Tools to succeed


Are you a CEO, MD or leading a team and looking to increase workplace engagement and create more revenue? Are the attitudes and behaviours of your team(s) impacting performance and bottom line profits?

Often as people become more senior within an organisation they are expected to work smarter, not just harder. With increased responsibilities, ranging from managing others, innovative thinking and beating last year’s targets, are you as a business leader providing your people with the tools to succeed? Are your people aware of the organisations goals and do they align with their ideas of success? Apart from financial reward what else is motivating them to go the extra mile. Couple this with a lack of clear direction and an environment or culture which supports the mentality of "ME" rather than "WE".

As new people come into the organisation they often follow the majority and if that's a majority of "ME"s, then that's where they stay.

As business leaders it's critical to re-engage the team to give them back their purpose and make some discoveries on the way. With a re-energised and re-engaged workforce, the company will be a high performing fun place to work which will attract the people and the customers that you want.

Ideal for teams of up to 20 people.

Our interactive and thought provoking ‘Embedding A High Preforming Mindset’ 2-day programme contains theory and real-life examples from elite sport, academia and business. Your people will gain first hand insights on the behaviours and attitudes of elite athletes which they can implement in their roles immediately. Leading up to the programme we work with you to ensure the interactive elements are applicable to your business. Whether you are looking to rejuvenate moral, shake up the status quo or for innovative ways to develop your people, start your project with an initial conversation….

Info@sportandbeyond or 01904 737 007.

3 Common Leadership Challenges, 3 Solutions


Like a stone tossed into the water, the ripple effect of the work we have done over the last couple of years means that our consultancy arm is growing.  We are delighted about this.  Following our belief that helping more people makes us a happier business, below we share three challenges that we have helped clients overcome.We then set out an indication of the solutions we have provided. 

If you can relate to any of these, then please get in touch

Challenge #1

A better People Strategy


A fast growing IT business, with a need to be more proactive and strategic in terms of ensuring that the right people are in the right roles, and being used in the best way possible. Currently the business is too reactive in this area.


A session with the Leadership Team to:

  • review the organisational structure necessary to ensure sustainable growth; and
  • develop a more strategic approach to recruitment and onboarding, as well as continued training and development.

Much of the success in a session such as this is down to: correct analysis of the actual problem (often what we think is the problem is not the actual challenge that we need to be solving); asking the right questions in the session; and ensuring action points are agreed and followed.   A simple tip to help the leadership team’s discussions during the session is to get them to focus on where they need to get to, and work back from there. So for this team we asked the question: “imagine that in two years’ time you have in place the perfect organisational structure to execute your strategy. The business is efficient, proactive, and staff members are clear on roles, responsibilities and development opportunities.  As a leadership team, you have a great balance of strategic and operational responsibilities. What does this structure look like in terms of roles and responsibilities?”

Challenge #2

More productive Senior Management Team Meetings


An established distribution business, whose management team meetings have lost their mojo. The business is facing some new challenges and so it’s vital the senior management team provide direction and use their time as efficiently as possible.


Time with the CEO helping him to clarify:

  • what is the purpose of the Senior Management Team?
  • what is the purpose of the Senior Management Team meetings?
  • How can you best structure the meetings to ensure you achieve these objectives?

The meetings now focus much more on strategic (rather than operational) matters, and at each meeting members of the Team only bring issues to the table that pass a ‘materiality threshold’ (with criteria including for example whether or not the issue is cross-functional). The meetings are shorter, with greater clarity of purpose, enabling the Team to continue to drive the business forward.

#Challenge no. 3

Strategy Planning


A Senior Manager in a sports organisation had to prepare for a significant meeting, where the issue being discussed would have big implications for the sport.  He wanted to ensure he had prepared as effectively as possible to achieve the desired outcome.


Time with the individual, clarifying what the key challenge actually was through a process called Backwards/Forwards Planning.

This led to clarity on the overall desired outcome, and the specific objective around the meeting.  Using the OST planning formula (Objective, Strategy, Tactics) we then talked through the strategies he would employ to meet this objective, and what tactics this would involve on the ground. 

So much of this type of work comes down being clear on what you need to achieve, and why.  So much of what we do is not rocket science, but it is about asking the right questions.  And having support from someone external to your business can really help you see things differently, and more clearly. We’d love to help you too – just get in touch on



Moving from lesson to lesson – to sport – to lunch – to home – with so much going on – how often do our students take the time to really focus? And does it matter?

Talking to sports students this week we looked at the meaning and value of focus. Daniel Coyle’s “The Talent Code” suggests that the key to success is focused practice – not for hours on end – not the 10,000 hours rule – rather minutes, minutes in deep practice and often.

What does focus mean?

Concentration, avoiding distractions, reducing the perceptual field – all answers put forward in the seminar we ran.

We looked at the purposeful practice of Marion Bartoli during a USA Open Tournament, showing how she overloaded on a “rest” day in order to perform on the match day.

Purposeful Practice:

  • Specific aim in mind
  • Stretching yourself
  • Rigorous, immediate feedback

Why is focus important? 

In short if we focus on each moment at a time we get the job done and save time. It’s so easy in lessons to chat to friends to see what others are doing and then we have lost it. We looked at the implication of planning and focusing in our school day. Wow – we can achieve so much if we take time to plan the day ahead and focus on each subject as they arrive. For squash players it meant the learning of a new skill within 5 minutes which changed the result of a game from a loss to a win. For netballers focusing on shooting 50 goals in the net prior to the start of a match resulted in a success rate in the game of over 90%.

Focus – on the moment, on the day ahead – and see how much you can achieve – faster and easier.

At Sport and Beyond everything we do is about developing people - your staff and your students. With our depth of experience and expertise in leading successful teams we would like to share these ideas with your school. For more information contact:

Leading Successful Departments


When I was promoted to Head of Department I received a pay rise, a better job title but no training on leadership or the management of successful teams. What a difference it would have made if I had had access to this information, and had been given some best practice tools and techniques to use.

Managing people requires reflection and thought. Here is a snap shot of some ideas we considered last week in our work shop of key skills for effective management.

Consider the weekly team meeting – What is its purpose? How can you enable everyone to gain the most from this valuable team time? Do you make everyone feel welcome? Do you run an effective agenda? Teachers’ time is short because they are so busy so make this time enjoyable, effective and worthwhile – it makes such a difference to the team if they look forward to team meetings.

And what about delegation? Why delegate when it’s easier to do the job yourself? Why delegate because if they get it wrong it’s more time for you? Well why not delegate to grow your team, to empower your teachers because in the long term it will help you and your team to grow?

How often do you performance manage (PM) your team? Is it once a year because the head of CPD told you to? What is the purpose of performance reviews? To tick a box? To do your job? Effectively planned PM is ongoing, far more often than once a year. It’s about knowing your staff, helping them grow and develop throughout the year. It also means no nasty surprises for you or them. It results in a quick and easy annual tick box for the head of CPD to see and means that your team feel that PM is about them.

As a head of department how confident are you about decision making? When is it easy to make decisions? When is it difficult?  We look at best practice in decision making and its effect on you and your team.

At Sport and Beyond everything we do is about developing people and for schools this is your staff and your students. With our depth of experience and expertise in leading successful teams we would like to share these ideas with your school. For more information contact: or call 01904 737007. 

A Resilient Approach…


As a teacher of 20 years’ experience it’s so good to hear about a resilient approach in teaching and leadership. This week I had the pleasure of attending a Top HoD day organised by Gareth Johnson, hosted at Yarm School, listening to teachers and leaders as we discussed resilience.

Teaching teenagers we are often challenged by phrases such as – “I can’t do this, I am rubbish at maths”. As leaders we hear our colleagues say “ I haven’t got time, that’s not my job.” We discussed parents expecting A’s for their child irrelevant of their effort, - “that is the job of the teacher.” We can either accept this or challenge – in our discussions we decided to challenge.

Gemma Atkins of Ampleforth College delivered an interesting discussion of how they had approached this problem and dealt with it. Using the work of Carol Dweck we discussed the value of a growth mindset over a fixed mindset and its transformational effect in schools. Her work illustrated how praising a student for effort rather than intelligence resulted in better grades. She followed this up with the work of Moser, Schroder, Heeter, Moran and Lee which found that a growth mindset worked the brain more effectively than the fixed mindset.

Planning with a growth mindset approach enables us to think, to engage, to listen, and to grow the understanding of our people – be they students or staff.  

We looked at the importance of language and poor examples – the teacher who told the student they were the best they had ever seen in a particular sport (and the result a lack of effort in the student). Or the report that “X was a natural chemist but lacked hard work” (were they born good at chemistry?). Or the teacher who says – “We have done it this way for the last 10 years and it’s worked – why change?”.

And the teacher who believes in each student and encourages through engaging with the word – YET – “you can’t do it yet”, or the suggestion to use the phrase in answer to a question “Maybe …. And ….”

We considered the effect of children not failing in school, and learning from their mistakes. In fact, could the first time some children “fail”, be not passing their driving test on their first attempt? – 17 years of always succeeding, how is that going to help?

We looked at Famous Failures – Thomas Edison, Lionel Messi, Ophrey Winfrey and the impact of framing on their failures.

When Gemma started at Ampleforth 18 months ago with a wealth of experience as a head of department she knew Ampleforth needed more than just a new director of sport. And so, began a programme of resilience training for her staff and her sporty students. Focusing on them and their needs she used the wealth of knowledge from Sport and Beyond to deliver a series of training programmes. The result is a growing culture of resilience training, growth mindset and a changing belief in the students that they can achieve and they are just not achieving their potential – yet!

Everything we do at Sport and Beyond is about developing people – in schools this means their staff and students. For more information on our innovative approaches to developing students and staff please contact,uk.

Organisational Culture – Does it matter and what drives it?

On the bus.jpg

As a Training and Consulting company clients bring us in when they need training and decide that we are best placed to help them.  This might be for example the delivery of our Senior Management Programme, our High Performing Teams Programme, or our Driving Female Progression Programme.  Within these we use compelling insight and lessons from high performance sport, as well as evidence-based research and insight from other arenas. 

However……the ‘Consulting’ bit of how we help is also key. 

Why? Well let’s say you bring us in to deliver our Senior Management Programme. Within this we run sessions on Role and Approach, Attitudes, Behaviours, and key management skills such as delegation and running effective meetings.  One of the central tenets of our programme, attitudinal-based but which resonates all the way through, is the concept of a Growth Mindset. The belief that our abilities and talents can be cultivated and developed through intelligently applied effort, hard work, persistence, good coaching and so on.  This concept supports a certain approach towards effort, challenges, mistakes and feedback, all aimed at driving sustainable high performance.  

However, suppose this happens: we help and support the Senior Managers on the programme to understand the benefits of this approach, both in terms of their own development as Managers, but also in terms of the development of their teams.   They however turn around to us and say, “yes, this is all very well, and I totally get it and have loads of ideas now for how to embed this. But, and it’s a big BUT, I don’t think the culture of my firm/company supports this.”

This is why a firm’s organisational culture is so important, and why we spend just as much of our time consulting on this, as we do delivering actual training.  What if the Firm’s culture doesn’t support risk-taking in any form. What if the focus is purely on the bottom line, and not on the people development aspect needed to sustain this? What if the company’s culture is that mistakes are not shared, discussed and learnt from?

Through working across the business, professional services, sport and education markets, we are privileged to see some brilliant examples of successful organisational cultures.  And conversely, we see some organisations where, despite best intentions with a training programme, implementation and sustained impact are hard to achieve due to the overriding culture not supporting the intended outcomes. 

We also know from our reading and research that there are some fabulous examples from business where a successful culture has driven success (just take a look at some of the case studies in Simon Sinek’s brilliant book “Start with Why”). And of course, some opposite examples, with a key one being Enron, its obsession with ‘Talent’, and the culture this drove within the organisation. 

Elite sport has of course been in the spotlight over the last year for issues around culture, and in particular the ‘balance’ between high performance and a supportive culture.  British Cycling, Rowing and Weightlifting are a few of the sports that have been in the news on this area.  However, if you read more deeply into these situations, and move away from the headlines, you will see a compelling argument that it is possible to have a culture and environment that drives high performance, in a sustainable and responsible way.  Sir Dave Brailsford (not everyone’s cup of tea at the moment we appreciate) has said before that: “you can’t get performance on a continuous basis over a long period of time through fear.”

Along with the negative stories from elite sport, there are some compelling examples where the culture has driven success in a positive way.  One of the key determinants of the GB Women’s hockey success in Rio was the change in culture, and in particular areas that they did so well such as delegation, ownership and responsibility.  The Brownlee Brothers are another great example – Malcolm Brown realised that they needed much more autonomy over their training schedule than he was allowing other members of the Group, and duly gave them this. 

What is it?

Whilst Peter Drucker might way say that “Culture eats strategy for breakfast” defining what we mean by culture can be challenging. Yes, there are dictionary definitions, and academic definitions, but how can the average business person understand it?

We tend to find that using the analogy of a bus helps (borrowing from the well-known Leadership guru Jim Collins).  The bus’s destination is your business objective. This might be a particular turnover figure, or some other kind of specific objective/strategic aim. Your business is the bus, and there are three distinct areas that go into achieving your objective.

Having the right people on the bus (and this includes not just their skillset, but also, importantly, their attitude and behaviours).

The ‘vibe’ of the bus.  So is it a green, environmentally friendly bus? Is it a laid back, hippy type bus? Or is it sleek, chrome and minimalist?  This is the environment and culture piece. And finally

Your strategy, and the organisational structure you have in place to achieve this. This equates to the route your bus will take, what type of roads it will be travelling on, what the logistics are, and so on.

Who determines it?

Who (or what) determines a company’s culture is always a topic that drives fierce debate.  Some argue that it’s all down to the leader (whether this be a CEO or a Head in the school environment).  Others argue that it is much more intangible, and set by the amorphous mass of the ‘people’ in an organisation as a whole. Within the funded sports sector, Toni Mincello, Jess Ennis-Hill’s coach, has recently argued that it’s set by whoever holds the purse strings, and secondly by how they choose to use the money to maintain the money! 

From our experience working across the markets and organisations that we do, we have no doubt that the leader, and senior leadership team, are absolutely key in driving and embedding the right culture. 

For more information on this or any of our programmes, we’d be delighted to hear from you at or 01904 737 007.

The Ingredients Of A High Performing Team


We are often brought in to try and help teams function better; work effectively together; become more productive; and ultimately achieve better results.  Do we wave a magic wand? No. But there are some key ingredients that can hugely increase the performance of a team. 

These are summarised below, and have been drawn from decades of academic research; insight from how high performing teams have applied the key principles; and our own observations working across sport, business and education.  Throughout this blog we make reference to a timely article that came out today, looking at the success at Saracens RUFC. 

1. Common Purpose and Clear Direction

Nothing bonds a team like a shared mission.  Two great illustrations of this:

  • JFK’s visit to the NASA space center in 1962; when he noticed a janitor carrying a broom, JFK walked over and said “Hi, I’m John Kennedy, What are you doing?” The janitor responded “Well Mr President, I’m helping put a man on the moon.”
  • The mantra of the successful GB Women’s Hockey Team at Rio: “Be the difference, create history, inspire the future.” 

Then you need a clear direction to get there.

2. Know your team

Within the team, each individual must have self-awareness and understanding of how they operate and what their strengths are.  And the team as a whole must understand this about each other. 

Allocate roles and tasks accordingly (shifting the balance towards leveraging people’s strengths)

3. Get the environment and culture right

  • It has to be set and demonstrated from the top, but equally team members need to be involved in setting and driving it in order to ensure buy-in.
  • Aim for ‘psychological safety’ – a group culture defined as a shared belief held by members of a team that the team is safe for interpersonal risk-taking.  Another way of putting this is a team climate characterised by interpersonal trust and mutual respect in which people are comfortable being themselves.

How can you do this?

Get the right approach: embed a growth mindset approach, which at its core is a belief that our talents and abilities can be cultivated and developed through hard work, persistence, effort, determination and good teaching/training.  A growth mindset drives a positive response to effort, challenges, mistakes and feedback, all leading towards development and improvement.  Embedding this requires more than just training on what it means, and will include areas such as: use of language; a relentless focus on improvement, development and learning; and systems, processes and reward based on this. 

Make sure you apply the concept in an intelligent and focused way. Ultimately it comes down to a focus on improvement. Listen to this from one of the three assistant coaches at Saracens, Alex Sanderson, talking about their recent successes: “I realised that the process of getting better and of seeing improvements every day in guys like Jamie George and Owen Farrell was a bigger buzz than winning the ultimate prizes, that many people see as your defining achievements as a coach.”

Take the right attitude towards conflict: for example, approach conflict as collaborators, not as adversaries, and replace blame with curiosity.  And remember you are dealing human to human. The Saracens coaches have this year changed the focus of the team’s play.  The coaches talked about the process they went through on this: they spend hours every week, talking, agreeing, disagreeing and arguing, all with the aim of generating ideas.”

Agree a set of Values, Attitudes and Behaviours that will govern the way you operate.  Support team members to live by them, but if they can’t, remove them from your team. 

Saracens and beyond

Josh Shaw, another of the Saracens coaches, has just finished his Masters degree in coaching science.  His thesis was on the influence of a good culture on high performance.  He said this: “I wanted to look if there is a connection between culture, caring for people, looking after the individual, or whether we are doing something here that is a load of nonsense and if you have a load of good players, just go out and get on with it. It turns out we are on the right lines.”

And the final word will go to Alex Sanderson: “We don’t mind copying but we are creative in what we do.  It is about understanding how to get better. Is there a fresh way of doing things? Is there a different angle we can put on the things we are good at? You have to be aware of getting better. If you are not you will plateau and your fire has gone.”

Yes! Sustainable High Performance at Work

Last week I was incredibly privileged to be invited into the Bank of England as a guest speaker.  The focus of my talk was on sustainable high performance, with case studies from elite sport and other high performing areas to illustrate the concepts and strategies that I talked about.

The audience (a particular section of the Bank) was large, diverse, and engaged in the talk really well. Made up of people who strive, work hard and aim to do a brilliant job, they were keen to understand how to ensure this is sustainable. 

I was invited in to give the talk by a senior member of staff who I knew from my days as a lawyer. We had trained together at Magic Circle Firm Linklaters, a place where the weekends and countless late nights created a special bond between those of us who started off our working lives there. 

At the end of my talk, this friend came up to me and said: “Wow, you have certainly found your calling.”

What a wonderful thing to hear, and it prompted me to reflect on the talk I had just given, and how it related to our journey at Sport and Beyond.

Having had discussions with the lead individual at the Bank, I had tailored my talk to pick out three key areas: (i) knowing and leveraging your strengths; (ii) continuous improvement and purposeful practice; and (iii) keeping an open mind when identifying and developing talent.

Knowing and Leveraging your strengths

One of the key factors behind success in sport is that you must ‘suit’ your sport, and within that your discipline, and your position.  As Sir Chris Hoy famously said, you’ve got to love the sport, but the sport has to love you too. 

How often do we reflect on this for ourselves? “What roles suit me best at work?” “What are my natural strengths?” “Where do I add real value?” At this point in my talk I ask the audience to think about what their three greatest strengths are, and to share these with their neighbour. It is always fascinating to see how the dynamic in the room works after this question – is it quiet, do people start talking immediately etc? The next step is to emphasise and illustrate how leveraging those strengths in the workplace can be what drives real high performance. Yes we should all be aware of one or two key limiters, but time spent developing and building our strengths will have a much greater return on investment. It also leads to a more engaged workforce, and so higher levels of productivity and, importantly, retention. 

How you provide an environment and culture that facilitates this is the next question, something I went on to consider in my talk.  But my friend’s comment above made me reflect how fortunate I have been to be working in an area that really suits my strengths.  I was an ok lawyer, but fundamentally I was always much more interested in what made people tick, and the impact that attitudes and behaviours have on performance.

Continuous Improvement and Purposeful Practice

The next area I talked about was continuous improvement and purposeful practice. In this section I talk about the clarity that an elite sports coach has, in that their job, each and every day, is to help their athletes be as good as they can be.  The same goes for the athlete - their job, each and every day, is to get better.  This is what Johanna Konta, semi-finalist at this year’s Wimbledon and a player who has had the fastest rise ever up the WTA rankings, has said: “What I love about being a professional tennis player is that I get the chance to work hard every day in pursuit of getting better.” 

For most of us our jobs don’t provide such easily measurable parameters, however. But a lot of success at elite level is driven by an understanding that you are never the finished article, that you can always improve and get better.  We should not expect ourselves to be perfect. Athletes talk a lot about mastery, and the process, and focusing on this can really help to ensure that progress is sustainable and not too pressurised. This links in well with the concept of growth mindset, something that I then go on to dissect, and something that we have talked about in previous blogs here at Sport and Beyond.

Linked to the concept of continuous improvement is that of purposeful practice. An athlete doesn’t just go out and practice in a random way; practice is focused, with a particular aim in mind. It involves pushing themselves. And there is usually rigorous, and immediate feedback.  Athletes tend to be brilliant at asking for and welcoming feedback as they know this is what they need to improve.

At Sport and Beyond we try to live by these concepts as well. For me talking at the Bank of England was a part of my ‘purposeful practice.’ The venue was amazing, I was a little scared beforehand, and was very much pushing myself out of my comfort zone. I do a lot of speaking, it is one of my key strengths, and I want to make sure that I continue to improve.  I sought feedback straight away, and along with comments such as “I thought your session was delivered superbly… was a rich and engaging session” I received a couple which contained constructive criticism, which I will take on board.

Keeping an open mind when you are looking to identify talent and be the best.

For the final area I started off explaining the relative age effect bias that sport has recently woken up to.  This relates to selection periods based on calendar or school years, and the adverse impact this can have both for players, and for the team/squad/sport as a whole.  I also discussed ‘first impressions’ and how wrong they can be, using a great story that Michael Atherton tells of the two ‘Smiths’.

I then went on to refer to some great case studies within sport where keeping an open and enquiring mind has led to huge success.  Examples include Saracens rugby (whose coaches make summer learning trips each year, purposefully outside of their rugby union bubble), and Sir Dave Brailsford’s focus on creating the right teams with the right mixes, which for Team Sky involved him bringing in Tim Kerrison, a former rower, rowing coach and swimming coach, with no experience of cycling! British swimming have done something similar with Nigel Redman, whose credentials lay firmly within rugby.

Again, after the talk I reflected on our team at Sport and Beyond.  Our weekly team meetings are noisy, often quite challenging, and full of opinions and views.  We are all very different, and all approach things from very different angles. But we share a common goal, which is to grow Sport and Beyond into a business which can help as many people as possible reach their potential, and we all know and trust that that is everyone’s aim. So the diversity of background, perspective and approach is welcomed, rather than being a concern.

As ever with our blogs, we would be delighted to receive any thoughts or comments this piece might prompt, and we trust and hope that everyone is enjoying a good summer. 

Embedding Confidence

If I was to ask you “What are the 3 greatest strengths that you bring to the workplace” what would your answer be? Go on, have a think…..

For me, it’s the ability to inspire people, a positive attitude, and the energy that I bring to all I do.  But if you had asked me that question a few years ago, I would have really struggled to know what to say.

Many of us find it hard to recognise and then articulate our strengths. Perhaps we don’t see them as strengths as they are just things that we find easy.  Or perhaps we haven’t sat down and distilled down what it is that sets us apart from others at work; what are the areas where we add real value.

In addition to the general training programmes that we run for our clients, we have a fairly strong female narrative running through our business. We have worked on female initiatives and programmes with clients ranging from international law firms, via large corporates such as BT, through to female sports coaches. And what is fascinating for us is how strong the link is between issues women might have in the corporate world, and issues they might have in the world of coaching. In both ‘worlds’ there is a huge focus at the moment on barriers to progression. 

For both sectors, entry barriers have been for the large part removed, and opportunities are there for all. So what is it that’s stopping women progressing through the ranks as they should be, and fulfilling their potential? Well, each sector, and within that each specific area (ie within the business world - commerce, professional services, entrepreneurs etc) has its own challenges and issues. But a common factor, which comes up time and again, not just in research but in our own experiences straddling the different industries, is confidence.  Of the women themselves.

So that’s the challenge. How do we then support people in solving it? We find that the most effective starting point to begin to grow and increase that confidence is our ‘know your strengths’ piece. You can’t build someone’s confidence by just telling them to be confident, or telling them that they are great.  They need to have a sufficient level of self-awareness and understanding to be able to appreciate what their strengths are, and how they can leverage those to become truly excellent at what they do.  Independent research carried out across a selection of corporates has shown that women tend to fall down in three areas: the ability to recognise their strengths; the ability to articulate their strengths; and building good, strong networks.  On this last point, women often think that an ability to do a job well is enough to get you recognised and promoted appropriately.  However, it is vital to build supportive networks, not just because it can enhance your chances of progression and promotion, but because it can have a significant impact on your development. 

The other area that we find is key for women across the sectors is in terms of mindset. Specifically how concepts such as growth mindset, stretch zone, and resilience, can help women to relish challenges and development opportunities, and learn from situations where things go wrong.  A better understanding of these, and tools and techniques to apply and embed them, can make a huge difference to how women drive and perceive their development.

There is a huge focus at the moment in sport on growing the numbers of female coaches, and helping them to develop and ‘stick at’ their coaching.  So we are delighted to be launching our Programme, designed specifically at female coaches, Embedding Confidence in Your Coaching.  As part of the roll-out of this course we will be running a 1-day Conference on 6th September at the National Badminton Centre in Milton Keynes, in conjunction with the Female Coaching Network.  Please do get in touch to find out more by emailing

For those in business who would like to find out more about our female specific programmes (where we also offer the chance to hear the inspirational thoughts on world class female athletes) please get in touch to find our more by emailing