For you, new and popular

An edit of newly added resources and those proving consistently popular among our partners' teams.
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Raul Aparici on mitigating impostor syndrome
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Kate and Catherine on pausing, for conversational space
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Kate and Catherine on intentional listening
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Kate and Catherine on questioning well
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Worksheet: Time Blocking
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Kate and Catherine on the coaching opportunity
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Matteo's coaching reflections
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Kas's reflections on listening and questioning well
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Time Blocking, and bringing some colour into your calendar
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Worksheet: Owning Feedback
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Making the case for situational flexibility as leaders
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eCourse: Difficult Conversations
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Mentors, Sponsors and Champions. With Abi Adamson
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Effective Allyship. With Abi Adamson
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What's your Privilege Pledge? With Abi Adamson
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Diversify your feed. With Abi Adamson
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Privilege reflections. With Abi Adamson
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Mindful toothbrushing. With Dr. Sam Akbar
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Anchor dropping. With Dr. Sam Akbar
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5,4,3,2,1 — a mindfulness technique. With Dr. Sam Akbar
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Urge surfing. With Dr. Sam Akbar
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Everyday mindfulness. With Dr. Sam Akbar
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Making room for emotions (and the weather). With Dr. Sam Akbar
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Letting go of emotions. With Dr. Sam Akbar
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How do you notice your thoughts? With Dr. Sam Akbar
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A coaching conversation around strengths
Confidence Ecourse
eCourse: Confidence Mastery
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Daniel Goleman's Six Leadership Styles, explained by Louise Hedges
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eCourse: Mastering Delegation
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eCourse: Time Management and Prioritisation
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eCourse: Get SET with your Goals
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Perspectives on privilege, with Abi Adamson
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Neurodivergent Perspectives. Lexi Keegan in conversation with Dr. Anne Cockayne
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Neurodiversity know-how: The Spiky Profile explained
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Neurodiversity explained, with Dr. Anne Cockayne
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Neuroinclusion at work: Thinking about adjustments
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Neurodiversity know-how. Autism with Dr. Anne Cockayne
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Neurodiversity know-how. ADHD with Dr. Anne Cockayne
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Neurodiversity know-how. Dyslexia with Dr. Anne Cockayne
Micro-learning: Setting Better Boundaries
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eCourse: Practicing a Coaching Approach
Finding fortitude, and follow on experiments
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eCourse: Conscious Inclusion
Seven things to avoid when writing at work
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Share genuinely useful feedback with the BID model
Solve problems before they happen with pre-mortems
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Five tactics for influencing those more senior
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Five powerful questions for adding impact and insight to your next interview.
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Try out the CAR technique, and upgrade your understanding when interviewing someone.
Good Qs
Smart ways to frame questions in your next mentoring session
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Try the 5 Whys to invigorate your problem solving and add depth to your decisions.
Allyship CP
Course Pack: Effective Allyship, with Abi Adamson
Course Pack: Voice Gym. Building your vocal confidence
A three minute mindset exercise, to support a coaching approach
Try this deep listening exercise for deeper connection and better conversations
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Experiment with the BRAIN model for confident decision making and problem solving
Discover the impact a five minute favour can have on your relationships, and network building
Homework for Life: A ten-second daily ritual for noticing, capturing and practicing stories
Course Pack: Storytelling
Do Story
Practical storytelling principles from Bobette Buster's book — Do: Story
Evolve your 'inner mentor' — a short reflective exercise to focus your development, and the ways you can better support others
Experiment with a Springboard Story to communicate your change idea, and take people with you towards it.
N Ngrab
Course Pack: Natural Networking
Tone Policing - What it is, why it's unhelpful and how to helpfully notice it.
Coaching Criticism
Find the Coaching in Criticism. Things to try when feedback doesn't quite land
4 Ds
The 4Ds. A practical framework for acknowledging microaggressions
Mindful breathing — the foundation of focus and flow
Channel that fly on the wall. Try some purposeful self talk to mitigate moments of doubt
Add some friction to your most common distractions
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Build belief by recognising small wins — Try a 'Done List'
Silent Meeting
Make your next meeting a Silent Meeting
Can If Go
Immediately build your confidence, with a 'Can-If' statement
To Think
Don't forget to diarise thinking time — experiment with a 'To Think' list
Smarten your approach to setbacks, by trying out a Setback Story
Get clear on control with a Clarity Clap
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Everything I Know about Life I Learned from PowerPoint — What we learned and where it led...
How to be a meaningful mentor, insights from a purposeful podcast
If Then New
Design (and share) your If > Then statements, for a purposefully prompt towards action
Practice the principles of persuasion from 'Godfather of Influence,' Robert Cialdini.
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Six steps for finding focus and flow, with Mihaly Csikszentmihalyi in mind
Course Pack: Making Time
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Great questions to ask in coaching conversations, 1-1's and other curious contexts

Share genuinely useful feedback with the BID model

A firm favourite framework for sharing feedback that's rooted in an observed Behaviour, clear on Impact and that opens a Dialogue or gets specific about what we'd like someone to Do differently.
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Behaviour, Impact, Dialogue or Do

Introducing the BID model

👇 Before we set out the simple steps of BID, compare and contrast the two examples of feedback below.

Take 1 — "You keep talking over people in meetings, which is really disruptive. Can you try not to do that?"

This example could be seen as well intentioned. But how helpful would you say it is? How would you react to receiving it?

Here's the same feedback, delivered differently.

Take 2 — "I noticed in the team meeting yesterday that on more than one occasion you interrupted Dan, particularly towards the end when he was summing up his points. I felt worried for Dan's focus, and also that we were going to overrun the time we'd allocated. Were you aware it was happening?"

👍 This time, the BID model has been used — making sure the feedback is specific on a 'Behaviour', that the 'Impact' of that behaviour has been clearly expressed, and that the feedback giver has either started a 'Dialogue' or they've shared what they'd like someone to 'Do' differently next time.


The bits of BID

👇 Let's look at each of the steps in a touch more detail, so that you're then able to practice using the BID model with some real feedback right away.


It's really important when sharing feedback that we're super clear on the thing we're feeding back on. We're simply noticing something, and sharing what we noticed in a clear and non-judgemental way. In the example above, rather than saying 'You keep talking over people in meetings', we get specific about the instance we've noticed. It was yesterday, it was on a couple of occasions, we noticed it particularly at the end.

👍 Tip! Use the expression 'I noticed...' at the beginning and see how well that sets things up.


Sharing the impact of the behaviour is the next step. It's helpful here to think about impact at both a personal emotional level, for example 'I felt confused' or 'I felt undermined', and also at an organisational level, for example a meeting over-running or there being a financial impact to a behaviour. And again, when sharing feedback well we do this clearly and non-judgementally.

Dialogue, or Do

Often the best thing about sharing some feedback is that it leads into a positive and open conversation about change. So the third part of the BID model gives us a chance to decide if we're aiming to open some Dialogue — 'Can we talk about how we could try it differently next time?' or if we do need to be more directive about what we'd like someone to Do — 'Can I please ask that we never use that kind of expression in front of a client.'

Using BID to share positive feedback with purpose

👉 And of course... The BID model is also brilliant for sharing positive, purposeful praise — as well as the more development focussed feedback. Imagine a manager heard this, hot off the heels of a client kick off...

'I noticed when we ran the client kick off yesterday you got everyone to share a thought before the presentation began. I felt really included and it was a brilliant way to show how everyone's voice was going to be important. Can we start all meetings this way?'

Experimenting with BID

How will you use BID to make sure the feedback is rooted in a clearly observed behaviour, specific on impact and sparks some dialogue or is focussed on what you'd like someone to do differently?
BI Dscenariosresource

Want some familiar scenarios to practice with?

More Resources