At Yorkshire Accord, we often reflect on what might hold organisations back from getting involved in the partnership. We know there is interest. We regularly hear from individuals who can see the value of Coaching & Mentoring and would like to access the scheme. But they are not always the decision-makers or budget holders — and even when they are, investments need to be justified, and that often means building a business case, with a need to convince others it's a worthwhile

In Coaching & Mentoring, reviewing progress is already part of our professional landscape. Yet it can easily become something associated mainly with outcomes, or something reserved for the end of a relationship, or something we initiate only in response to difficulty. If we want review to be an integral part of the relationship, we need to think more deliberately about not just when we review, but how, and what we review. The reflections that follow explore how this can be do

Some Coaching & Mentoring relationships don’t end purposefully. They may slow down, they may drift, and we may comfort ourselves by saying they have reached a “natural end”. So what’s wrong with that? In this piece, we look a little closer at why this may happen — and why it matters to create space to end well, even when the original Coaching & Mentoring agenda feels complete. Misaligned Expectations at the Start Sometimes drift begins early. A Coaching & Mentoring match may

By Coach/Mentor, Bec Horner – Two Ridings Community Foundation   A year or so ago, I was offered the opportunity to train as a Coach/Mentor through the Yorkshire Accord Coaching & Mentoring Partnership. I saw it as some solid professional development — a way to learn, grow, and stretch myself. What I didn’t expect was just how much of an impact it would have. I loved the training, and I loved being matched with my first Coachee/Mentee so quickly. Supporting Others I spent six