting. Talking more than listening – This stifles client ownership. Being overly formal – Reduces rapport and candour. Poor preparation – Undermines trust and direction. Avoiding these errors ensures that the coaching space remains a client-centric, empowering environment. The Science Behind Coaching Impact A growing body of research supports coaching as an evidence-based leadership tool. Studies show that coaching can improve managerial performance, wellbeing, and team climate (Theeboom, Beersma & Van Vianen, 2014). In particular, coaching that leverages positive psychology and solution-focused techniques has shown to be more effective than deficit-based models. For example, a recent study by Dalimunthe (2025) found that leadership coaching in corporate transformation projects led to higher engagement, clearer strategic vision, and enhanced two-way communication among senior teams. Similarly, Abdikadir and Ng’ang’a (2025) concluded that supportive management practices, including coaching, significantly improved service delivery in Kenyan commercial banks. Killer Coaching Questions Powerful questions prompt introspection and insight. Examples include: “What would success look like for you?” “What are you avoiding?” “What’s holding you back?” “What would you do if failure wasn’t a risk?” “How would others describe your leadership?” These questions help clients move from surface-level issues to deeper insight, promoting sustainable change (Hawkins & Smith, 2013). Leadership Through Coaching: Organisational Examples Many forward-thinking organisations are embedding coaching into their leadership pipelines. Google’s ‘Project Oxygen’ found that great managers are also effective coaches, not micromanagers (Garvin et al., 2013). At Unilever, coaching is woven into the leadership development journey, helping future executives reflect on purpose, self-awareness, and inclusive leadership behaviours (ICF, 2023). Similarly, PT Hakaaston’s transformation strategy (Dalimunthe, 2025) showed that coaching helped align leadership with business innovation and empowered decision-making across business units. Coaching and Inclusion Leadership coaching is also being used to foster inclusive cultures. Leaders coached in empathy, active listening, and bias awareness are more capable of leading diverse teams effectively (Gregori & Martin, 2025). In conclusion, coaching is a powerful enabler of effective leadership. It nurtures self-directed growth, enhances emotional intelligence, and fosters strategic alignment between individual goals and organisational needs. By investing in coaching, organisations not only develop better leaders but also build resilient, adaptive cultures capable of thriving in complexity. Whether you are a seasoned executive or an emerging leader, adopting a coaching mindset can transform not only your leadership style but also the people and systems you influence. References Abdikadir, A.A. & … Read more