Eve Turner loves her coaching and coach supervision, and she has won many awards for her work. But, she tells Liz Hall, what matters most to her is making a difference to individuals, teams – and beyond   Award-winning coach and coach supervisor Eve Turner isn’t one to do things by halves, and readily acknowledges […]


Ugandan-born Anthony Kasozi fled his country when he was 16. The experience taught him resilience and independence, he tells Liz Hall, and he’s been on a rich learning journey as a leadership coach ever since   Leadership coach, consultant and adviser Anthony Kasozi says he doesn’t like talking about himself. But thankfully he obliges, with […]


Positivity Institute founder Suzy Green explains why positive psychology is all about enhancing resilience, achievement and wellbeing – but not about happiness. And why coaching is essential in helping build and sustain this approach to positive emotions She jokes that although her main strength is vitality/zest, and she thinks of herself as a positive person, […]


Academic, active researcher, chartered occupational psychologist, coach and coaching supervisor, Tatiana Bachkirova has a packed professional life. Yet, 20 years ago she arrived in the UK, a shy teacher with very little English. She tells Liz Hall how she finally found her voice

Tatiana Bachkirova is one of the foremost academics and researchers in the coaching profession, unafraid to speak up for what she believes and to challenge where she feels challenge is due. But she hasn’t always been so outspoken.

Before she had cancer, for which she was given the all clear last autumn, her shyness had held her back:

“I am officially a cancer survivor. It was a milestone. Strangely enough, before it I was shy and nervous and hesitant about speaking out and speaking up and being out there, but after that, I lost the fears and thought it’s OK to say what is important for me. The nature of coaching is that you take the hard things and make them into something that could be helpful.”

Bachkirova, Reader in Coaching Psychology at Oxford Brookes University, in the UK, teaching and supervising on its MA and Doctoral programmes in Coaching and Mentoring, believes that the willingness to critique is inherent in the role of the academic.


US executive coach, Marshall Goldsmith, one of the world’s most influential management thinkers and pioneer of 360-degree feedback, tells Liz Hall how he helps successful leaders achieve positive behaviour changes, and why he gives away most of his advice American leadership thinker Marshall Goldsmith is one of the world’s best-known, most influential and also best-paid […]


Liz Hall talks to mentoring expert, Bob Garvey, professor of business education at York St John Business School, former school teacher and full-time dad, and 2014 winner of the Coaching at Work ‘Lifetime Achievement in Mentoring Award’
When I interviewed Bob Garvey in September, he was “still floating” after being awarded the Coaching at Work ‘Lifetime Achievement in Mentoring Award’ in July (vol 9, issue 5, p16).

Listening to the judges’ comments at the awards ceremony, he “couldn’t believe it was about me”.

Fittingly, there were comments about his humility, as well as his impressive contributions to the world of mentoring – and coaching. It’s true that Garvey quietly goes about his business. But the professor of business education at York St John Business School is certainly not afraid to speak out and to rattle cages, nor is he one to follow the crowd.

This much was apparent early on in his working life. He started out as the only male early years teacher in London at that time, at a school in East Acton, then a highly deprived area.

“I saw my job as socialising these kids, who were very feral, running wild.” Even back then, he encouraged enquiry.

“When kids came running in saying, ‘Look what I’ve found, what is it?’ the teacher would say, ‘It’s a conker, put it down over there.’ Whereas I’d say, ‘Where did you find it; what colour is it; what do you think we should do with it?’ to start them investigating and enquiring.”

“What’s the point of saying, ‘It’s a conker, dear’, because that’s the end of the story. So we explored principles of science, like being able to ask questions and observe well. Naming is at the end of the line.”

Right on time

Right on time

Diana Hogbin-Mills is instilling a coaching culture at Network Rail that is collaborative, challenging, accountable and customer-driven. Her aim is to have everyone capable of being coach-like; her goal to make the railway operator safer and more inclusive

Changing the culture in an organisation as large as Network Rail, which employs 34,000, is no mean feat. But it is one Diana Hogbin-Mills is helping to achieve.

The head of talent and executive development, who joined in February 2012, is playing a key role in bringing about a gradual shift from the traditional male-dominated, more directive culture, to one in which employees are becoming ‘coach-like’.

Of course, whenever the organisation gets it wrong, the press is quick to pounce. It was recently splashed across the headlines after being fined for failing to meet punctuality targets. But it has shown itself willing to address its mistakes.

Network Rail also hit the headlines in July when the Transport Salaried Staffs Association launched an equal pay claim, the largest in its history. The claim involves 30 women, but could cover 3,000 if the case is won, according to the union.

Whatever the outcome, Hogbin-Mills stresses that diversity is higher than ever on the agenda, and that now is a really good time for women to join the organisation, especially those interested in engineering and technology.

She acknowledges that Network Rail may not immediately come to mind when thinking about companies contributing to the UK’s economy.