Claire Moody

Military spouses and partners may face multifaceted barriers to finding and maintaining work. These challenges are not caused by a lack of ability, ambition or motivation. They are often shaped by the demands of military life, frequent change, and the reality of living around postings, tours, and unpredictable timelines.

Relocation, limited childcare availability, isolation, mental health pressures and gaps in accessible training can create a cycle where career progression becomes disrupted and confidence gradually drops. It is common for military partners to feel like they are always restarting, always rebuilding, and always trying to find stability in a lifestyle that rarely stays still.

The ILM recognised Empowering Military Partner Programme exists to change that. We provide employability support that is practical, supportive and realistic. The course includes coaching, led by Claire, look here to find out more. Because military partners deserve careers that work alongside military

Through my coaching experience one of the biggest misconceptions about coaching is that it is only for people who are struggling, failing, or “not coping.” This is not true, in reality, coaching is often most effective for people who are already performing well but want more clarity, better focus, stronger confidence, and more consistent progress.

In fast-paced workplaces, people can feel stuck even when they are capable. They may appear productive on the outside, yet internally they are dealing with overthinking, stress, dips in motivation, or uncertainty about direction.

So coaching offers a structured space to slow down, reflect, and create an action plan that supports personal development and sustainable results.

As we all know coaching is not about being told what to do. It is about strengthening thinking, building self-awareness, and improving decision making so that change becomes intentional, not reactive. Tand there is nothing wrong with mentoring in the same

One of the biggest misconceptions about decision making is that better decisions come from having more information, more experience, or more confidence. In reality, the quality of our decisions is often shaped by the quality of the questions we ask ourselves and others.

In fast-paced, high-pressure environments, decisions are frequently made reactively. Powerful coaching questions slow the moment just enough to create clarity, challenge assumptions and support more intentional, values-based decision making. This is why powerful questioning sits at the heart of effective coaching, leadership and performance.

In This Article You Will Learn

• What a powerful question is in coaching
• How powerful coaching questions influence decision making
• Why powerful questioning is critical in high-pressure environments
• Examples of powerful coaching questions used in decision making
• How great leaders and managers use powerful questions to support clarity and ownership

What Do We Mean by “Powerful Questions”?

One of the biggest misconceptions in management is that coaching requires long conversations, complicated frameworks, or becoming a professional coach. In reality, coaching skills for managers are practical workplace skills that help employees think for themselves, take ownership and commit to action. When done well, coaching improves performance, confidence and relationships, without adding unnecessary paperwork.

In This Article You Will Learn

• Coaching skills for managers are about creating the right intervention, so the employee owns the outcome
• Coaching is not therapy, and it is not the same as mentoring or giving advice
• The most effective managers coach through listening, emotional intelligence and powerful feedback, not by talking more

What Do We Mean by “Coaching Skills for Managers”?

Coaching skills for managers are the communication and intervention skills used to help employees think, reflect and act, without the manager solving the problem for them. The manager creates the conditions

New Year’s Eve carries a particular kind of energy. It sits quietly between what has already happened and what feels possible next. In leadership, coaching and training, this moment is often framed around change, goals and resolutions. But that familiar approach isn’t always the most helpful.

For coaches, trainers and leaders, New Year’s Eve offers a different opportunity: reflection without pressure, learning without judgement, and development without urgency.

This article explores how taking a different angle at the year’s end can lead to stronger coaching conversations and more sustainable learning in the year ahead.

In This Article, You Will Learn

• Why New Year’s Eve is a powerful moment for coaching reflection
• How end-of-year pressure can undermine learning and development
• What a healthier coaching focus looks like at this time of year
• How reflection strengthens performance more than rushed goal-setting
• Practical coaching questions to use as the new year begins
• How leaders can support

Training is essential. It builds knowledge, introduces new ideas, and gives people the tools they need to perform better.

Training is essential. It builds knowledge, introduces new ideas, and gives people the tools they need to perform better.
But there’s a hard truth many organisations overlook:

Training alone doesn’t change behaviour.
Coaching does.

People don’t automatically behave differently because they know something.
Behaviour changes when people think differently, take ownership, and apply the learning consistently, and that’s exactly where coaching makes the difference.

This guide explains why training on its own isn’t enough and shows how coaching transforms skills into real-world habits that last.

In This Article, You Will Learn

• Why training often fails to change behaviour
• The difference between learning knowledge and changing habit
• How coaching turns training into daily action
• What happens when organisations combine both
• Practical principles to drive real behaviour change

Coaching is now a core leadership skill, but that doesn’t mean it comes naturally. Many managers want to coach well, yet unintentionally fall into habits that block thinking, reduce ownership or create dependency. These coaching mistakes are common, understandable, and easy to fix, but only when managers know what to look for.
This guide highlights the most common coaching mistakes and shows you how to avoid them, so you can strengthen your coaching conversations immediately.

In This Article, You Will Learn

• The most common coaching mistakes managers make
• Why these mistakes block learning and ownership
• What effective coaching actually looks like
• How small changes improve performance and confidence
• The key principles that prevent coaching from becoming “telling”
• Simple techniques you can use right away

What Do We Mean by “Coaching Mistakes”?

Coaching mistakes are the habits that take a conversation away from genuine coaching and into something else, teaching, advising, directing, fixing,

Coaching is one of the most powerful development tools available in organisations today, yet it is still often misunderstood. Many managers ask “What is coaching?” and confuse it with mentoring, training, problem-solving or simply giving advice. Others think coaching is something you do after training, rather than a core workplace skill in its own right.

These misunderstandings prevent organisations from seeing the full impact of workplace coaching, and they stop managers from using coaching skills confidently, effectively and at the right time.

In This Article, You Will Learn –

• What coaching actually is in the workplace

• Why so many managers misunderstand the coaching definition

• How confusion leads to unhelpful habits

• What coaching is designed to achieve

• Why coaching improves performance, confidence and behaviour change

• How coaching skills fit into day-to-day leadership

What Do We Mean by “Coaching”?

What is coaching?

Coaching is a structured, reflective conversation designed to

Coaching and training are two of the most widely used development tools in organisations today, yet they are still often misunderstood. Many managers think training and coaching are interchangeable, or they treat coaching as simply “training with questions.” Others believe coaching is something you do after training, rather than a powerful development tool in its own right.

These misunderstandings stop organisations from gaining the full benefit of workplace coaching, and prevent managers from using coaching skills confidently, effectively and at the right time.

In This Article, You Will Learn –

• Why so many managers misunderstand the difference between coaching vs training
• How confusion leads to poor use of both tools
• Why using coaching and training together improves performance, confidence and behaviour change
• What each approach is designed to achieve

What Do We Mean by “Coaching vs Training”?

What is training?

Training provides knowledge, skills, tools and techniques. It is structured,

Coaching is one of the most valuable skills in modern organisations, yet coaching is still widely misunderstood. Many managers confuse coaching with mentoring, advice-giving or “fixing” problems. Others believe coaching is simply a softer version of leadership. These misunderstandings stop organisations from benefiting from real, effective workplace coaching and prevent leaders from using coaching skills confidently.

In this Article You will Learn –

• Most managers misunderstand what coaching is and how it differs from mentoring
• Poor understanding leads to ineffective coaching conversations
• When coaching skills are used properly, performance, confidence and decision-making improve dramatically

What Do We Mean by “Coaching”?

What is coaching?

Coaching is a structured, reflective conversation that helps someone think clearly, explore options and take ownership of their next steps.

Unlike mentoring or giving advice, leadership coaching is based on curiosity, listening and asking powerful questions.