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The Compass Journal: Navigating Careers & Leadership

Fresh thinking for forward-focused organisations

Explore practical insights, thought leadership, and real-world stories on career development, leadership, and the evolving world of work. Each article is designed to spark ideas and support you in creating a culture where people and performance thrive.

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Blog Archives

Antoinette Oglethorpe in a blue dress smiles and gestures while leading career conversations round a table with laptops and papers, engaging with a person in the foreground.

March 26, 2015

How to Engage Employees Through Career Conversations

At the beginning of 2015, a large financial services organisation contacted me to ask for help with how to engage employees through career conversations. They wanted to upskill their in-house coaches with the skills to talk to employees about their careers. They had a pool of about 40 managers who make up their internal coaching

Illustration of a woman breaking the large word

March 2, 2015

How to Remove Fear from Career Conversations With Employees

It’s no wonder managers can find it hard to have career conversations with employees. Time pressures, office politics and egos can all get in the way. We all know it’s good to talk. But, let’s face it. Opening up a conversation about a sensitive issue like career progression can weigh heavily on even the most

July 28, 2014

What’s the alternative to 360 degree feedback?

When it comes to leadership development, few tools are as powerful as 360-degree feedback. It offers a rich, multi-perspective view of how you’re perceived by colleagues, direct reports, and managers. It can be eye-opening, motivating, and – let’s be honest – a little daunting. In theory, most leaders agree it would be valuable. In practice,

Four people in business suits, two men and two women, stand in a row pulling on a rope as if in a tug-of-war, symbolising resistance to change as they lean back and work together against a plain white background.

May 24, 2013

3 Ways to Overcome Resistance to Change by Employees

Resistance to change is a natural phenomenon. At an individual level, change can create a mixed range of emotional response. A Global Survey by McKinsey in 2006 (Organising for Successful Change Management), shows that where change had not been successful, the dominant emotions were anxiety, frustration and confusion. While those emotions were not necessarily absent

Three people in business attire whispering to each other, with surprised and curious expressions, as they discuss creating a coaching culture, all set against a plain white background.

July 4, 2012

Case Study: Creating a Coaching Culture by Stealth

In my last blog post “Case Study: How a Coaching Style of Leadership Can Help Employees Take Ownership & Responsibility”, I described a Solutions Focus (SF) Coaching for Leaders Programme I am delivering that is helping employees take ownership and responsibility. The case study featured in a presentation at the Coaching and at Work Conference:

A man in dark clothing stands with his back against a huge grey boulder, looking tired and burdened as he supports the weight of the rock on his shoulders—showing why it’s important to help your employees take ownership.

August 27, 2010

Six Steps to Help Your Employees Take Ownership and Responsibility

Are you being asked to achieve more and more with less and less? Are you under pressure to meet hard to achieve goals and targets? Do you have a queue of employees at your office door wanting you to solve their problems for them and adding to your ever-increasing to-do list? In today’s business environment,

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