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At some point in your career, something just starts to shift a bit.
You’re doing your job well, sometimes really well and people start coming to you for input more often than they used to. You’re trusted with more responsibility, you’re influencing decisions without necessarily having the formal title and on paper it probably looks like you’re already moving in a leadership direction. But it doesn’t always feel like that on the inside. A lot of people in that position don’t fully see themselves as leaders yet. Not really. So what tends to happen is they wait. They wait for it to become more obvious, or for someone to confirm it, or for a promotion to make it feel official before they step forward and own that identity. And I think that’s where a lot of people quietly get stuck. Not because they aren’t capable, but because no one has really explained what “ready” actually looks like in practice. I see this pattern quite a lot Across different roles and industries, I worked in during my corporate careers as well as in conversations I’ve had over the years, I’ve noticed it’s rarely a capability issue when people don’t progress. It’s more that they don’t always know how to translate what they’re already doing into something that reads as leadership. So they downplay it. They assume it’s just part of doing a good job. They wait for someone else to notice. Or they hold back a bit because they still feel like they’re “not quite there yet”, even though from the outside they often already are. And I don’t think that’s a confidence issue in the way it’s sometimes described. It’s more of a clarity issue. Because if no one has ever shown you what leadership looks like before the title, it’s very hard to recognise it in yourself. I’ve been in versions of that myself When I first started working, I wasn’t thinking about leadership at all. I was just focused on doing my job properly, whether that was in retail or in early administrative roles. But over time, things naturally started to change. I was given more responsibility, people started asking for my input, and I found myself in situations where I was effectively leading before I had ever defined myself that way. I remember one of the more uncomfortable shifts was moving into a supervisory role and managing people I had previously worked alongside as peers. That dynamic change forces you to grow quite quickly, because suddenly it’s not just about doing the work anymore, it’s about how you show up for other people while still figuring it out yourself. And then there were moments like running a busy department during peak trading periods, where leadership becomes less about theory and much more about staying steady, making decisions under pressure, and helping other people stay focused when things are intense. Looking back, I think the biggest learning wasn’t about processes or management techniques. It was simply realising that leadership doesn’t suddenly switch on when you get a title. In most cases, it’s already been happening in smaller ways long before that. You just don’t always name it that way. Most people are further along than they think One of the things I’ve come to believe quite strongly is that a lot of people underestimate how much leadership they’re already doing. Because leadership isn’t just a formal role. It shows up in how you handle responsibility, how you influence the people around you, how you step in when something needs direction, or how you help others make sense of what’s going on. The issue is that those things often get filed under “just doing my job well”, rather than being recognised as leadership behaviours. So people stay in this slightly odd in-between space where they’re doing leadership-level things, but not necessarily seeing themselves that way. And when that happens, it’s very easy to wait for external validation before you move forward. The shift that tends to change things From what I’ve seen, the real shift doesn’t usually happen when someone gets promoted. It happens a bit earlier than that. It’s when someone starts to behave more intentionally in that space, even before anything official changes. When they start to take more ownership in conversations, when they make their impact more visible rather than just relying on it being recognised, and when they stop waiting to be invited into leadership and instead start stepping into it in small, consistent ways. It doesn’t feel dramatic at the time. It’s usually quite subtle. But over time, it changes how other people see them, and just as importantly, how they see themselves. And once that shift happens, progression tends to feel less like a mystery and more like a natural next step. Not because the system has changed, but because their positioning has. This is what made me want to explore it more Over the years, through coaching, conversations, and just observing how people move through these transitions, I kept noticing the same pattern repeating. Capable people doing solid work, sometimes exceptional work, but still hesitating at a very specific point. That moment where they’re close enough to leadership to be considered for it, but not yet fully stepping into it themselves. And I think that’s the bit that often gets overlooked. Not the early career stage and not the fully established leadership stage, but that in-between transition where a lot of people either move forward or quietly plateau. That’s really what led me to write my book which is due to be published at the end of June: From Ready to Leader: Navigating the Leadership Leap – How to find, win and thrive in your first or next leadership transition Not as a theory of leadership, but as a way of making that transition feel a bit clearer, more intentional and less dependent on guesswork. A final thought If you’ve ever found yourself thinking something like, “I know I can do more, I just don’t quite know how to step into it,” then you’re probably already closer than you think. Not at the beginning, and not quite at the destination either, but in that in-between space where leadership is already starting to form, even if you haven’t fully called it that yet. And in my experience, that’s often exactly the point where things are ready to change.
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In every industry, recognition matters. Yet many people still see awards as something reserved for celebrities, multinational corporations, or the “elite” few at the top of their profession. The reality is very different. Awards can play a powerful role in the growth, confidence, credibility and visibility of anyone — whether you work for an organisation or run your own business.
Awards are not simply trophies on a shelf. They are tools for personal and professional development and they can transform how others perceive your value and how you perceive yourself. Awards create credibility In a world full of competition, people are constantly looking for reassurance that they are making the right choice — whether hiring an employee, selecting a consultant, choosing a supplier, or investing in a business. Awards provide independent validation. They demonstrate that your work, expertise, or contribution has been recognised by others. This external endorsement often carries more weight than self-promotion alone. For employed professionals, awards can strengthen internal reputation within an organisation and position individuals as future leaders. For self-employed professionals and entrepreneurs, awards help build trust with clients, customers, and partners. Recognition tells the world: “This person or business is doing something worth noticing.” Awards have become part of my marketing strategy This year, I’ve started to view awards differently. Rather than seeing them as “nice to have”, I now see them as an intentional part of my marketing and visibility strategy.
But because external recognition helps build trust, increase visibility (you never know who you will meet at an Awards event or sees your post about it on social media) and ultimately allows me to help more people. As a self-employed business owner, I know that people want reassurance before they invest in someone’s services. Awards provide another layer of credibility and confidence. They show that others recognise the value of the work you do. I’m also being selective about the awards I enter. For me, it’s important that they align with my values, my business, and the impact I’m trying to create. So far this year, I’ve been incredibly proud to be recognised in two awards programmes with hundreds of entrants. I was awarded Silver for Best Solopreneur (Under 7 Years Trading) at the Best SME Awards in April, and I was also selected as a finalist for the Woman Who Achieves Awards. Honestly, being shortlisted alongside so many inspiring people felt like an achievement in itself. It reminded me that awards are not always about the final result. Sometimes they are about recognition, visibility, confidence and knowing your work is making an impact. Awards build confidence Many talented people underestimate themselves. They work hard, deliver results and create impact, yet rarely pause to acknowledge their achievements. It is something that I know I didn’t do enough of when I was in corporate life, try to do now and help my wonderful clients to do now. Entering awards encourages reflection. The process itself often reveals just how much has been accomplished over time. Writing an application forces people to evaluate their successes, challenges overcome, innovation and measurable impact. Even being shortlisted can be incredibly empowering. Awards remind people that their work matters … and confidence often leads to bigger opportunities, stronger leadership and greater ambition. Awards open doors Recognition creates visibility with an award nomination, finalist position, or win leading to:
For employed individuals, awards can support promotion opportunities and establish industry authority. For self-employed professionals, they can become a key differentiator in a crowded marketplace. Awards often create conversations that would never have happened otherwise. Awards motivate growth One of the most overlooked benefits of awards is the motivation they create. When individuals or businesses aim for recognition, they naturally raise their standards. They become more intentional about innovation, customer service, leadership, culture, and results. Awards encourage continuous improvement because they provide benchmarks for excellence. They also create momentum. Success in one award programme often inspires people to pursue bigger goals, expand their vision, and strive for greater impact. Awards celebrate the journey … not just the destination Too often, people wait until they feel they have “made it” before considering awards. But awards are not only for finished success stories. They recognise progress, resilience, creativity, leadership and contribution at every stage. Small businesses, start-ups, freelancers, employees, charities and community leaders all have stories worth telling. Awards give people permission to celebrate achievements that may otherwise go unnoticed. Recognition is not arrogance, it is acknowledgement of what you personally bring to what you do. Final Thoughts Awards should not be viewed as vanity projects or exclusive clubs. They are opportunities to recognise effort, celebrate excellence, and build momentum for future success. Whether you are employed, self-employed, running a start-up, leading a team, freelancing, or building a personal brand, awards can help elevate your profile, strengthen your confidence and open new doors. Most importantly, awards remind us that hard work deserves recognition. And sometimes, the biggest value is not the award itself — it’s the confidence, credibility and visibility that come from putting yourself forward in the first place. When people think about choir, they usually picture rehearsals, concerts and learning songs … but the recent residential at Dunfield House last weekend which I volunteered at for Singing Community of Choirs was about so much more than that. Yes, there was plenty of singing, but what really stood out were the life skills the children developed along the way, skills that will help them far beyond school and into future careers.
From the moment we arrived, everyone was encouraged to be more independent. Mealtimes, for example, weren’t just about eating. Pupils collected their own meals, made choices about what they wanted for lunch and took responsibility for clearing up afterwards. These might seem like small tasks, but they build organisation, decision-making and personal responsibility - all essential skills in any workplace. For many, it was also a chance to experience a bit of independence away from home. Making their own beds, keeping rooms tidy and managing their belongings gave them a real sense of ownership. By the end of the trip, even those who were unsure at the beginning were much more confident. Learning to manage yourself is a huge part of growing up and something employers value highly. We also made sure there was plenty of time for fun, but even that came with its own set of skills. Activities like the quiz, bingo, and scavenger hunt encouraged teamwork, communication and problem-solving. Whether they were working out answers together or racing to complete challenges, the pupils had to listen to each other, share ideas and cooperate … just like they would in a team at work. Our older choir members really stood out during the residential. They took on informal leadership roles, helping to look after the younger pupils, guiding them through routines and making sure everyone felt included. These moments showed maturity, empathy and leadership - qualities that are incredibly important in careers where teamwork and responsibility matter. One of the biggest highlights for many was running the tuck shop. Everyone took turns being in charge, which meant handling money, organising stock and working together to keep things running smoothly. It was a fun activity, but it also introduced key skills like customer service, teamwork and basic financial awareness - skills that link directly to real-world jobs. At the end of the residential came the final challenge: packing up, with no parent help! It was a great test of independence and organisation. Somehow, everything was packed, rooms were checked and we were ready to go. It really showed how much the pupils had grown in confidence over such a short time. While the music is always at the heart of choir, this residential showed that being part of it helps develop so much more. Independence, teamwork, leadership, communication and responsibility are all skills that will support the children in whatever paths they choose in the future. It was a fantastic few days, not just for the singing, but for the growth, confidence and life skills we saw in every single pupil. #ChoirLife #ChoirResidential #StudentLeadership #LifeSkills #LearningBeyondTheClassroom #Teamwork #Independence #ConfidenceBuilding #StudentVoice #FutureSkills #CareersEducation #SkillsForLife #PupilLeadership #ResidentialLife #Responsibility #GrowingUp #Collaboration #CommunicationSkills #StudentExperience If you’ve been paying even a little attention to the world of work recently, you’ve probably seen the steady stream of headlines about changes to UK employment law.
I’ll be honest, the legal detail itself isn’t the interesting part. What is interesting is what sits underneath it. These changes shape how people are hired, how they’re treated at work and how secure or confident they feel in their jobs. That’s the bit that really matters. I started my career in HR and now spend most of my time supporting people through career decisions, so I tend to look at this through a very practical lens: what does this actually mean in real life? Before getting into it, one quick note, this blog isn’t legal advice. Think of it as a plain-English view of what’s shifting and why it’s worth paying attention. So, why is employment law changing now? Put simply, work has changed … a lot. Over the past few years we’ve seen:
The legal framework is now trying to catch up with that reality. A lot of these changes sit under what’s often referred to as the Employment Rights Bill. But stepping back from the policy detail, the bigger shift is this: Work is slowly moving away from “the job fits the employer by default” …towards “work needs to fit around people’s lives in a fair and transparent way.” You don’t have to agree with every change to see that this is the direction things are heading. 1. More rights from the start of a job One of the biggest shifts is around “day one” rights. Traditionally, many protections (like unfair dismissal) only fully kick in after a certain period — often two years. That’s shaped how employers think about hiring risk and probation periods for a long time. What’s changing is the idea that more of these protections should apply much earlier. In practice, that could mean:
From experience, this is quite a big cultural shift for organisations. It changes how cautious (or confident) employers feel about hiring and it also changes how secure people feel when starting something new. 2. Flexible working isn’t really a “perk” anymore Flexible working has been heading in one direction for years — and that direction is now pretty clear. It’s no longer something you’re expected to earn over time. It’s becoming part of the standard conversation from the start. That doesn’t mean everyone can work from home whenever they want. But it does mean:
From a careers point of view, this is huge. Flexibility isn’t just about convenience anymore — it’s directly tied to job satisfaction, retention and whether people stay or leave. 3. Changes to sick pay and basic protections This one sounds technical, but it has a very real impact. Statutory sick pay hasn’t always covered everyone, particularly lower earners. The direction of reform is to make it more accessible so fewer people fall through the gaps. What that means in practice:
For employers, it puts more weight on having clear, fair absence policies — not just on paper, but in how they’re actually applied day to day. 4. A closer look at “one-sided flexibility” There’s also more scrutiny on working practices that have historically been labelled as “flexible” — but don’t always feel that way for workers. This includes things like:
The aim isn’t to remove flexibility altogether. It’s to rebalance it. Because flexibility works best when it goes both ways — not when all the uncertainty sits with the employee. 5. Enforcement is getting stronger This is one of the less talked-about changes, but it’s an important one. Historically, a lot of employment law has relied on individuals raising claims themselves — often through tribunals. There’s now more focus on:
For employees, that could mean better protection without immediately having to escalate things. For employers, it raises the bar on consistency. It’s not just about having the right policies — it’s about actually following them. What this means if you’re an employee At a high level, your baseline protections are gradually getting stronger. In real terms, you might notice:
That said, there’s always a gap between what exists on paper and what happens in practice. The culture of your organisation will still make a big difference. What this means if you’re an employer For employers, this is really about keeping pace. The organisations that handle this kind of change well tend to do a few things consistently:
If I think back to my time in HR, most issues didn’t come from bad intent. They came from inconsistency, unclear communication, or managers not feeling confident in what they were doing. These changes make those gaps harder to ignore. The bigger picture It’s easy to get caught up in the detail, but zooming out, the direction is fairly clear. The UK workplace is moving towards:
This isn’t happening overnight and not everything is fully in place yet. But the trajectory is there. Final thought For me, the most interesting part of all of this isn’t the legislation itself. It’s what it signals about where work is heading. Work is becoming more structured around real life, more transparent, and more deliberate in how fairness is applied. That creates both opportunity and responsibility — for organisations and for individuals navigating their careers. And as always, if you’re trying to work out what this means for your specific situation, it’s worth speaking to someone qualified who can give tailored advice. If you want some further information visit 11 employment law changes in April 2026 (updated) Introduction – why LinkedIn feels awkward for leaders
You’ve worked hard to get where you are. You’ve led teams through chaos, made tough calls and delivered results. Yet when it comes to LinkedIn posting, it all feels… a bit cringe. Sharing your expertise feels like bragging. Here’s the thing. Being visible online isn’t about showing off. It’s about influence, credibility and letting the right people see the leader you already are. Done well, LinkedIn can be like your professional stage, without you having to shout from it. And if you ever feel stuck, that’s where I help. I work with leaders to optimise their LinkedIn profile so it truly reflects their experience, strengths and leadership style. Then, in a 60-minute follow-up session, we look at practical ways to make the most of LinkedIn, whether it’s posts, engagement or building your network strategically. Why leaders need a LinkedIn brand Even if you’re not actively job hunting, people are watching. Your peers, clients, potential collaborators and recruiters all take notice of how you show up online. A strong leadership presence helps you:
Think of it as a digital handshake that says, “I know my stuff and I’m worth listening to.” The mindset shift – from self-promotion to value sharing Here’s the secret. Stop thinking about LinkedIn as a stage to show off. Start thinking about it as a space to help others. Instead of “look at me”, ask yourself “how can I help my network today?”
If you focus on value, no one will think you’re boasting. They’ll think you’re a leader worth following. Step-by-step guide to building your leadership brand 1. Know your leadership focus What makes your perspective different? Are you brilliant at scaling teams, driving change, or sparking innovation? Your niche is your secret sauce. 2. Make your profile work for you
If you’re unsure where to start, I help leaders set up a profile that truly represents their leadership style, so it reflects your experience and opens doors. 3. Share content that feels real Mix it up:
Here’s a real example. One client, R, worked with me to set up their LinkedIn profile and then completed the follow-up 60-minute session. At the time, they were facing redundancy. By posting about their current situation and sharing their experience honestly, a connection of one of their contacts saw the post. They got in touch about a role they were recruiting for, and R ended up securing it. It’s a perfect demonstration of how visibility, authenticity and the right guidance can create real opportunities. 4. Engage with others
5. Consistency beats volume Two posts a week and a few comments are more powerful than an occasional essay-length post. If you want guidance on making your activity count, my 60-minute follow-up session helps leaders plan their content and engagement strategy, so you get the best return for your time. Quick wins for those who don’t like posting
Pitfalls to avoid
Take the first step today Your voice deserves to be heard. Start small. Write one post this week sharing a lesson learned, a team win or an insight your network can use. If you’d like a little help, I work with leaders to set up their LinkedIn profile and then follow up with a 60-minute session to make sure every post, comment and connection counts. Just like R, you could turn a simple, honest post into an opportunity you hadn’t expected. Before long, sharing your leadership thoughts starts to feel less like self-promotion and more like doing what leaders do best – helping others grow. How to Talk About Your Achievements Without Sounding Boastful – On Your CV and in Interviews2/2/2026 Let’s be honest. Talking about your achievements can feel a bit awkward. You want people to know what you’ve done but you don’t want to come across as arrogant. I get it. We’ve all been there.
The trick is all in how you frame it. Whether it’s on your CV or in an interview, it’s not just about listing what you’ve done, it’s about telling a story. For example, instead of writing “Increased sales by 30 percent” on your CV, you could write “Contributed to a project that helped improve team sales by 30 percent, through developing new client strategies”. It’s clear, factual and professional, but it doesn’t read like you’re bragging. In interviews, the same idea applies. You can share your achievements without sounding boastful by framing them as experiences and lessons. For instance, rather than saying “I’m great at leading projects”, you might say “I really enjoyed leading the last project because it taught me how to keep a team motivated under tight deadlines, and it was great to see the positive results we achieved together.” You’re showing skills, impact and teamwork all in one go. Another trick is to focus on the team or the people you worked with. Very few achievements happen alone. On your CV, you can subtly indicate collaboration with phrases like “Worked with a team to…” or “Part of a group that delivered…”. In an interview, you can mention colleagues or mentors and how you learned from them. It makes you sound self-aware and professional rather than self-centred. You can also use the “lesson learned” approach. Employers love hearing about growth as well as results. On your CV, this can be reflected in short achievements that mention the skill gained, for example “Managed a client portfolio, improving client retention and strengthening communication skills”. In an interview, you can expand this into a story about the challenges you faced and how you overcame them. It makes the achievement feel real and relatable. Timing and relevance are key too. You don’t need to cover every single thing you’ve ever done. On your CV, tailor your achievements to the role you’re applying for. Pick examples that are most relevant and that show the skills the employer is looking for. In an interview, answer questions with achievements that match what they are asking about, rather than listing everything. It makes you sound thoughtful and intentional rather than boastful. Tone matters as well. Words like “I’m proud of” or “I’m pleased to have contributed to” work well because they are honest but not over the top. On your CV, you can use active verbs like “led”, “developed”, “improved” without adding unnecessary adjectives. In conversation, phrases like “I had the chance to…” or “I was part of a team that…” can convey confidence without arrogance. Finally, let’s not forget stories. People respond to stories more than lists. On a CV, each bullet point can show action and impact. In an interview, frame your answers as mini-stories: situation, action, result. Add a bit of reflection or learning if you can. It makes your achievements memorable and approachable. Quick Tips for Sharing Achievements on Your CV and in Interviews
In conclusion, talking about achievements doesn’t have to be scary. Whether you’re writing your CV or preparing for an interview, it’s all about sharing your story in a way that’s honest, professional and relatable. Focus on impact, teamwork and learning and you’ll come across as confident without ever sounding boastful. January often brings fresh ambition.
New roles. New goals. New leadership aspirations. But 2026 has arrived with a very different backdrop. With unemployment nudging towards 5% and around 1.8 million people actively seeking work, the leadership market is tighter, more competitive and far more cautious than many expect. At the same time, the cost of hiring has risen sharply, averaging around £6,500 per employee and exceeding £19,000 for management roles. For organisations, every leadership hire now feels like a high-stakes decision. For leaders, this means one thing: progression is no longer just about being good at your job. It’s about being the right choice in a risk-averse market. Why Leadership Transitions Are Harder in 2026 In buoyant markets, leadership moves are often driven by potential. In tighter markets, they are driven by perceived certainty. Boards and executive teams are asking:
As competition increases, organisations become more selective, particularly for senior roles. External hires face deeper scrutiny, longer processes (4+ stage interview processes are not unusual at the moment) and higher expectations. Internal candidates are favoured, but only when they are clearly positioned as ready. This is why so many capable leaders find themselves frustrated:
Performance Alone Is No Longer Enough One of the biggest myths I see among leaders is this: “If I just keep performing, I’ll be noticed.” In 2026, performance is the baseline, not the differentiator. Leadership progression now depends on:
The Hidden Advantage of Internal Credibility In a crowded market, internal candidates often hold an overlooked advantage: trust. You already understand:
However, internal credibility doesn’t automatically translate into progression. Many leaders undersell themselves internally, assuming “people already know what I do.” In reality, senior decision-makers are often unclear about:
This is where leaders either stall … or step up intentionally. What Leaders Must Do Differently in 2026 If you’re aiming to move from:
That means: 1. Getting Clear on Your Leadership Value Most leaders struggle to articulate their true strengths because they’re too close to their work. As a Career Transformation Coach, this is where I start, helping leaders identify, translate and elevate their skills. Through coaching and my proprietary toolkits, we:
This clarity becomes the foundation for everything else. 2. Aligning Your Profile to the Next Role — Not the Current One Many CVs and LinkedIn profiles reflect where someone has been, not where they’re going. In a risk-averse market, this creates doubt. I work with leaders to:
3. Being Seen as a Low-Risk, High-Impact Choice In 2026, organisations don’t just hire capability, they hire confidence. Confidence that you:
This is not about bravado. It’s about intentional positioning, supported by evidence, language and presence. A Final Thought for January If your goal this year is leadership progression, ask yourself: Am I relying on performance alone or am I actively shaping how my leadership is perceived? In a crowded market, the leaders who progress are not always the most talented … they are the ones who understand the game being played and choose to play it strategically. If you’re navigating a leadership transition in 2026 and want clarity on your next move, this is exactly the work I support leaders with - from uncovering your true strengths to positioning you confidently for what comes next. If now is the right time to be more intentional about your progression, you can book time in my calendar here: [Calendly - Kathryn "The Career Owl" 🦉]. January is the perfect time to stop hoping and start planning. Redundancy is one of those words that can stop people in their tracks. Even when it is handled well, it can knock confidence, trigger worry about the future and leave people questioning their value. I have seen this from both sides, earlier in my career, when I worked in HR and supported redundancy processes and over the last six years working directly with clients whose roles have come to an end. That dual perspective has shaped my strong belief that outplacement support is not a “nice to have”. It is one of the most human and responsible things an organisation can offer when roles are coming to an end.
Outplacement is often talked about purely in the context of redundancy. But I have also worked with an organisation that offered this support to anyone leaving the business, including probationary terminations and the end of temporary contracts. Seeing the impact of that approach only reinforced how powerful this support can be. From a career transformation perspective, outplacement can be genuinely life changing. Redundancy is not a failure but it often feels like one. Even when people understand the business reasons behind redundancy, it is still deeply personal. Jobs are tied to identity, security and self worth. In HR, I saw how carefully processes could be designed and still land painfully. In my work with clients since, I have seen the emotional impact long after the consultation meetings have ended. Outplacement support helps interrupt that spiral. It reframes redundancy as a transition rather than an ending. With the right guidance, people can start to see their skills clearly again, understand what they want next and regain a sense of control. Without support, many people rush into the next role out of fear. With support, they make better, more confident choices. What good outplacement actually does At its best, outplacement is not just about polishing a CV or teaching interview technique. It is about helping someone reconnect with who they are professionally. That might include:
Over the last six years, I have watched clients use redundancy as a catalyst for meaningful change. Many step into roles that suit them better than the one they lost, something they may never have explored without support. The organisational benefits are real When I worked in HR, I saw first hand how difficult redundancy decisions can be for leaders too. Offering outplacement was one of the few ways organisations could genuinely soften the impact. How people are treated on the way out is noticed by those who remain. It affects morale, trust and engagement. Employees watch closely to see whether values are lived or just written on a website. Outplacement support sends a clear message: we value people as humans, not just as job titles. It also protects employer brand. People talk. They post on LinkedIn. They share their experiences with peers. An organisation that supports people through difficult exits is far more likely to be spoken about positively. Extending support beyond redundancy One of the most forward thinking approaches I have seen is an organisation that I have worked with on and off over the last 3 years offers outplacement to anyone leaving, regardless of the reason. If a probationary period did not work out, the individual still received career support. If a temporary contract ended, they were not simply shown the door. If the individual is made redundant, they receive career support. From both my HR background and my coaching work, I have seen how this approach reduces stigma. People are less likely to internalise a probationary termination as personal failure when they are met with compassion and practical help. A more human way to handle change Career paths are no longer linear. People will change roles, industries and working patterns multiple times. Organisations that recognise this and support people through transitions are leading the way. Outplacement is not about prolonging the employment relationship. It is about ending it well. Having seen redundancy from the inside as an HR professional and from the outside as a career coach over the last six years, I know how powerful this support can be. With the right outplacement in place, redundancy can become a turning point rather than a setback. In a world where change is constant, that kind of support is not just kind. It is essential. If your organisation is navigating change and you are considering how best to support people through transitions, I would love to have a conversation so please email me at [email protected] Can you believe December is here already?
It’s that curious time when the year feels like it’s flown by and yet also like it has lasted forever. Offices quiet down, evenings get longer and suddenly there’s space to pause, reflect and imagine what’s next. If 2025 felt busy, overwhelming or full of surprises, now is the perfect moment to take stock of your career, celebrate your wins and start thinking about what you want for 2026. Step 1: Look Back Before You Leap Forward Before rushing into New Year’s resolutions, take a gentle look back.
Perhaps you completed a tricky project, learned a new skill or simply showed up consistently, even on the tough days. All of these count. Your mini exercise: Grab a notebook or your phone and answer these questions:
Sometimes writing these down makes them feel much more real. You might be surprised at just how much you’ve accomplished. Step 2: Learn from Challenges Not everything went according to plan and that is perfectly normal. The value comes from what you learned along the way. Challenges are stepping stones, not roadblocks. They reveal your strengths, your priorities and sometimes where you might want to adjust your path. Reflection prompts:
Think of these questions as a friendly check-in rather than a test. The aim is curiosity, not criticism. Tip: Jot down one challenge you thought was negative but actually taught you something useful. Celebrate that little lesson, it counts! Step 3: Dream Forward to 2026 Once you’ve reflected on the past year, it’s time to look ahead.
Whatever it is, allow yourself to dream and plan, even if it’s just one small step at a time. Reflection prompts:
Mini exercise: Write down three small goals for the first three months of 2026. Breaking things down into manageable chunks makes them feel achievable rather than overwhelming. Friendly nudge: Your goals don’t need to be perfect. Think of them as a compass, not a map. Step 4: Celebrate Your Progress Don’t rush past this part. Recognising your effort is a win in itself. You made it through another year, learned new things and moved forward in ways that might not always be visible. Celebrate even the little victories. Mini celebration ideas:
Step 5: Take the Next Step with Curiosity Reflection is not about judging yourself. It’s about understanding, appreciating and making thoughtful choices for the future. 2026 is a blank page waiting for you to shape it in ways that feel meaningful. Small steps, consistent effort and curiosity will take you far. Final reflection prompt: If you could give yourself one piece of advice for 2026, what would it be? Conclusion December is a gentle invitation to pause, look back and take stock. Reflecting on your achievements, learning from challenges and imagining what you want for 2026 is not just useful, it’s empowering. By celebrating your progress and setting small, thoughtful goals, you give yourself the chance to step into the new year with clarity, confidence and curiosity. Remember, reflection is not about perfection or pressure. It’s about understanding where you’ve been, appreciating what you’ve learned and choosing the direction you want to take next. So grab your notebook, a cup of something cosy and start dreaming a little for 2026, you might surprise yourself with what you discover. As you climb the leadership ladder, the way you approach job searching shifts dramatically. For early-career professionals, applying through job boards and submitting CVs may be enough to land interviews. But once you’re aiming for leadership roles, the game changes. Success hinges less on applications and more on your network, reputation and strategic visibility.
1. Leadership Roles Aren’t “Found”—They’re Connected At senior levels, many roles aren’t even advertised publicly. Companies often rely on referrals, internal recommendations, and industry connections to fill leadership positions. This means that who you know (and who knows you) can be far more important than where you apply. Actionable Tip: Start mapping your network. Identify mentors, peers and industry leaders you respect. Reach out for advice, informational chats and introductions. Treat networking as an ongoing investment, not just a tactic when job searching. 2. Your Reputation Precedes You In leadership searches, hiring managers are buying into you as a brand. Your achievements, leadership style and the results you’ve driven matter, but so does the perception of your influence, credibility and ability to lead teams. Actionable Tip: Ensure your LinkedIn profile, industry contributions and public presence reflect your leadership story. Share insights, lead discussions and highlight successes without bragging. Thoughtful visibility can spark opportunities organically. 3. Targeted Outreach Beats Mass Applications Sending your resume to ten companies rarely works at higher levels. Instead, successful candidates research target organisations, understand their needs and make a strategic approach, often through a trusted intermediary or a direct conversation with a decision-maker. Actionable Tip: Identify the companies or roles you aspire to. Find connections inside, reach out strategically and demonstrate how your unique leadership skills align with their strategic goals. 4. Timing and Patience Are Crucial Leadership roles take longer to land. The search process involves multiple stakeholders, cultural fit assessments and sometimes discreet negotiations. Rushing or mass-applying can signal desperation rather than confidence. Actionable Tip: Treat your job search as a campaign. Set goals for networking, research and thought leadership each week. Keep a long-term view, sometimes the right opportunity appears when you least expect it. 5. Invest in Mentors and Sponsors Mentors advise; sponsors advocate. Both are invaluable at higher levels. Sponsors actively champion you for opportunities, often behind the scenes, giving you access to roles that aren’t publicly available. Actionable Tip: Cultivate relationships with senior leaders who believe in your potential. Be generous with your own support to others, it often comes back in ways you can’t predict. Conclusion: Moving into leadership (or ascending to higher-level leadership roles) is less about job boards and more about people, perception, and strategic positioning. Start building your network, enhancing your visibility, and nurturing relationships now, so when the right role opens, you’re not just ready—you’re known. |
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📸 All photos of Kathryn "The Career Owl" are taken by the amazing Photographer Katie Needle
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