Capturing feedback on learning

The Learning Moment team are experimenting with programme follow up. So we can help you better feedback and impact about the programmes we lead with you.

What we are piloting

Padlet on Standard programmes

  • With standard  programmes e.g. two half day modules,  we are experimenting with Padlet follow up, especially where we repeat the programme for you e.g. for leaders and then for staff. 
  • Here’s how:
  • Approximately  30 days after a group of programmes have been completed,  we will set up a Padlet with one, ‘free resource or link e.g. video or blog or link’ and 2-3  follow up evaluation questions
  • We will send you the link and QR code for the Padlet to send to your all the participants who attended similar titled programmes e.g. ‘Resilience for Managers’, ‘Resilience
  • and Wellbeing’ etc. 
  • Please test the link and see if you can write in the Padlet. Then send it to the programme participants. Your Padlet will be live for 10 days.
  • Please check in at the end of the 10 days to see if you have any responses. You can then save the file as a PDF or another format.
  • Your Padlet will automatically be deleted after two weeks. Data may be saved by us in line with our privacy policy.

We are piloting this now – so all feedback on this first launch is appreciated.

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Who’s up for the OSKARS!


  • No not those Oscars! OSKAR is a coaching model that comes from a Solutions Focused context. More conversation, less film!
  • It’s a fantastic appraoch to use to guide you in coaching conversations, systemic coaching and team coaching.   Using OSKAR well, enables your client (or staff if you are manager as coach) to focus on what they want and how to get there.   
  • You can add OSKAR  to your coaching toolkit.   You combine it with your many coaching skills qualities and talents
  • On the list below,  you will see what happens at each stage of a OSKAR coaching conversation.  You’ll see what key questions are asked by the coach
  • OSKAR stands for outcome,  scaling,  know-how affirm,  action and review
  • You will discover more about this model  in The Solutions Focus: By Paul Z Jackson and Mark McKergow.


You  and your client jointly define the coaching outcome

  • Key question:  What one thing do you want to get out of this session/conversation? What would you like to be different by the end of this session?
  • Other questions:  How will this benefit you?
  • Systemic question: How might this benefit the organisation too?
  • Key question:  If we come up with some solutions are you willing to do something about it?


This stage helps your client develop the vision of what they want (the ‘solution’)

  • Key questions:  Suppose…you leave here today….. and return to work tomorrow and everything has changed for the better.. what will be the first signs that change has happened.. what will be the first changes you notice?What else?


Helps your client to see where they are now,  in relation to what they want and a worst case scenario.

  • Key question:  On a scale of 1 to 10, with 1 representing the worst that it has ever been, and 10 your preferred future, where are you now?


Helps your client discover their resourcefulness and discover inner  skills,  abilities and talents.  Shows where the ‘solution’ happens already.   

Key question:  You are at n now(on the scale) ; what did you do to get you that far?

  • When does your solution/ideal outcome happen for you already?  Even a little bit?
  • What else?


Affirm:  helps your client feel resourceful and empowered before choosing a small step

  • Key statement:  I’m impressed by’…..(coach affirms the know-how you gleaned in the know-how stage)

5.  ACTION: 

Helps your client come up with one small practical step

Key question: 

You are at ‘n’ now on the scale,  what one small step would get you to n+1?


Enables your client to see what’s changed by the end of the  coaching session or in a review session

Key questions: 

  • What’s better?
  • What did you do that made the change happen?

That’s it in a nutshell, the OSKAR coaching model.

You can use it all as a whole model or weave different parts of it into coaching style conversations at work.

It takes practice but with practice you’ll find the conversations shift from going round in circles about problems, to enabling solutions to emerge.

To find out more about Manager as Coach training, coach skills development and ILM level 5 in coaching (we offer this with a partnership organisation) do drop us a line.

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Emotional Intelligence Tips

  • Quick tips – Emotional Intelligence for Leaders and Managers

Emotional Intelligence –  popularised by Daniel Goleman –  is proven to help your career development, leadership and management skills.

In my first EI blog,  I’ll help you discover what techniques improve the Self-Awareness aspect of  EI.  So whether you are looking to shift to a new role, improve a relationship or be a more engaging leader, you’ll get some great ideas here.

One area of EI is Self Awareness –   being aware of your  feelings,  thoughts, behaviour patterns, tendencies and triggers as they occur.  Very useful for a whole range of things,  from staying calm, or  negotiating to motivating yourself.

What helps

A few things that can really help raise self-awareness are: 

*Journaling: Writing and reflecting on an experience and then learning from it

*Behaviour preference assessments  e.g. MBTI and Insights Discovery

*Asking for feedback from trusted and caring peers, about the impression you create in your communication and your behaviours

*Improving your communication skills

*Self-assessing your strengths and areas for development in a work context

*Consciously building your resilience to change and challenge

I hope you have a chance to practice some of those at work! Follow the link for improving your communication skills, to see some ideas about interacting with colleagues in improved ways. Even in small ways those communication tips and actions can make a big difference to your EI at work.

Learn more

If you would like to speak with me about our ‘EI for staff’ or ‘EI for managers ’ workshops do drop me a line at

A fast track to learning: recording a coaching session

Man at desk smiling

(2 min read)

With a coachee’s permission, I recently recorded part of a coaching session and shared it with my supervisor for discussion. It was one of the most important and yet nerve-wracking coaching activities I’ve taken part in! So, here’s some information on why having your supervisor reflect on a coaching recording is a superb fast-track development tool.

The process

I listened to the recording myself and reflected on what I bought to the coachee, to the coaching session and how it enabled the conversation to deepen and move forward. In addition, I looked out for dynamics that occurred. I wrote up my reflections and shared them with my supervisor.  

I shared the recording with my supervisor, adding in some context. We organised a supervision session at which she discussed my insights and gave me her own feedback.  

I then wrote up a small action plan based on both our reflections.

Fast track to learning

Increased awareness: There’s nowhere to hide with a recorded session. I experienced an elevated awareness of what I bring to coaching, to coachees and to the conversations.   

Fair assessment: I had some supportive guidance questions to use when listening to the recording. So, I was able to assess the recording in a fair and balanced way. This meant I could move quickly beyond my occasionally self-critical nature. Having both of us assess the recording helped me to feel more empowered as well so the supervisor wasn’t just the

Highlighting blind spots: My supervisor’s  insight also highlighted a moment when the question that I bought the coaching conversation wasn’t the best one. It was a closed question that didn’t elicit further information. I would’ve missed that moment and the reasons why it happened if I didn’t have the recording.

Facing feedback: Even though I have a fantastic supervisor I was nervous of receiving the feedback. Again, this reminded me of coachees, who may at times despite our support, feel nervous about facing topics,  but are brave enough to bring them to the conversation.   This deepened my empathy.  

Overall, I’d say recording a session, assessing it myself and having my supervisor assess it,  has been one of the fastest track ways to improve my coaching practice.  It’s made me more aware and more alert to coach-coachee dynamics and kinder to myself too.

Find out more about Andry’s coaching  work with organisations please visit:

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Picture: Broke Cagle and Upsplash.

How to be resilient – the collaborative way

  • Are you…
  • Feeling that you have a run out of steam, because you’ve been doing all the thinking and carrying out most of the actions? Even when WFH?
  • Needing to be more resilient to stress, change or challenge? 
  • Finding your solo actions are not having the impact that you hoped for?
  • Facing a larger challenge, that might benefit from and inspired and collaborative group tackling it together?
  • If this sounds like you, it might be beneficial for you to build your personal resilience with peers or in a group
  • Social media focuses a lot on techniques that you can personally use to build your resilience.  That’s great in many ways, as it strengthens your emotional intelligence and gives you a strong sense of independence. 
  • But sometimes,  if you are tired, behaving like a super person, using up your energy and risking burnout, you need to build resilience with people and a network, rather than alone.  This working era is all about connection and community.
  • Here are some tips to help build your resilience collaboratively through relationships:
  • Overall, make and deepen your individual connections with people in your organisation and in your sector: 
  • Good relationships with colleagues that you get on with, friends at work, with colleagues that you get along with are so important. Don’t underestimate this.  It’s especially important to keep relationship building when WFH where most of your meetings are online. Practice being more mentally alert in meetings and show active listening. People quickly pick up if you are interested and ‘present mentally’ or ‘absent’. Good workplace relationships can take time to build, especially online. So take extra time to connect, listen to and engage with colleagues in a range of online settings.
  • If you have a good relationship with someone who is doing well at adapting to challenge, ask for ideas about how you could be more resilient to change in to these uncertain times. Ask for any tips, ideas, potential mentors, resources or learning events. Having other’s insights can inspire and strengthen your own resilience at work. 

Take part in learning that also involves an online group element, not just solo work e.g. a course that also has a facebook or LinkedIn community learning page. That way as you learn, you also build relationships.