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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
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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. October is not just about autumn colours and year-end targets. It is also a turning point in the business calendar. As the final quarter unfolds, organisations begin refining next year’s strategy, setting budgets, and making succession decisions. For senior leaders, whether directors, vice presidents or senior vice presidents, who aspire to move into the C-suite, October is the perfect time to reflect, recalibrate and reposition.
If you are serious about stepping into an executive role, here are some key areas to focus on this season. 1. October as a Career Turning Point Year-end conversations often shape promotions, succession plans, and leadership development opportunities. While the year may feel as though it is winding down, decisions about who is ready for the next step are often ramping up. By taking stock now, you can align your career ambitions with your organisation’s priorities and ensure you are visible when opportunities arise. For more insights on this, listen to Series 9 of my podcast, Your Path to Career Success, which is aimed specifically at senior leaders seeking to make the leap into the C-suite. 2. From Functional Expert to Enterprise Leader The move from senior leadership to the C-suite requires a shift in perspective. It is no longer enough to lead your function well. You must show that you can think and act for the organisation as a whole.
This transition is about expanding your impact and being recognised as someone who can shape the business in its entirety. 3. Elevating Your Leadership Brand At the executive level, strong performance is expected. What differentiates leaders is presence and influence. Consider:
Strengthening your leadership brand now ensures that when succession discussions take place, your name is one that carries weight. 4. Building the Right Relationships Progression into the C-suite does not happen in isolation. Sponsors, mentors and allies are often crucial. October is an ideal time to strengthen relationships with key influencers in your organisation. Think about:
5. Your October Action Plan Here are some practical steps you can take:
If you want structured support to set yourself up for 2026, my Unlock Your Career Potential three-month coaching programme has spaces available in October. It is designed to help senior leaders like you plan the transition to the C-suite with confidence. 6. Looking Ahead: 2026 and Beyond A successful transition is not about one promotion but about sustained readiness for the future. By acting deliberately this October, you are preparing not only for 2025 but also laying the foundations for long-term impact. Align your growth with where your organisation and industry are heading and you will be viewed as not only ready but vital to the next phase of leadership. Final Thought October is more than the final push of the year. It is the launchpad for your next chapter. By broadening your perspective, strengthening your leadership brand, and building the right relationships, you can position yourself as the leader your organisation will need in the C-suite. For practical strategies, inspiration and step-by-step guidance, tune into Series 9 of Your Path to Career Success and consider joining Unlock Your Career Potential this October to start 2026 on the front foot. #C-Suite #LeadershipDevelopment #CareerTransition #ExecutiveLeadership #SeniorLeaders #CareerGrowth #LeadershipBrand #ProfessionalDevelopment #CareerCoaching #YourPathToCareerSuccess #UnlockYourCareerPotential #CareerStrategy #FutureLeaders #LeadershipJourney #ExecutiveCoaching There is something about September that has always felt like a new beginning. Maybe it is the old rhythm of the school year still running in the background, or the shift in the seasons, but it seems to bring with it a quiet reset. The holidays are behind us, the air feels a little crisper, and there is often a sense of renewed focus.
For me, September has always had that “back to school” energy. Even as an adult, I can’t shake the feeling that this is the time to sharpen my pencils, buy a new notebook, and get myself organised. January might officially be the new year, but September feels like the true turning point. And it is not just a feeling. From a careers perspective, September really is a time of opportunity. Many businesses come back from the slower summer period ready to make decisions, often with a push to recruit before Christmas. If you are thinking about a career move, or even just considering how you want to finish the year strong, this is the perfect window to take action. To help you harness that September energy, here are some ideas you can put into practice. Your September Career Checklist • Refresh your CV – Not just a quick tidy-up, but a real review. Does it highlight your latest projects, responsibilities, and achievements? Think of it as a story rather than a list. A good CV shows where you have been, but a great CV points towards where you want to go. • Update your LinkedIn profile – This is often the first place a recruiter or hiring manager will look. Make sure your photo feels current, your headline says more than just your job title, and your summary reflects your skills and ambitions. Even small tweaks, like adding recent accomplishments or requesting recommendations from colleagues, can make you stand out. • Set up job alerts – Instead of scrolling endlessly, let the right roles come to you. Most job sites and LinkedIn let you create tailored alerts so you can be one of the first to apply. The earlier you spot an opportunity, the better your chances. • Reconnect with your network – This doesn’t have to feel forced. Drop a quick message to a former colleague to say hello, comment thoughtfully on someone’s LinkedIn post, or suggest a coffee with a contact you haven’t seen in a while. Often it is these informal touchpoints that open unexpected doors. • Research companies in advance – If there are organisations you admire, don’t wait for them to post a job. Follow their updates, learn about their values, and consider reaching out directly. Being proactive shows initiative and means you are ready to move quickly when opportunities arise. • Reflect on your goals – Take a quiet moment with a notebook and ask yourself: What do I want to achieve between now and December? It might be securing a new role, growing in your current one, or building skills for the future. Clarity now helps you finish the year with intention rather than drifting through it. September is not just about job hunting. Even if you are happy in your current role, it is a useful moment to reset. Maybe it is about building visibility in your organisation, strengthening relationships with colleagues, or starting that training you have been meaning to do all year. What I love about September is that it sits at a crossroads. The year is far enough along that you can reflect on what has already happened, but there is still enough time to change direction or step things up before December. It is a season that offers both perspective and possibility. So whether you are considering a big career move, exploring your options quietly, or simply looking to end the year feeling proud of what you have achieved, September gives you the space to do that. It may not be the official start of the year, but in many ways, September feels like the one that matters most. 🚀 Ready to Level Up Your Career in 2025? I have only 2 spots left in my 12-week signature coaching programme starting in October! This is where you will get 1:1 career coaching support, personalised action steps to land that next promotion or leadership role, and accountability so you stay on track. If Q4 is your time to step into the C-Suite or expand your influence, drop me an email. Prefer a quick win? My one-off 1:1 sessions for CVs, LinkedIn, job search strategy, and interview coaching are perfect for immediate results. Book a chat before spots fill up. |
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📸 All photos of Kathryn "The Career Owl" are taken by the amazing Photographer Katie Needle
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