Category Archives: Personal Empowerment

The Fixx.

Forty years ago, the British New Wave rock band the Fixx released their debut album Shuttered Room. That record, which contains the now-classic songs Red Skies and Stand or Fall, would set the template for the Fixx's future recordings: sleek, modern-sounding music with lyrics influenced by the current political and social times. Shuttered Room was followed by more hit songs for the Fixx throughout the 1980s such as One Thing Leads to Another, Saved by Zero, Secret Separation and Deeper and Deeper.

It does feel like we've gone through a whole cycle, says Cy Curnin, the band's lead singer, acknowledging the milestone anniversary of Shuttered Room. Unfortunately, maybe some of the subject matter on the first album seem scarily relevant to today, which is also a testament to that cycle. I wouldn't go so far as to say that it's a prophecy, but I've often felt like we're messengers... and the message that we're trying to bring forth is from some quantum field of looking at our behavior from another perspective.

That musical and lyrical tradition set forth by Shuttered Room remains alive today as the Fixxwhose members consist of Curnin, drummer Adam Woods, bassist Dan K. Brown, guitarist Jamie West-Oram and keyboardist Rupert Greenalljust released their 11th studio album, Every Five Seconds, the bands first new studio LP in 10 years. Amid the backdrop of the pandemic and political divisiveness, the themes of Every Five Seconds really encapsulate today's mood of uncertainty and frustration, as reflected on tracks like Closer and Take What You Want From Me, whose lyric goes: Fanatics rule in duplicity/These minor men in the majority.

According to Curnin, the new album was completed by the time the pandemic hit. I think in terms of the way that we write, there's a substance to what we choose to reflect of humanitythat there's a constant underwhelming and overwhelming. It's not about eureka moments or natural disasters. It's that constant ebb and flow of the underwhelming nature of humanity. We just never seem to realize that we create pain to make love from, love comes from pain, eventually, it's supposed to be that journey. We're stuck in the pain part, and I seem to write from that aspect, too.

Even the album's title, Every Five Seconds, which is taken from the song Lonely as a Lighthouse, seems like a barometer of our current information overload. You're struggling to retain staying mindfulness, which has become a mantra of the age we live, Curnin says, and everyone is obsessed with trying to be mindful. What that's always said to me is that we're so distracted by so many things and we never really get a chance to get into the deep well of knowledge, so we're constantly bombarded with headlines and no text underneath it. We've been bombarded with this left and right divisive dogfight. We wanted to put something that was kind of a balm to the anxiety of the times.

The sweeping and moody rocker Wake Up from Every Five Seconds seems to advocate action and self-empowerment than inaction from the sidelines: We're suffocating and can't breathe/If only we stood up. Curnin characterizes the track as descriptive of life today in a sort of dystopian way. There's a personal responsibility to itit's not just watching it on a screen. I think in that song, I was dipping into the idea of waking up myself as a kid or waking up the innocent in me and grabbing some personal responsibility and really joining in with the rush for the barricades and trying and speak up, act out my fears rather than just 'take it, take it, take it, sit quiet and hope nobody notices that I'm not doing anything.'

Not just featuring observational songs, but Every Five Seconds delves into the personalsuch as on A Life Survived. Says Curnin: I think that that song kind of shows all my walls falling down in one moment. I was going through a big period of change in my life, so you kind of have to accept things [and] realize that the thing that is constant to your mistakes is you and it's not the causality of a mistake. It's not outside of you quite often, you bring them on yourself. So I was talking about having been numbed through periods of my life where you wake up and you go, 'I should have been a bit more alive rather than just survive that period.' I didn't really live it enough. So that's the autobiographical part of that.

The dreamy and Gothic-sounding Woman of Flesh and Blood marks a unique moment in the Fixx's recorded history in that it features a rare lead vocal by the band's guitarist West-Oram, who initially came up with the song. Normally, he was thinking I would be singing the vocal, recalls Curnin, but I said, No, you really have to sing that. The vulnerability that he was portraying and then this dreamlike state was so Jamie that it had to stay him [on lead vocals]. And then the second half of the songthe angry other partI went, 'Oh, I got to do that bit.' He wrote the first set of words that I sing. And then he was like, 'Well, you write the second verse that you're gonna sing.' And so I was able to sort of encapsulate where he was coming from lyrically in that last verse, and we kind of told the tale together there.

Amid the turmoil presented throughout its songs, Every Five Seconds concludes on an optimistic note with the acoustic-flavored Neverending. There's a kind of aI wouldn't say flamencobut that hopeful craziness that gypsies put on when they're playing their acoustics with the sweat coming off their brows. I definitely wanted to get that energy in it. When I wrote that song, that was what I was channeling. You have your heartbeat and you have your passion, and off you go. That's neverending, that's what's gonna drive the spirit of mankind forward, is keep believing in the things that really matter to you as your first impulses beyond hate, and then you find this neverending quality to it, we keep going around and around in the gene pool. So it was very celebratory and full of hope.

As evident on the new record, the Fixx are one of the few bands from the 1980s MTV era whose sound remains virtually intact, just like their classic longtime lineup. I guess that's what happens when you get a bunch of like-minded fellows that see no reason to divorce each other, Curnin explains about the group's timeless sound. We've grown up together and know our own strengths and the things that attract us musically.

As the Fixx are currently on tour in the States through the end of June, Curnin considers Every Five Seconds a worthwhile addition to the band's legacy. If I look at it as like an audio gallery of our work, I can see the progression of our life together, he says. We still feel really honored to be together. I'm super excited not only to be playing on stage, but hanging around with these guys because they bring my better angels outand my best self really takes center stage when they're there. It's like a marriage but better. We have so much that so much unlived potential still that we're looking forward to keeping it going. A record from the Fixxthe relevance to us now is we do it for us and the audience.

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The Fixxs Cy Curnin On The Bands New LP Every Five Seconds And Their 40-Year Recording Legacy - Forbes

Date: Friday, June 10, 2022Contact: Interior_Press@ios.doi.gov

ALBUQUERQUE Secretary of the Interior Deb Haaland today joined Tribal leaders, community partners and Indigenous youth to celebrate the launch of the Indian Youth Service Corps (IYSC) and unveil the programs guidelines. The IYSC is a new partnership-based program that will provide meaningful education, employment and training opportunities to Indigenous youth through conservation projects on public and Indian lands, and Hawaiian homelands putting young people on a path to good-paying jobs while working to tackle the climate crisis.

Building on the decade-long success of the Ancestral Lands Conservation Corps, the IYSC will provide opportunities for Native Americans and Alaska Natives to support the conservation and protection of natural and cultural resources through construction, restoration or rehabilitation of natural, cultural, historic, archaeological, recreational or scenic resources. Participants will receive a mix of work experience, basic and life skills, education, training and mentoring.

Indigenous people have a strong and abiding connection to the Earth increasing their access to nature early and often will help lift up the next generation of stewards for this Earth, said Secretary Haaland. In addition to completing much-need conservation projects that will enhance landscapes and ecosystems on Tribal and public lands, the Indian Youth Service Corps will have considerable focus on vocational skills training, economic empowerment and career development for Indigenous youth.

Authorized in 2019 by the John D. Dingell, Jr. Conservation, Management, and Recreation Act, the John S. McCain III 21st Century Conservation Service Corps Act amended and expanded the Public Lands Corps Act to establish the IYSC.

The National Park Foundation (NPF) today announced a new commitment to fund $1 million in IYSC projects, in addition to its ongoing support of Tribal youth service corps projects. NPF is currently funding more than 10 projects from Maine to New Mexico that engage Tribal youth in a wide range of conservation and preservation activities, providing invaluable skills development, personal and professional mentoring and career preparation. Projects also protect Indigenous cultural practices, languages and traditional ecological knowledge used for land management practices.

The imprint of Tribal history and culture is visible across our national park landscapes, said National Park Foundation President and CEO Will Shafroth. Supporting the Indian Youth Service Corps engages and connects Tribal youth to the care and preservation of sacred places across the nation's public lands.

Tribal leaders, community partners and several current and former Indigenous members of the Conservation Legacy Ancestral Lands Conservation Corps and Rocky Mountain Youth Corps joined a virtual roundtable with Secretary Haaland and Shafroth to share their experiences in conservation.

The IYSC guidelines provide a framework for Tribal and partner organizations participation in the program. Goals of the program include creating awareness of Indigenous culture and history, and conserving and protecting their landscapes, stories and shared experiences for current and future generations. The program guidelines were established in consultation with Indian Tribes, the Bureau of Indian Affairs and other stakeholders. They authorize the Departments of the Interior, Agriculture and Commerce to implement the new program.

IYSC activities can include research projects, oral histories, habitat surveys, climate mitigation, trail restoration, invasive species removal, fire fuels reduction, watershed restoration, recreational expansion and the development of educational, informational or communication materials for the public.

The projects will promote Indian self-determination and economic development and can take place on Tribal lands, or on federal lands where Tribes have ancestral connections. All projects on Indian lands will be designed and managed in a collaborative fashion, including consultation with the Tribal government prior to the start of any project.

The Interior Department is committed to strengthening Tribal sovereignty and governance, fulfilling the federal governments trust and treaty responsibilities, and engaging in robust consultation with Tribal Nations. This year, the Department is providing $2 million to the Bureau of Indian Affairs, $700,000 to the National Park Service and $600,000 to the Bureau of Reclamation to establish the IYSC.

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Secretary Haaland Launches New Indian Youth Service Corps Program - US Department of the Interior

Cultural anthropologist Margaret Mead once said, Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, its the only thing that ever has. This feels increasingly more true in the current post-pandemic world.

The collision of the four drivers of changethe Fourth Industrial Revolution, COVID-19, climate change, and misinformationoffer unprecedented opportunity to the individual. Thats because, from a global standpoint, much of the enormous change that has already occurred, as well as change that has yet to come, has focused on empowering the individual and making him or her better informed, more engaged, and hopefully happier, healthier, and more fulfilled.

Individuals have more opportunity than ever to direct the course of their own lives, be it in a professional or career setting, education, health care, or many other areas. We are all becoming leaders in our own right, empowered to make decisions, adapt to the changing environment around us, and serve as catalysts for pervasive change for the better.

If theres a single word that encapsulates the opportunity afforded to these individual leaders, it might well be consumer. The individual has been moved to the powerful role of consumerthe end user who wields the capacity and influence to impact and transformin multiple sectors, most notably: work, health care, and varied forms of collective, community involvement.

While companies may deem the pandemic a hard pill to swallow because theyre used to closely monitoring employees in-house, in reality it has given employees the opportunity to potentially become more productive. According to the consulting firm Great Place to Work, 5% of American employees worked from home pre-pandemic, but by May 2020, more than 60% were working remotely. And that group working in varied alternate settings has made the most of their time, according to a study by Stanford University and published in The Quarterly Journal of Economics of about 16,000 workers whose productivity when working from home increased by 13%. The study attributed the boost to a quieter work environment and fewer breaks and days lost to illness

If a company doesnt value its employees and/or is pressuring them to work in-house even if they fear possible exposure to the pandemic or do not wish to spend hours commuting every day, there are companies ready and willing to hire those employees as remote workers, especially with their newfound skills. The employee, rather than the company, has the upper hand in deciding when and how they wish to work.

Another component of remote work is the discovery and understanding that not every worker produces best in a standard nine-to-five environment. Some people are night owls; others are morning people. As a result, perfectly capable employees who thrive at night might be incorrectly classified as slow, lazy, or incapable of doing a job that just so happens to fall into their nonproductive times of the day. Writers, for example, generally thrive in quiet surroundings and less so in chaotic or typical office environments with noise, interruptions, and meetings.

Remote work affords the scheduling autonomy that allows employees to work at a time of day when their skills are at their optimal. No matter if its early in the morning, in the middle of the night, or at intermittent points throughout the day, workers are gaining the independence necessary to use the day to their advantage rather than adhering to a needlessly unproductive schedule.

Additionally, individuals will have the opportunity to develop what can be referred to as greater self-management skills. With greater autonomy from traditional, hierarchical management styles and structure, individual workers (particularly the growing population of freelancers) will have the chance and the impetus to develop such softer skills as active learning, resilience, stress tolerance, and flexibility. Theyll assume that much more control as leaders of their own careers.

Individual empowerment goes well beyond professional development and productivity. Individuals will also have the opportunity to approach work-life balance in a completely different contextincorporating a much more blended and interactive perspective. In particular, remote work opportunities will afford social and familial benefits that often were limited in traditional workplace logistics.

As technology is increasingly incorporated into education at all levels, remote learning and other options will afford the opportunity to offer valuable education to more people. Greater access to education might also serve to mitigate the stigma of higher education only being available to the wealthy and other forms of perceived education inequality.

According to a 2021 study by Bay View Analytics titled The Digital Learning Pulse Survey, students enrolled at colleges and universities in the United States overwhelmingly supported the continuation or increase in the use of online learning options. The majority of students, 73%, somewhat or strongly (46%) agreed that they would like to take some fully online courses in the future. A slightly smaller number of students68%indicated they would be interested in taking courses offering a combination of in-person and online instruction.

In addition, technology will make lifelong learning that much more viable and adaptable to personalization. Rather than being force-fed rote material over the first 20 years of their lives, students will be given the chance not only to continue to learn over a greater time span but also to have greater input in developing a learning program thats consistent with their interests and the needs of both themselves and society as a wholea more fluid, flexible approach to learning.

The future of health care will be centered on the consumer/patient. 24/7 access to data and information, including data regarding cost of care, will place consumers at the very heart of their health care, potentially lowering costs significantly.

Likewise, a growing shift in health care, telehealth, and personal accountability for wellness has been driven by both the pandemic and the technological explosion of the Fourth Industrial Revolution. Interactive devices such as wearable health trackers are only one of many emerging such tools that are all geared to current and active patient monitoring and care.

While electronic medical records have been readily available to patients for a decade or more, health-care facilities now further engage with their patients via online portals where patients can check on their health statistics, check their diagnoses, and send messages to their caregivers without having to meet in person unless an emergency dictates it. This trend extends medical outreach to patients who are either unfit or unable to travel to their primary care physicians, as well as those who live ruraly and cannot easily reach adequate medical care.

As is the case with other areas of society, governments now serve a citizenry that has unprecedented access to news, information, and data. Given the rise of a more informed community, governments will be challenged to approach these connected citizens as empowered consumersconsumers whose level of satisfaction and constructive engagement will hinge on confidence that theyre receiving genuine returns on their investments in government.

Evidence of the greater role of the individual in government is already appearing in many parts of the world. For instance, at the national level, Denmarks MindLab was established in 2002 as one of the first government policy laboratories. The lab was tasked with developing creative, citizen-focused approaches to the ways in which policies are designed. (The lab has since been supplanted by the Disruption Task Force to further explore varied benefits of new technologies, data, and business models.)

Armed with new technology, a different mindset, and greatly enlarged expectations, the individual has and will continue to exert a growing influence across any number of the elements of daily life. But the individual isnt alone in the opportunity created by a climate of disruption and change. Business and industry are also positioned to capture enormous opportunityexciting prospects that are by no means limited to a profit and loss statement.

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Big changes in the world of business have given new authority to this - Fast Company

Disrupting the status-quo of the fashion industry to make it more inclusive, diverse and sustainable, Amsterdam-based Lalaland has just raised 2.1 million for its AI-driven fashion model generator.

The fashion industry has long been criticised for its tendency to leave people feeling discriminated against and excluded. Its a sector that has generally promoted one specific body type to the detriment of many. Shaking this up, Lalaland is using AI to enable brands and retailers to use hyper-realistic models of every body type, size and skin tone. Gone are the days of the generic mannequin that represents a very small proportion of the population.

Founder and CEO, Michael Musandu, explained: Our product is centred around solving the issues of consumers who feel underrepresented in terms of ethnicity, gender identity, and body representation. So we want to work with people who can relate to these issues, in order to facilitate positive change in co-creation.

The Amsterdam-based startup has just picked up 2.1 million in new funding, led by Orange Wings, Unknown Group, and angel investors (including former Nike General Manager Bart de Wilde, Googles Amhar Ford and Thorsten Koch, and Christina Calj from Autheos). The vision is to create a more inclusive, personal, and sustainable shopping experience for fashion brands, retailers, and customers.

Founded in 2019, using tech to drive inclusivity and diversity within digital fashion is the core vision of Lalaland and the company centres itself around two objectives social empowerment and sustainable impact.

In taking an impact-first approach, the startup is also well primed to enter a gap in a lucrative market. The world of fashion ecommerce is reported to be worth around 380 billion and its constantly expanding. According to Lalaland, 7.5% of annual revenue is spent on photography, production, and models for product pages. Lalaland taps into that market with a cost-effective model-generating tool that replaces time-consuming and costly photoshoots.

The self-service platform allows anyone to recreate high-quality photoshoots with great ease. Models can be tailored to customer profiles or customized to specific body types, allowing for hyper-personalization. This helps boost sales, reduces return rates and costs, increases conversion, cuts waste, and contributes to a more inclusive shopping and brand experience.

Orange Wings founder and CEO Shawn Harris said: This is a unique opportunity to help retailers and brands truly create positive change in the fashion industry and to reduce returns and ultimately waste.

Angel investor Bart de Wilde added: I have been at the heart of this problem in sports, footwear, and apparel, so I cant stress enough how valuable this will be for our industry.

With the new funding in the bag, the young innovators plan to continue their commercial expansion and attract a diverse group of talent. Already the team has onboarded some of the largest fashion retailers, such as Zalando, Wehkamp, and Otto.

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Amsterdam's Lalaland bags 2.1 million to empower inclusion and diversity in the fashion industry - EU-Startups

We need more surreal series on television. Apple TV+s Roar is the limited series that you arent watching, and the way it blends humor and social commentary together is nothing short of astonishing. Carly Mensch and Liz Flahives series tells eight different stories of female empowerment, and those unique points of view are imprinted into the detailed, accomplished production design. Since we jump around from romance to tragedy to absurdism, we need to believe the spaces are truly inhabited by these characters. Emmy-winning production designer, Todd Fjelsted, brings wit and intelligence to every scene.

I cant imagine how Fjelsted created so many spaces, especially since every episode is so cinematic. None of the characters interact within the worlds of the other episodes, Fjelsted described every episode like a film.

Because it is an anthology, every episode is like a mini movie. When you normally do a television series, you have a home base set. With GLOW, it was the gym, and you can always go back and shoot stuff. Every day on Roar was a brand new world, and we would go from an episode of horror to a Western to a romantic comedy. Its very jarring creatively, but its so exciting to challenge myself and my crew to create a throughline.

In The Woman Who Was Kept On a Shelf, Betty Gilpins Amelia agrees to sit atop an elegant pedestal to be admired by her husband, played by Daniel Dae Kim. At first, Amelia regards this gesture as romantic and sweet, but she soon realizes that she is an object in her husbands eyes. Belongings on a shelf do not share their thoughts or desires or opinionsthey are merely collected. Fjelsted was inspired by the stories we were told as children, but he gives them an sophisticated, mature twist. The pink paint on the walls is feminine and French-inspired. The room is a confection that slowly turns poisonous.

The first time I read that, it was disturbing on the page, and all the themes really startled me a bit. We had to make it palatable for the audience and agreeable visually. Betty is such a hilarious actress, and she can make anything funny. We brought in this dollhouse flavor that was a little bit Barbie but added in some Rapunzel and Belle from Beauty and the Beast. We wanted to create the modern day fairytale without losing the corniness of it. With something like Barbie, things can be ridiculously pink and feminine and expensive, and we wanted to elaborate on a life that she thinks she wants. We wanted to bring in some sparkle and some bling from that world in order to make some of it her own. A lot of what we see in the end is what she likes about her captivity which is being on display and being glamorous. Amelia starts as a child star and then she ends up with her own beauty line. She never loses sense of what she wants to do, but, in the end, she has ownership of it.

The Woman Who Found Bite Marks On Her Skin is one of the darkest episodes of the season, and Fjelsted revealed that it was a personal story for the creative team. Cynthia Erivos Ambia is eager to return to work after giving birth to her second child, but the more time she spends away from her family, the more she finds bloody, mysterious bite marks all over her. Is it stress? Perhaps her eldest child is jealous of her new sibling and taking it out on her mother? Ambias home is warm and bright, but Fjelsted gives her work environment some darker qualities to hit home the guilt mothers can sometimes feel about leaving their children at home.

Liz Flahive and Carly Mensch have said that it is the most personal episode to them since they are both such hard-working moms. When I read it, I could feel how personal it was to them. The key ingredient to that episode was this Cronenberg style body horror where you are trying to move through the world while hiding something from the world. Everything for that episode fed into the joy and darkness of being a mother. The struggle that each mother goes through day-to-day like allowing someone to pick them up from school or leaving them at home to go to work is something we wanted to focus on in the design. It literally eats women up alive. The kitchen is designed to be big and bright and filled with toys, and the little girls bedroom had a jungle mural on the wall. We wanted to play on the red herrings like maybe the daughter is biting her mom. Maybe its the baby during breast feeing. Everything we did visually fed into that so by the time it got to the hospital, it allowed the DP, Quyen Tran, to go a bit more surreal. For instance, you can walk down the hallway and you see the nursery, but then the lights flick on and there is a blue hue that lends to a totally different tone. We worked really closely with Quyen on that episode.

If you were given the chance to return your spouse or partnerwould you do it? Couples spar all the time, but in The Woman Who Returned Her Husband, Meera Syal literally takes him back to the store for an exchange. The Costco-like store is fun with its graphic signs (The markdowns! The savings!), but Fjelsted kicks into high-gear camp when we see Anus neighborhood.

We wanted to play on the mundane and the ordinary and how this character, who has fallen into a routine, has lost her joy. The store represents the consumer thing that we all deal with, and we wanted to make it as close to reality as possiblebut you can buy husbands. We came up with some surreal ideas, but they ended up being a little too big. What worked best for this characters journey was to keep it as real as possible in the real world but then reverse it when we get to their home. We leaned into this Edward Scissorhands vibe. We wanted to reverse that surrealism so when she realizes that she and her husband just need to work on some things that it makes sense. She already has it, but they needed to see it for what it was.

Fjelstead also wanted to make sure that Anus home differed from her neighbors.

We wanted her home to feel more traditional like mom and dad style from 1970s or 1980s. With the neighbor across the street, we wanted it to be the newer version of that to feel it more pregnant with meaning. The neighbors house was modeled after the nosy neighbors that you see in Edward Scissorhands. Those busybodies who want to know everyones business.

As if Fjelstead wasnt busy enough, he was also part of the production design team behind the mammoth Showtime limited series, The First Lady. After Fjelsted allowed me to gush over my love of Michelle Pfeiffer, he revealed how exciting it was to show the journey of Betty Fords personal space (White House aficionado, Tony Fanning, worked on the other two chapters). Before the Ford enter The White House, their Virginia home features a lot of wood accents and time period prints on their furniture. Fjelsted was eager to give Betty Ford the space she always longed to live in in Palm Springs.

The exciting thing about the Betty Ford chapter is that she is looking towards what she could have. When she marries Gerald, she has a very normal life with four kids, and thats a very specific kind of home. We did find as many picture of their home in Alexandria, Virginia, and we matched it as much as we could even right down to the brick. My set decorator, Cynthia Sleiter, is a genius. We brought this Americana, 1950s and 1960s flavor to their home, but by the time they were in The White House and shes been through disappointment to disappointment, she was ready to retire. Then Gerry becomes Vice President, and then he becomes President. She had to become a host very quickly, and she came out on top. By the time they got to Palm Springs, I always saw her as a woman finally settling down how she wanted. Shes allowed to be the life of the party and just enjoy her time. That got the best of her, of course, but those environments had to be such polar opposites to show how she achieved her goals. Betty was out of Americana and now shes a glamorous person. Everyone goes to Palm Springs to retire, and seeing her get to enjoy herself was fun.

Roar is streaming on Apple+. The First Lady finishes its first season on June 19 on Showtime.

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Todd Fjelsted On the Empowerment Through Production Design For 'Roar' and 'The First Lady' - Awards Daily

CHICAGO, June 07, 2022 (GLOBE NEWSWIRE) -- TransUnion (NYSE: TRU) announced today a partnership to make data from Epsilon, a global advertising and marketing technology company, available via the TruAudience Data Marketplace.

The relationship marks one of the largest audience targeting partnerships across Connected TV, smart speakers and gaming consoles. Brands and agencies can now access audience insights from Epsilons top-ranked consumer database of 250 million U.S. consumers mapped across TransUnions household identity graph covering more than 80 million U.S. connected homes. Through this partnership, brands and agencies can create custom audiences based on thousands of attributes, thereby allowing them to reach each person with personalized messages across channels.

Approximately 80% of OTT viewing time occurs on home-based devices like connected TVsi and 100 million Americans own at least one smart speakerii, neither of which generate cookies and often do not have device IDs.

TransUnions patented method combines many digital signals and identifiers from these connected devices as well as personal devices to create a view of each connected household. This makes the audience-verified integration of Epsilon data into the TruAudience Data Marketplace ID-agnostic and able to withstand the deprecation of cookies and other identifiers across streaming media.

"As mobile IDs and cookies continue to deprecate, having the ability to leverage audiences from Epsilon in an ID-agnostic way across our leading activation partners will enable greater scale and reach, said Michelle Swanston, VP of Media and Entertainment and Head of Data Marketplace at TransUnion. This relationship will help meet the ever-increasing demand for advanced audience targeting across streaming media.

The TruAudience Data Marketplace is a privacy-conscious, end-to-end solution for executing high-fidelity streaming and omnichannel campaigns with consistency and scale. The marketplace is the most leveraged audience targeting solution across leading streaming publishers, demand-side platforms (DSPs) and supply-side platforms (SSPs). Clients can create custom audiences and reach consumers with the right message across multiple channels.

Epsilon has developed the most complete set of transactional data assets to be used across all marketing channels. Epsilon also hosts one of the largest cooperative transactional database in the U.S. with more than 3,000 contributing brands in key B2C and B2B categories. Epsilon data covers demographics, lifestyles, financials, market indicators, healthcare, automotive, propensity models/market trends, and opted-in survey data.

"Marketers must have data thats protected, relevant and actionable. Most importantly, it has to be connectable across devices and channels, said Kyle Antoian, Managing Director of Data at Epsilon. Our partnership with TransUnion gives marketers the ability to tap into high-fidelity audiences and reach people across connected TV and streaming audio in the moments they are most receptive.

About TransUnion (NYSE:TRU)TransUnion is a global information and insights company that makes trust possible in the modern economy. We do this by providing an actionable picture of each person so they can be reliably represented in the marketplace. As a result, businesses and consumers can transact with confidence and achieve great things. We call this Information for Good. A leading presence in more than 30 countries across five continents, TransUnion provides solutions that help create economic opportunity, great experiences and personal empowerment for hundreds of millions of people.

About TruAudience by TransUnionPowered by a three-dimensional view of people, households and devices, TruAudience solutions provide scalable identity to enable audience targeting and consumer engagement across offline, digital and streaming environments. To learn more visit:www.truaudience.com

About EpsilonEpsilon is a global advertising and marketing technology company positioned at the center of Publicis Groupe. We connect advertisers with consumers to drive performance while respecting and protecting consumer privacy and client data. Epsilon accelerates clients ability to harness the power of their first-party data in order to enhance, activate and measure campaigns with confidence. We believe in an open, privacy-first advertising ecosystem. Over decades, weve built the industrys most comprehensive identity graph to give brands, agencies and publishers the ability to reach real consumers across all channels and the open web. For more information, visit epsilon.com.

David BlumbergTransUnion312-972-6646David.Blumberg@transunion.com

i Convivas State of Streaming Q4 2021, Conviva, 2021

ii Edison Research, The Infinite Dial 2022

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TransUnion and Epsilon Collaborate to Bring ID-Agnostic Audiences to Connected TV and Streaming Audio Campaigns - GlobeNewswire

Diane Bell-McKoy came to Associated Black Charities after completing an 18-month term as a Senior Fellow at the Annie E. Casey Foundation. (The Daily Record/File photo)

Associated Black Charities of Maryland announced the departure of its CEO, Diane Bell-McKoy, who leaves the public foundation after 16 years for new professional and personal endeavors.

The Associated Black Charities (ABC) board has hired a search firm to identify candidates for the organizations next CEO. The search process will be led by board chair Tawana Bhagwat. Heidi Arndt, chief of staff, will serve as interim CEO.

Bell-McKoy came to ABC after completing an 18-month term as a senior fellow at the Annie E. Casey Foundation. During that time, in partnership with Brookings Institution, the fundamentals of More in the Middle were birthed. More in the Middle was based on research that identified the regions persistent challenges of low asset outcomes for African Americans, ranging from no-wage earners to high-wage earners and the consistent disparities when compared to the regions white citizens.

Prior to her timeat Casey, Bell-McKoy was president and later chair of Empower Baltimore Management Corporation (EBMC), the nonprofit that managed the empowerment zone in Baltimore. Since the empowerment zone designation in 1994, more than 15,000 residents were placed in jobs and more than 12,000 jobs came to the zone through new business development and/or business expansions.

EBMC used outside data tools such as the State Wage Record data to verify its outcomes. And long after the zone designation, as a result of investments, the Baltimore empowerment zone was able to yield a $16 million return on their various loans.

Bell-McKoy has also held positions in the nonprofit sector of Baltimore, where she created one of the first family development programs in the field of substance abuse. She also worked in the Kurt Schmoke administration as director of the Mayors Office of Children and Youth and as a member of Schmokes senior staff.

The public will have an opportunity to join ABC in celebrating Bell-McCoys tenure at its in-person fundraising gala on Friday at Port Covington at the Sagamore Spirit distillery campus. The dinner program will also boast a refreshed format and an event theme of A Night to Remember Elevating & Celebrating Baltimores Black Workers.

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Bell-McCoy leaves Associated Black Charities after 16 years - Maryland Daily Record

Foreword from General Sir Gordon Messenger

In October 2021, the Secretary of State asked me, alongside my now good friend Dame Linda Pollard, to examine the state of leadership and management in the health and social care sector. A daunting remit, but one which recognised the impact that good leadership at every level can make in a workforce which has been under incredible pressure in recent years and where the demands on its commitment and goodwill show no sign of slacking.

As an outsider with limited sectoral experience, it was with some trepidation that I set off on our listening and learning phase; a perhaps unwelcome interloper at a time when everyone was understandably focused on the pandemic and its consequences. Yet, throughout, I have encountered nothing but friendliness, candour, self-reflection, pragmatism and support from the impressive array of experts, front-line staff, academics, service users and leaders who willingly gave us their time to share their views. I have always held our health and social care workforce in the highest regard, yet my respect and admiration has deepened through witnessing their selflessness, professionalism and resilience first-hand. My thanks go to all those we spoke to, and my apologies to those we unwittingly missed.

Of the many telling observations we have heard, 2 stand out as almost universal; firstly, the very real difference that first-rate leadership can make in health and social care, with many outstanding examples contributing directly to better service, yet; secondly, that the development of quality leadership and management is not adequately embedded or institutionalised in our health and care communities. We have consequently focused our findings on areas which improve awareness of the impact that good leadership can have, and which instil it as an instinctive characteristic in everyone, not just those with the word in their job title.

Huge variety exists in the way primary, secondary and social care is structured and governed, so it has proved difficult to identify sensible interventions that have consistent relevance and impact across the board. The NHS is itself far from a homogenous unified organisation but rather a federated ecosystem where complex tribal and status dynamics continue to exist. Given the clear benefits of cross-boundary teamwork and collaborative behaviours, everything should be done to encourage greater parity of esteem, conditions and influence between sectors and, within secondary care, a re-balancing of the focus on acute trusts to the benefit of their community, mental health and ambulance trust counterparts. The vast majority of health and care delivery never touches the acute sector, and it is in the interests of all to keep it that way, so more equitable representation and empowerment must be a key enabler to enhanced collaboration. Equally, the more that can be done to instil locally a culture of teamwork, understanding and shared objectives across the primary, secondary and social care communities, the better will be the nations public health outcomes.

To those of our recommendations which require time and resource to implement, I predict a partially understandable reaction that the current pressures on the system preclude investment beyond the urgent. My response is that a well-led, motivated, valued, collaborative, inclusive, resilient workforce is the key to better patient and health and care outcomes, and that investment in people must sit alongside other operational and political priorities. To do anything else risks inexorable decline.

I would like to thank the review team who have supported me so energetically and ably. Without their insight, industry and support, I would still be lost in the foothills of the challenge set me and will be forever grateful for their patience and commitment over the last few months. A special mention must go to my co-lead, Linda Pollard, who has contributed so much despite also holding down a crunchy day-job. Her wisdom, decency and forthrightness have shone through every day and, if this review achieves what it sets out to, the plaudits are hers.

Sir Gordon Messenger8 June 2022

For a report like this to have the impact intended, it needs to speak to the community it affects. It must be supportive but honest. It must recognise the challenges and the context faced, but it cannot duck the difficult or uncomfortable. It should respect the everyday commitment, determination and goodwill of leaders and staff at every level to improve outcomes and experience for patients and service users yet also, through well-intentioned, constructive criticism, aim to provide a framework for improvement.

In that vein, we must confront the fact that there has developed over time an institutional inadequacy in the way that leadership and management is trained, developed and valued. Collaborative behaviours, which are the bedrock of effective system outcomes, are not always encouraged or rewarded in a system which still relies heavily on siloed personal and organisational accountability. Very public external and internal pressures combine to generate stress in the workplace. The sense of constant demands from above, including from politicians, creates an institutional instinct, particularly in the healthcare sector, to look upwards to furnish the needs of the hierarchy rather than downwards to the needs of the service-user. These pressures inevitably have an impact on behaviours in the workplace, and we have encountered too many reports to ignore of poor behavioural cultures and incidences of discrimination, bullying, blame cultures and responsibility avoidance. We experienced very little dissent on this characterisation; indeed, most have encouraged us to call it out for what it is.

These symptoms are not, we would observe, necessarily the fault of historical or existing leadership teams or their staff. They are the result of a combination of factors over many years; some structural, some cultural, some emanating from behaviours at the top, including politicians, some born of complex inter-professional and status issues in the workplace. The important conclusion, however, is that they should not be tolerated as they directly affect care of the service-user as well as the staff, and that they can be tackled but only through determined cultural change from the top of the system to the front-line.

The recommendations of a one-off review cannot provide all the necessary ingredients for such a shift, but we do attempt to identify key interventions which we hope will deliver momentum and scale. We identify the point of entry as a critical opportunity to set cultural and behavioural expectations, and to emphasise that how one behaves is as much a component of professional acumen as what one does. We propose a locally delivered mid-career development event, designed to bring together professionals from all parts of health and social care around the triple lens of collaborative leadership, broader cross-sector awareness and understanding, and behavioural expectations. We encourage the medical profession to examine honestly their role in setting cultures, given their unique influence in the workplace dynamic. Most critically, we advocate a step-change in the way the principles of equality, diversity and inclusion (EDI) are embedded as the personal responsibility of every leader and every member of staff. Although good practice is by no means rare, there is widespread evidence of considerable inequity in experience and opportunity for those with protected characteristics, of which we would call out race and disability as the most starkly disadvantaged. The only way to tackle this effectively is to mainstream it as the responsibility of all, to demand from everyone awareness of its realities, and to sanction those that dont meet expectations. EDI should become a universal indicator of how the system respects and values its workforce, and the provision of an inclusive and fair culture should become a key metric by which leadership at all levels is judged.

Beyond cultures and behaviours, we chose to focus on the current absence of accepted standards and structures for the managerial cohort within the NHS. With known exceptions, it has long been a profession that compares unfavourably to the clinical careers in the way it is trained, structured and perceived, and we received strong feedback from managers at all levels that greater professional status and more consistent, accredited training and development are required. This training must be aligned to professional skills required in the future, including digital and transformation, as well as core managerial delivery. We make recommendations to that end.

This approach to career management spills over into how individuals particular skills and talents are encouraged and developed, and we heard frequently that managers do not always feel institutionally supported in their career choices. We did not find much evidence of a systemised career management function which exists to grow the right experience and talent and to place it where it is needed most. While there are many examples of world-class leadership in the NHS, we would observe that it often exists through the endeavours of an individual rather than as a consequence of proper talent management. The flip side of this opportunistic approach to succession planning is that it lacks equity and does not guarantee that the most deserving leaders reach the top. We would include non-executive director (NED) appointing in the same bracket. Despite the pivotal governance role of boards, the selection and development of NEDs is currently too localised and arbitrary to assure the right balance of skills, experience and background around the table.

It is clear that effective leadership can be an important, but by no means the only, component in addressing the thorny issue of geographical variation in the quality of care. We welcome the ongoing efforts by the current leadership to tackle this, and provide recommendations which seek to provide effective incentives for the right talent and teams to commit to these challenges, along with a package of support to give them the best chance of success.

The last section of the report is devoted to implementation, recognising that anyone can have great ideas but, if they dont lead to action, they are for nought.

A new, national entry-level induction for all who join health and social care.

A new, national mid-career programme for managers across health and social care.

Embed inclusive leadership practice as the responsibility of all leaders.

Commit to promoting equal opportunity and fairness standards.

More stringently enforce existing measures to improve equal opportunities and fairness.

Enhance CQC role in ensuring improvement in EDI outcomes.

A single set of unified, core leadership and management standards for managers.

Training and development bundles to meet these standards.

A more effective, consistent and behaviour-based appraisal system, of value to both the individual and the system.

Creation of a new career and talent management function at regional level, which oversees and provides structure to NHS management careers.

Establishment of an expanded, specialist non-executive talent and appointments team.

Improve the package of support and incentives in place to enable the best leaders and managers to take on some of the most difficult roles.

Effective leadership creates successful teams, and successful teams drive better outcomes. The best organisations are those which invest in their people to unlock their potential, and which build strong teams around a unifying purpose. The most successful are those which also foster leadership and accountability at every level, and where everyone is encouraged to become an agent for something bigger than themselves. This should be our goal.

There are many examples of inspirational leadership within the health and social care sector, delivered in the face of enormous pressure. From ward to board, from the manager in a care home to the receptionist in a GP surgery, great leadership and personal example are being exercised daily in pursuit of the best possible outcomes for patients and public health. But such qualities are not universal and nor are leadership and management skills engrained as the basic building blocks of organisational success, as they perhaps are in other sectors.

We need to recognise that the context for change is highly challenging. External pressures such as manifold performance metrics, stringent regulatory requirements, and short-term political demands, combine with internal pressures such as staff shortages, budget issues, sectoral disparity and pandemic-induced backlogs to create a very difficult backdrop for compassionate leadership and collaborative, inclusive behaviour to thrive. These pressures can lead to 3 unwelcome outcomes:

To reverse these trends requires a re-calibration towards building stronger teams and a renewed sense of respect and value amongst an empowered workforce, delivered through committed, compassionate leadership from bottom to top. The hard fact is that this must be prioritised alongside the pressing operational needs, and we should be ready to deploy the justification that spending time and resource on looking after the workforce will quickly repay the investment through improved support to patient and service users. Equally, the best way to root out inefficiency and waste is to encourage a collective accountability to tackle it, through empowerment and teamwork at all levels. In every way, investing in leadership and team-building makes economic sense.

Every opportunity must therefore be taken to embed such behaviours so that they become institutionally valued and instinctive to all. And right now we suggest a number of powerful factors combine to provide a generational opportunity to make the necessary cultural shift, owned and driven by the leadership at all levels of healthcare, social care and government:

This introduction sets out both the opportunities and challenges which face our health and social care community. A one-off review like ours is unlikely to drive the deep cultural change needed that must be the responsibility of existing leaders at all levels but our hope is that our recommendations can provide the necessary frameworks and momentum to take the plunge.

We kept our approach simple; form an inclusive and diverse team, consult as widely as possible, remain transparent throughout. Our excellent team, brought together at short notice, included representatives from the Department of Health and Social Care (DHSC), NHS England, Health Education England, NHSX and social care leaders, as well as clinicians, managers and academics all bringing their own lived experience and personal knowledge of the health and care system. An early decision to ensure very strong EDI expertise in the core team proved consistently valuable.

Our listen and learn phase was extensive, engaging with more than 1,000 stakeholders on over 400 different occasions, plus welcoming contribution from all via an open email address. We heard from all parts of the system and across the breadth of primary care, secondary care, local government, public health, social care, charity sector, patients and people who draw on care and support. We sought to avoid speaking only to the well-performing, better-known parts of the system, and actively encouraged constructive challenge and dissent throughout, including the establishment of a challenge board which proved highly effective. COVID measures prevented us from visiting many places personally, yet the generosity of people at every level to give up their time was highly encouraging and indicative of their desire to drive positive change.

We have attempted to limit the number of recommendations to a digestible number, recognising that implementation on too broad a front can quickly dilute impact. Instead, we have invested in working closely with those who will need to own the recommendations if they are to take root. Where appropriate, we have tried to align with existing initiatives and to support the conclusions of previous reviews. This includes Tom Karks recommendations regarding the fit and proper persons test for directors, which we feel are necessary alongside ours to ensure poor leadership is dealt with effectively. We have tried to avoid being over-specific in framing our findings, in the knowledge that subsequent co-creation is the best way both to ensure buy-in from the communities they affect and to minimise unforeseen disruption during inception.

Our terms of reference encouraged us to examine the nature of leadership across the entirety of health and adult social care, and from the top to the bottom of both. With a remit of this scale, we have necessarily focused in on a few key themes which we hope will yield the largest impact. One challenge we faced was the very different structures, governance and accountabilities that co-exist across sectors, and it quickly became clear that the more hierarchical secondary care sector has more identifiable levers of change than the flatter, dispersed, multi-provider structures of the wider health and care landscape, particularly in primary care and social care. This can have the effect of making it harder to enact universal change in the latter sectors, and can also heighten the risk that individuals find opportunities for development more difficult to access.

We have attempted, with some success, to avoid a disproportionate focus on secondary care in our thinking and many of our recommendations are of relevance across all sectors, particularly those which address cultural and behavioural development. But we reluctantly conclude that we have not done them full justice and would advise further work to identify how the impact of better leadership and management can be applied most effectively in our primary and social care communities. Specifically, we commend the focus on developing primary care leadership in the work that Dr Claire Fuller is leading on a stocktake of primary care within ICSs. This will provide specific and practical advice to the ICS chief executives on how they can accelerate implementation of integrated primary care and prevention ambitions in the NHS Long Term Plan, which will include focusing on the importance of nurturing primary care leadership in their own systems. On social care, we have sensed a strong appetite amongst both local government and independent providers for collective, pan-sector leadership and management development, and strongly support the need for greater parity of investment in social care leadership.

This section sets out the key findings from our review which ranged both widely and deeply in health and social care. We encountered many examples of outstanding practice, including the difference that good, mature, collaborative working can make. Yet we also found areas where change and improvement are necessary to ensure leaders and managers are supported to deliver the best possible care. In that respect, while some of our observations may be perceived as critical or negative, they are by no means universal. But we heard them often enough to call them out.

In this area of cultures and behaviours, 2 broad themes emerged: the culture of collaboration and the culture of respect. Both themes emanate from and determine how people treat each other and service users; both affect the quality of care and outcomes for service users.

We found that the current cultural environment tends to be unfriendly to the collaborative leadership needed to deliver health and social care in a changing and diverse environment. The system is undergoing a fundamental change from a competitive to a collaborative ethic, and behaviours need to reflect this. Decision-making too often relates to a narrow and limited set of accountabilities that do not allow, encourage or reward collaboration. We recognise that this is a direct result of how performance is currently measured, but strongly believe that a re-balancing towards collaborative, cross-boundary accountability is a pre-requisite to better outcomes.

We saw that the urgent tends to eclipse the important. Staff habitually respond to pressures inherent in the workplace by prioritising the task in hand rather than the team and individuals who together complete that task. This is unsustainable. Principal among the many agents that cause reactive rather than constructive behaviours are those pressures from above that force upward-looking rather than outward-looking responses. Some staff, for example, are presented with the responsibility to meet an external metric while lacking the ability or resource to meet it, while others operate freely without oversight in isolated areas. We saw accountability without authority, and vice versa.

Finally, we saw that leadership itself is undervalued as a way of setting the context for collaboration. Leadership is viewed as the responsibility only of those in specific line manager or senior leadership positions, rather than as a quality that runs instinctively through the entirety of the workforce. We found no consistent view of principles for collaborative or systems leadership; current models extol the virtue of certain behaviours but lack a structured framework.

We heard too frequently that poor inter-personal behaviours and attitudes were experienced in the workplace. Although by no means everywhere, acceptance of discrimination, bullying, blame cultures and responsibility avoidance has almost become normalised in certain parts of the system, as evidenced by staff surveys and several publicised examples of poor practice. This exists at the micro-level, in individual workplaces, and across sectors, where the enduring lack of parity of esteem, conditions and status between healthcare and social care remains a blight on effective collaborative working.

How an organisation performs and behaves in relation to EDI is a clear indicator of its maturity and openness. Further, it will be a clear determinant of how an organisation fares in a rapidly changing social and work context. In this regard, we found that EDI, which is about respectful relationships and underpins a wider culture of respect, is partial, inconsistent and elective. In some places it is tokenistic.

Improving EDI is also a way of reframing career progression. The latter frequently depends on chance, contacts, regional variation, available time and budget. By training leaders to identify where such unfairness exists, access to opportunities will become allocated more fairly, and career progression will be determined more equitably.

In the NHS, we sensed a lack of psychological safety to speak up and listen, despite the excellent progress made since the Francis Report. We would observe that the Freedom to Speak Up initiative can be narrowly perceived through the lens of whistleblowing rather than also organisational improvement, and we would encourage a broader perspective.

The improvement of organisational learning within health and social care deserves a deeper examination. Too often we encountered limits on the freedom to try without fear of failure, and a willingness to tolerate poor practice while expending energy on workarounds.

First, on collaboration. The NHS is a complex ecosystem where personal, professional and organisational accountabilities flow vertically through distinct silos. Similarly, social care is a complex landscape of overlapping public, private, and charity provision. The system needs mechanisms to build and reinforce horizontal, collaborative decision-making; within and between individual organisations, and across the full health and social care sector [see recommendations 1, 2, 3, and 4]. To deliver this, we identify 2 critical points of intervention in careers to embed the necessary behaviours and to align expectations: set culture and improve knowledge [see recommendation 1].

Second, shared greater awareness of the entirety of health and social care would lead to greater empathy and understanding. The system must improve mutual awareness and provide opportunities for staff to engage beyond their professional environment, to appreciate the totality of system, and to value diverse professional approaches. ICSs and integration at place provide excellent opportunities to test and prove the value of collaborative and inclusive leadership.

Third, we think that EDI must be embedded and mainstreamed as the responsibility of all regardless of role, and especially leaders and managers from front line to board. This must include the practice of zero tolerance of discrimination, but also greater awareness of the realities in the workplace for those with protected characteristics. Health and social care must work harder at EDI, recognising it is important in its own right, and key to how seriously an organisation treats the lived experience in the workforce and upholds practices that deliver equitable outcomes for all. Beyond mainstreaming, we also recognise the need for positive action [see recommendations 1, 2, 3, 4, 5, and 6]. We are not advocating for additional EDI professionals; indeed we would anticipate a reduction in numbers over time as leaders demonstrate that they are equipped with the right skills to address inequality and create inclusive working cultures for all.

The practice of management relies on both standards and structures; it emerged through our engagement that these are currently either insufficient or absent. Our observations cover the NHS specifically, but we recognise that many of these issues are equally relevant in wider health and social care. We recommend further work to investigate the levers to address common challenges, to ensure shared learning across health and social care can be applied with the most impact.

We found that management tends not to be perceived formally or informally as a professional activity. Management lacks the status enjoyed by the established professions in health and social care. We heard that this derives from the absence of acknowledged, universally applied standards to achieve agreed levels of behaviour and competence; and from inadequate, unstructured career support. Management can therefore appear as an under-valued career, rather than one at the very heart of great care.

We found inequity in how different managers are perceived; for example, the NHS Graduate Management Training Scheme (GMTS) is highly regarded, but it is unfair that participants are frequently treated as elite purely by virtue of having undertaken the scheme. Managers who do not join via GMTS, often equally talented, do not benefit from the same profile or opportunities. Lateral entrants are often inadequately inducted into leading and managing in context; and skills gained outside the sector, including those who have trained overseas, are not always fully valued. Clinicians who choose to take on leadership roles in addition to their clinical work told us they had little to no specific training to prepare them.

Management and leadership training, although excellent in some instances, is not based on any consistent or agreed universal standards, is an unhelpful mix of accredited and unaccredited courses and opportunities to access training are inequitably applied. Too much management and leadership training and development, and associated cultural transformation work, is piecemeal, partial and isolated. This whole landscape needs tidying.

There are excellent examples of talent management within organisations, but they are too widely scattered and are rarely completely inclusive. We consistently heard from managers that the lack of structure means career opportunities can appear to be linked more to who one knows and the network one is able to create, than to ones skills and experience. We saw that career management does not start early enough, and this leads to narrowing career paths to the detriment of wider experience. Career management needs to support those in their first role as much as those at mid and later career; too often individuals are recruited to jobs, rather than recruited to careers.

We found a lack of consistency with appraisals and in some areas, these were absent altogether. Appraisals can range from a performance review and a development conversation to a simple tick-box of tasks completed. Development needs are either focused on individual wants with no relationship to organisational goals, or are neglected in favour of immediate pressures. It was rare to hear of appraisal linking individual, team, organisational and system goals effectively.

Finally, workforce data. Currently, data is not collated and exploited to the benefit of the individuals, teams, organisations, systems or regions as a whole. The result is that excellent talent remains invisible, career support remains opportunistic, talent-hoarding becomes the privileged domain of those that can, and the system struggles to deploy the best people to work where their skills are needed most.

There is a need for universal standards, covering practical, procedural and behavioural elements with the aim of ensuring a clearer set of expectations, and in turn equitable recognition and parity. Proper standards require consolidation and coordination; both are lacking in the current preference for multiple competency frameworks and lists of competencies of variable quality. These standards need to apply to and work for all, including those working part time or flexibly.

Consequently, there is a need to develop a formal training curriculum for managers, to deliver against these standards [see recommendation 3]. This requires larger-scale delivery of training to a pre-determined community, as opposed to the current system which is based on availability and opportunity. Completion of this training should be a pre-requisite to advancement to more senior roles, as current gateways can be arbitrary and inconsistently applied. The modules within this curriculum must allow for different career paths and preferences, but also be accredited to ensure high-quality consistency which is currently lacking. New accreditation could provide alternatives to masters-level expectations stipulated in many Agenda for Change job descriptions currently and will need to take account of prior learning within the bench marking required for the NHS.

We heard that more can be done to support and guide individuals in how they make their career choices. While career and talent management should remain the responsibility of all line managers, organisations and systems, we can see real value in greater oversight at regional level. This new, regional function should have direct responsibilities as well as strategic oversight of managerial careers, working in close partnership with all parts of the system including the system chief people officers or equivalent and organisations human resource directors [see recommendation 5]. This function becomes the focal point for the NHS human capital in the region with vital responsibility for the collection of data.

To be truly effective as a talent management function requires a more consistent and effective approach to appraisals, including better training for line managers in their delivery [see recommendation 4]. There is currently too much variability in the quality, effectiveness and outcomes [see recommendation 2].

As well as the findings outlined above, we have a number of other observations.

We found that there is a positive view that the CQC can influence collaboration across the whole of health and social care through its inspections, and welcome its increasing focus on teams and systems. The well-led domain of CQC reports can develop its focus on culture and values rather than on managerial processes, and thereby reflect collaborative, compassionate and inclusive leadership in organisations. A judicious use of metrics and data can be a uniting and enabling agent, particularly if they are the basis for open and honest discussions; however, we also heard that over-emphasis on metrics can be burdensome and counter-productive. Where quality of care falls below what is required, the tone and outcome of regulatory visits can leave leaders feeling isolated and unsupported. With this in mind, we welcome the shift in emphasis from a punitive model to a remedial one.

Open, honest organisational learning here is priceless. We heard that good organisations have a positive relationship with regulators, while those performing less well often wait to be told what to improve. Transparency, and the ability to learn from mistakes and respond without blame, are all necessary for quality improvement; regulators can influence and promote both professional and organisational behavioural changes necessary. Readiness to seek help is a vital first step towards improvement and the route to external support must be clear, timely and stigma-free [see recommendation 7].

The role of the professional regulators (General Medical Council, Nursing and Midwifery Council and others) relates primarily to individuals but is increasingly important in assuring organisational quality. To ensure better read-across to professional standards, we would promote collaboration across all regulators in developing the management standards and the training materials for managers.

We found that the interaction between the clinical community and the rest of the workforce is a key element in setting the right cultures and behaviours. The authority and influence that doctors have both in society and within the NHS, means that the medical profession does have a unique responsibility for leading behavioural change where necessary and supporting a positive culture within their sector where all staff flourish.

Clinicians bring a perspective that spans patient interaction and wider population health needs. Done well, their knowledge and innate understanding of their clinical tribes can be a huge force for good, but we have equally seen evidence that it can lead to entrenchment and loss of team ethos overall. We encountered the flawed assumption that simply acquiring seniority in a particular profession translates into leadership skills and knowledge; this both reduces the quality of leadership overall and can drive a sense of frustration for those individuals. Doctors are often co-opted for management roles, particularly early in their consultant career, for which they often feel inadequately prepared in comparison with their clinical training. An associated lack of fulfilment can set the tone for their approach to management later in careers.

We heard from allied health professionals that the lack of visibility of leaders from their professions on boards created a sense that careers in management would be limited. Senior nurses talked about going to the dark side as a comment often made when they moved into senior management roles, although nurse postgraduate training does provide elements of management learning. Again, the approach was felt to be ad-hoc and inconsistent.

Overall, even the most successful of clinical leaders reported that their career trajectories had been serendipitous, and that their knowledge was acquired in unstructured opportunities in comparison to their professional training.

We know the system will benefit from well trained, enthusiastic, supported clinical managers and leaders. Alongside the provision of national standards for NHS managers [see recommendation 3], education providers from undergraduate through to postgraduate education, working with professional regulators, have the opportunity to embed and align learning to prepare the clinical professions as future leaders.

The consistency of learning management and behavioural skills is often subsumed by clinical pressures. Extending access to the proposed management training bundles [see recommendation 3] provides an opportunity for a more structured and collective approach to management training for all clinicians. For the medical profession, this must include the trained medical workforce (that is, GPs, consultants and doctors in the staff and associate (SAS) grades). There are different challenges in primary care where we heard there is significant variation in leadership structures within and between GP practices, in their networks. We were told that it is unclear to a newly qualified GP which route provides the best leadership experience in comparison to the traditional clinical director to medical director pathway in hospitals. The new place partnership boards and integrated care boards should provide the outlets that are currently lacking for primary care and public health leaders. The same should be true for local social care leaders.

We believe the current climate, including the move towards health and care integration and the work currently underway to merge the arms-length bodies and create a new NHSE, generates opportunity for a fresh approach to preparing leaders and managers in the future.

With regard to leadership development, it is entirely right that it is the role of the centre to demonstrate and drive the appropriate cultures and behaviours, around a set of unified values and purposes. We would observe that this is easier to achieve in the more unified structures of the NHS than in social care, and would encourage investment in setting common cultures and purposes across health and social care as a whole [see recommendation 1]. Further, as knowledge content changes with the impact of digital health and other innovations, future leaders need access to a very different curriculum.

In the context of the NHS and social care, we heard that leadership development is currently uncoordinated and inconsistent, with a crowded landscape of different guidance, agencies and oversight. We believe that rationalisation and accreditation of training opportunities is required, at a greater scale that serves the entire system [see recommendation 3]. There are some excellent leadership development offers available, but they are offered on a pull basis (that is, available but not expected), rather than a push basis where there is expectation that prescribed cohorts will participate. We advocate a shift to the latter.

Collaborative action from the centre, the regions and at local level in healthcare will move the system from being an opportunistic, pull model described above to one that sets broad, core curricula and manages accredited delivery, recognising that a strong local flavour needs to exist in the detail. The existing leadership delivery models, particularly in the NHS, require change to reflect this. Greater alignment of leadership training and development across health and social care sectors would yield immediate benefit.

We think some of the changes we recommend are gradual, subtle, and precise; we think others are immediate, radical, and wide-ranging; we think all are necessary. By driving improvement in leadership and management, we are confident that their implementation will have a positive outcome on both public health outcomes, productivity and efficiency.

A new, national entry-level induction for all who join health and social care.

A new, national mid-career programme for managers across health and social care.

As the delivery of care transforms, a move to greater integration, different skills, and more collaborative behaviours is required. This includes a need for improved, standardised training on equality, diversity and inclusion [see recommendation 2] as part of a new approach to the production of skilled managers. There are 2 critical waypoints where a significant impact can be made with new training interventions:

What is needed here does not currently exist: this is not about scaling any existing training programmes.

The scope here is intentionally broad, capturing the breadth of those who enter a role in healthcare, social care, local government, and relevant voluntary and private sector organisations. In the NHS, around 196,000 staff joined or took up new roles between September 2020 and September 2021; in social care approximately 490,000 staff joined or took up new roles in the financial year (FY) 2020 to 2021. The potential for impact is significant, the requirement for scale imperative.

The aim of this programme is to introduce new starters to the culture and values that are expected within services and to foster a sense of belonging wider than the immediate organisation. The content of this programme should therefore be co-created by partners across health and social care, including NHS England, DHSC, Local Government Association, Skills for Care, staff networks and patient representatives. This programme should be for all new entrants including those entering formal programmes (such as the Graduate Management Training Scheme or the Assessed and Supported Year in Employment programme) and be used in combination with local inductions. The framework should be nationally set, with certain allowance for local variation, and made universally available to ensure consistency. There is scope to build on the Care Certificate standards, which already set out the introductory knowledge and skills that are important for those in non-regulated roles.

This programme is targeted at middle managers working in healthcare, social care, local government, and relevant voluntary and private sector organisations. We believe this needs to be 3 to 5 days and in person to get the full benefit, including ideally the creation of local alumni networks. It should work in harmony with the new national leadership programme outlined in the integration white paper. On implementation, the sectors should work together to identify the cohort for this programme which could include, but is not limited to, GPs, mid-career clinicians, NHS middle managers, principal social workers, registered managers and so on. It is vital that the content is co-created if we are to realise the level of collaboration, system awareness and local delivery needed for the future. Again, the framework content should be nationally set to ensure consistency, with flexible and local delivery, either within ICSs or at place level across regions.

Embed inclusive leadership practice as the responsibility of all leaders.

Commit to promoting equal opportunity and fairness standards.

More stringently enforce existing measures to improve equal opportunities and fairness.

Enhance CQC role in ensuring improvement in EDI outcomes.

It is the task of leaders at every level to cultivate the conditions for individuals to overcome entrenched and often unacknowledged disadvantage, by ensuring staff recognise and remove subtle exclusionary practices, and by working to remove the set of unspoken assumptions that favour certain groups in terms of career advancement [see recommendation 5]. Dedicated EDI professionals exist to enable this transition. We would anticipate the numbers of dedicated experts to reduce as they successfully instil such awareness in leadership at all levels.

If implemented effectively, we are hopeful that every one of our recommendations will improve equality opportunity. In addition, we believe the following specific measures are urgently needed to enable the necessary improvements on EDI outcomes across health and social care:

educate leaders to ensure they understand their role in demonstrating and improving inclusive leadership. This must include a more central role for EDI in leadership training and development which, in turn, requires greater skills and understanding of the topic from those delivering the training. We would encourage the use of the Everyday Discrimination Scale as a useful, objective tool which supports leaders and teams to address this issue in the workplace

agree and set uniform standards for equal opportunities and fairness across health and social care at entry-level and mid-career level [see recommendations 1 and 3]. Use accredited training modules to set and maintain these standards [see recommendation 3]. Ensure organisational and individual accountability for delivery against these standards, including through appraisals [see recommendation 4]. Uniform standards should help leaders learn how to address discrimination at individual, team and systemic levels

more stringently enforce existing measures to improve equal opportunities and fairness across all NHS functions. We would encourage similar universal targets in social care. Teams and organisations should set year-on-year goals for improvement, for example by increasing the representation of under-represented groups in training, in development opportunities, and in senior roles [see recommendation 5]

to support such accountability, the CQC needs to reinforce the behavioural and cultural change necessary, as recommended in the Inclusive Britain policy paper. This includes ensuring that regulators take account of EDI data as part of their organisational assessments, and particularly the seriousness with which it is viewed by leaders

A single set of unified, core leadership and management standards for managers.

Training and development bundles to meet these standards.

While these recommendations are NHS specific, there is scope for the standards and core content of training and development bundles to be used more widely across health and social care, which should be explored in further detail. There is also good practice within social care from which the NHS can learn, such as principal social worker and registered manager standards.

The implementation next steps are as follows:

development of the standards the standards should be co-created, with input from across healthcare, including patient representatives, accounting for good practice that already exists, such as in the NHS People Plan. They should cover operational, strategic management and most importantly, the behavioural components and responsibilities for managers for inclusive leadership, as underpinned by all parts of this review. Once developed collaboratively, they should be nationally led and accessible to all

See the article here:

Leadership for a collaborative and inclusive future - GOV.UK

Vumile Msweli is the Chief Executive Officer of Hesed Consulting, a coaching and consulting firm that specialises in commerce acceleration, career coaching, women empowerment, facilitation and training. The organsation currently has presence in Nigeria, South Africa, Botswana and Rwanda, with affiliates in Namibia, Ghana and Uganda.

Vumile previously worked for reputable multi-national institutions, including Barclays, Investec, Nedbank, First National Bank and Vodafone. An Operations, Finance and Strategy executive with experience in both the telecommunications and finance sectors, she has successfully led global teams in Africa (Nigeria, Kenya, Democratic Republic of Congo, Zambia, Lesotho, Ghana, Tanzania; Mozambique and South Africa); and Europe (Scotland, Isle of Man and England).

As a coach, she has carved a niche for herself in career coaching while also servicing clients in executive, financial, speaking and mentoring coaching. She is also the host of Vumi and Veuve Host Women In Commerce, a career columnist in a leading national newspaper and a career radio host in two radio stations. With degrees from two universities in South Africa, she has an MBA from the University of London and an ongoing Doctorate Applied Leadership from the UGSM, Switzerland.

In this interview with TOBI AWODIPE, she spoke on the importance of career and life coaching for women, breaking glass cliffs and deploying the rule of three in businesses amongst other issues.

Youve had an interesting career; please take us through your journey so far?My career journey began in banking from the contact centre and quickly accelerated to an executive role. My journey has been underpinned by education; education has been, for me, the key to the world. I completed my matric at St. Marys DSG, did a Bachelor of Accounting Sciences from the University of Pretoria and got a Bachelor of Commerce Financial Planning Honours. I then did my Masters in Business Administration at the University of London, my Executive Education at New York University, my Higher Education Teaching certificate at Harvard University and I am currently studying my Doctorate in Coaching at Switzerlands Monarch University.

I have spent my career working in the banking and telecommunications sectors and this afforded me the opportunity to work in incredible places such as Singapore, Germany, the Democratic Republic of Congo, Nigeria and South Africa. I always suspected that I would be an entrepreneur, which is how I founded Hesed Consulting, a pan-African coaching and recruitment firm.

Youre also a life and transformational coach among others, what informed your decision to take on these roles?Becoming a career coach was borne out of my frustration in my corporate career. I was a young executive facing challenges and wanted a coach who looked like me and understood my struggles. Someone who not only empathised but understood what it was like to be an African female pursuing excellence, whilst climbing the corporate ladder. I identified gaps in myself, and I knew coaching could help close those gaps.

A career coach is an expert who has hundreds of hours aiding people to achieve their career goals and gain clarity on their career journey by equipping them with skills that help them overcome obstacles and succeed in their work. So, that is the service I have chosen to dedicate my time to. I support people in their career journey, overcoming obstacles, and having work that fulfills them.

As the head of Hesed Consulting, how are you merging all the things you do successfully?Hesed Consulting is the channel that enables me to fulfill my lifes calling; to help people have successful and fulfilling careers. We are a pan-African organisation that facilitates the attraction of human capital through recruitment as well as growing and retaining talent through coaching. It keeps me busy, but I truly believe in work-life fluidity, which means I invest in my team, take time to cultivate relationships with my family and friends and get very comfortable on my knees, seeking God for His Will for my life.

There are so many coaches and coaching sessions targeted at women these days. In your opinion, how impactful is this for women?I believe that a coach is a powerful weapon for womens careers and life. I personally have three coaches and they have proven invaluable in my growth, both personally and professionally. Unlike a sponsor or mentor, a coach ordinarily has no relationship with you prior to you seeking out their professional services. They are an objective expert in their field who aid people in achieving their goals through psychological techniques, inner reflection and training.

So, a coach has often helped many people in a specific industry or career level, and unlike a mentor, doesnt solely draw on their experience. A coach, in essence, allows for the sharing of best practices with you as a client and helps you achieve a set goal through a series of coaching sessions.

The theme of this years Womens Month was, Break The Bias, how would you say you are exemplifying this through your work?In celebrating International Womens month and reflecting on #BreakingTheBias as a career coach, I naturally consider the workplace. I think of biases like female bosses are terrible or that women have glass ceilings and, at times, even glass cliffs. The use of the phrase she is shattering the glass ceiling is a popular term used to describe the pioneering of women and minorities into spheres they historically could not engage in.

However, there is now a new phenomenon called glass cliffs. Glass Cliffs are when women are brought in to save the day when their predecessors have led organisations to dire situations. To break these biases is to make it commonplace to have women in the C-suite, in leadership and executive roles. To break these is for it to be normal to have a board or the African or European Union presidents be predominantly female. So that when we see women in positions of power, we dont arch our eyebrows in surprise or clap in celebration; its another Tuesday because women belong in those seats as much as their male counterparts. That is the reality of our business; our entire board consists of African women from all over the world who help drive African women to shatter glass ceilings and cliffs in whatever career realm they find themselves in.

Having successfully led global teams in Africa and Europe, how would you say we could accelerate and grow women-led SMEs?I think its by creating a culture of leaving the door open in every room you enter to make it easier for other women to come in after you. In essence, it is cultivating a culture of creating opportunities for other women. By intentionally using products and services from women-led SMEs, we help create sustainability for that entrepreneur and increase the opportunities for scalability.

Why are women underrepresented in key leadership positions and how can we change this?Women historically were not economically liberated and allowed to engage in leadership. This legacy is what results in the disproportionate numbers between men and women at various levels. To change this, we will have to give women the same access, support and privileges that men have enjoyed to get to leadership roles.

To counter this historical advantage bestowed to men, women will need sponsors, mentorship, advocates, coaches and more opportunities that take into account the unique challenges that women face like maternity leave and family responsibilities such as being wives and mothers.

As someone experienced in finances across Africa, what would you say are some of the key issues start-ups face, especially in Nigeria?Start-ups across the continent have the biggest challenge with access; access to opportunities, finances and investors. Access to markets that can help scale small businesses and access to experts, information and education to help fast track their growth.

The financial institutions we have tend to be archaic in their approach, using models not well suited to the African terrain for start-ups who very rarely have the collateral required to access financing. Furthermore, most entrepreneurs are busy trying to establish their businesses and dont focus on acquiring financial literacy.

What solutions would you proffer to these problems?I think creating financial models and products that suit the uniquely African challenges, which the average business will be able to access. This should be underpinned by financial education and literacy.

What five key takeaways would you give a female founder?The rule of three; however long you think it will take, multiply it by three, how much you think you are going to need, multiply it by three, how many people in your network that you think you need, multiply it by three. So, in essence, think bigger, increase your capacity for patience, stay focused and hold on to your vision even though it may tarry.

Tell us something you do/did that has influenced your career positively today?I think getting coaches to help me grow in my career set me apart from my competitors. I think investing in coaching helped me to better articulate my ideas and better position myself. I also think intentionally giving myself exposure through education and travel has served me in good stead enabling me to work all over the world and thus gather global best practices.

Going beyond the usual rhetoric, how can we truly empower todays woman so she can compete internationally?To be successful globally, you must give yourself exposure to the world. The world is bigger than your city, country and continent. You are competing with other women sitting in Kuala Lumpur, Toronto, Sao Paulo, Mombasa, Durban what you bring to the table must have local relevance, but be able to impact the international arena. Knowing how to effectively position yourself and articulate the value you bring whilst respecting the nuances of your diversity will empower you to be globally competitive.

Doing business across different African countries isnt without its challenges, how are you surmounting these issues?The biggest misconception is that Africa is the same; we may have the same hue, but are far from homogenous. Walking into a meeting in Lagos versus Kigali versus Gaborone is fundamentally different. I tend to immerse myself in the culture, studying the people, understanding the value system, working with local experts to help guide me and then investing in building those relationships. I like to be clear in the value I can add and the unique service I bring as a career coach and recruiter.

What are five little known facts about you?I have travelled to over 55 countries in the world. I tasted dodo for the first time in my twenties. I am doing my doctorate in applied leadership and coaching. My absolute favourite colour is yellow; it just feels like sunshine and happiness to me. I find my peace in my village; something about the rolling green hills gorgeous rivers allows me to connect with God.

How do you de-stress and unwind from your busy schedule?I thoroughly enjoy travelling to explore the world; something about immersing myself in a new world piques my curiosity and makes me feel like a child once again. I thoroughly enjoy the simple pleasure of playing with my dog. I also find journaling a good way to release the pressure, fear and anxiety. I also find playing with adult colouring-in books help me to decompress.

What changes would you like to see happen for women if you could make them?I would love to be able to acquire for women sponsors and advocates for their careers than their male counterparts access with such ease. This, I think, is a simple change that could catapult the careers of women across industries and help close the gender gap.

You seem to have many friends in Nigeria, hows your personal relationship with Nigerians and the Nigeria-South Africa relationship in general?I recall studying in Ghana and coming to visit Nigeria for the first time; it began a love affair that has stood the test of time. Nigeria is filled with African excellence, ambitious, hardworking people who strive to embody the African dream. I admire the fast-paced and energetic can-do attitude of Lagosians and have seen this city as the Mecca for my own ambition, refuelling my passion and drive.

South Africa and Nigeria have the biggest economies in Africa, but I think both countries are yet to fully step into their true leadership roles in the continent.

Read the rest here:

Vumile Msweli: 'We have to break the glass cliff barrier for women' - Guardian Nigeria

7 min read

In this article, you will learn everything you need to know about the different types of coaching.

Without wasting precious time, lets jump straight into it!

This type of coaching focuses mainly on the individual.

It can work great for people who need help in:

A life coachs specialties include:

The focus is helping entrepreneurs and business owners.

With this type of coaching, the benefits include:

Ultimately, it works for both individuals AND groups within an organization.

Similarly to business coaching, executive coaching focuses on business growth.

This type of coaching provides the top leaders (managers) within an organization with magnificent tools and strategies for rapid improvement.

It focuses on the corporate environment level.

By working with a qualified executive coach, clients can learn how to:

Companies are hiring coaches to teach executives how to sharpen management skills and communicate effectively Diane E. Lewis.

Leadership and executive coaching are often used interchangeably.

Indeed, managers AND team leaders are part of the leadership level.

However, the role of an executive coach is to mainly:

The winning approach of a leadership coach is to help managers:

Among the different types of coaching, it is perfectly suited to executives AND employees within a company alike.

A performance coach helps with:

Performance coaching works through a combination of:

This type of coaching is suitable for leaders, employees, athletes, and any groups OR individuals alike.

It is about helping clients attain high performance in every desired aspect.

A professional coach will use an assembly of tools to assist in:

So, business coaching meets clients needs within the constraints of the organization.Meanwhile, career coaching provides solutions on the individuals career development path.

It can help in many career-related situations, such as:

As with other types of coaching, a career coach undergoes special training.

Thus, clients can achieve fantastic results thanks to a combination of:

This type of coaching provides guidance and tools on the organization-management level.

Organizational coaches help businesses:

In business coaching, the focus is placed on the leaders (managers) within an organization.

Yet with organizational coaching, the benefits are targeted towards the entire system of the organization rather than on the individual level.

It is not limited to the romantic love life level.

A relationship coach helps two or more people to improve their communication and interaction.

A relationship coach can assist in both the personal and work context, as well as in any other relationship-related setting.

An intimacy coach serves as a guide in (re)-building and improving intimacy.

Apart from sexual intimacy, there is also emotional intimacy.

For people who face challenges with:

This is a form of life coaching with a sharp focus on personal development.

A personal development coach is there to guide clients on how to:

Unlike other coaching types which are much more narrowed, a personal development coach can help with setting and achieving goals in:

Just like a certified business coach helps people reach higher levels of business growth, so does a confidence coach assist clients in (re-)gaining healthy confidence.

A confidence coach will successfully mentor individuals stuck into:

To change for the better, clients will receive empowering advice, provided by a combination of:

Among the different types of coaches, strategy coaches apply some of the most proactive approaches.

The very goal is to learn when a rapid change is needed BEFORE any possible issues occur.

It is commonly used in organization level context. However, it works on the individual level, too.

Related: Business Strategy Coaching Complete Guide

This type of coaches guide people on how to improve their health holistically.

Once a persons current physical and emotional state of being is assessed, the coach will help his clients set the right goals. Then people can achieve a life of wellness by sticking to the best plan.

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It focuses on:

Instead of applying a one-on-one approach, the group coaching conversation brings all the tools for success into a small group context.

This type of coaching involves both the leader/leaders of an organization, as well as the team members.

Major benefits:

Above all, this is an interactive process.

The major objective of this process is to help individuals get fromWhere they are NOW ~To where they want to be, aka succeed in pursuing their professional or personal aspirations faster and better.

The top priorities include:

We all wish to possess the knowledge on how to create the life of our dreams.

A happiness coach assists individuals in gaining a better, deeper perspective about their lives.

Next, evidence-based strategies are provided to help clients (re-)find their sense of contentedness.

Learn how to:

Although typical for individuals rather than organizations, many teams do take advantage of empowerment coaching, too.

Helps with:

Works great for:

It is practiced by the types of coach who know the secrets of mental health-related roadblocks and issues.

In a nutshell:

Not to be confused with mental health counseling,as it does not view mental health from a psychological problem perspective.

It works by providing:

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Among the types of coaching we listed so far, transformational coaching is most closely related to life coaching.

The major difference:A transformation coach would rather focus on helping people CHANGE the way they view THEMSELVES.

Meanwhile, a life coach focuses on guiding clients on how to better themselves by changing the way they ACT.

Somatics originates from the Greek word soma. It refers to the body in its absolute wholeness.

Some call it embodied learning, as the focus moves from the head into the body. This unique approach provides a symbiosis of all the aspects of our intelligence (mind, body, and soul).

Benefits:

This type of coaching addresses the unconscious mind.

It focuses on working with and developing:

Major goals:

Major objective:Lasting behavioral change.

It combines a variety of proven processes, methodologies, and models, some of which are similar to those applied in skills coaching and career coaching.

Company managers, team members, and individuals alike can equally benefit from a lasting, measurable change in behavior.

The very target is to help the client discover and fix:

The approach used by personality coaches is:

These coaches use the power of inspiration to help clients ignite the change they need in their lives.

They help an individual to:

It works by a combination of science-based psychological tools, ongoing feedback, and support + valuable solutions to a lack of inspiration-related issues.

Related:14 Most Effective Coaching Models To Help Your Clients Thrive

There are different life-changing transitions we inevitably go through.

Transition coaches assist their clients in handling the transition process with as few roadblocks as possible.

This can work wonders for people dealing with:

Support, invaluable strategies that work on both the conscious and subconscious levels are applied.

Oftentimes, neuro-linguistic programming tools + hypnotherapy are also provided by certified professionals.

It uses the same tools and approaches as life-transition coaching but with a focus on changes in careers.

Self-love coaching can work for anyone regardless of age or professional status. The goal is to learn how to practice healthy self-love for good.

Coaches work with their clients to:

If we have the will, we can learn the skill. And thats exactly what skills coaching is all about!

Coaches support their clients in:

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31 Types Of Coaching - A Complete List (2022)