Power2Progress

Power2Progress Join other Professionals and organisations on a Journey of Self-discovery allowing Positive PROGRESS further than ever thought possible! Happy to help!

🌍17+ years as an executive coach, empowering leaders and their teams from within.
🔑Unlocking harmony, joy & peak performance
🌟Trusted by Panasonic, Miele, & Avon Say goodbye to a lifetime of Lethargy, Burnout and Procrastination and hello to Progress, Success and Serious Fulfilment! Whether you are an organisation looking for successful positive change that sticks, with wellbeing of your teams hig

h on the agenda or an individual looking to Step up in your role/or Step Out of the corporate world and do something completely different. Either way this is for you! Or maybe you’re looking for some Counselling or Therapy to get through difficult times!

Someone asked me recently why I’ve never niched into one particular industry.And it got me thinking about what I keep se...
04/09/2026

Someone asked me recently why I’ve never niched into one particular industry.

And it got me thinking about what I keep seeing, no matter where I work.

I’ve worked across all sorts of organisations over the past 18 years.

And again and again, I meet people who are brilliant at what they do.

They solve problems, deliver good work and know their field inside out.

But when there's a problem between people, they don’t always know what to do with it.

Tensions carry on, problems between colleagues take up managers’ time, and people spend more time dealing with the tension between them.

A very capable organisation can waste an enormous amount of time this way.

And when the way people work together makes the work harder, that’s usually where I come in.

I work with leadership teams to understand what’s creating tension, have the conversations they’ve been avoiding and change how they work together.

If you recognise this in your organisation, get in touch, and we can talk about what’s happening in your team.

I’ve spent years adding more tools and accreditations to my work.Recently, I realised I’d been giving them far more cred...
02/09/2026

I’ve spent years adding more tools and accreditations to my work.

Recently, I realised I’d been giving them far more credit than they deserved.

I brought this up in a coaching session and listed some of the different tools I’ve trained in and use with clients.

My coach said:
“They’re just planets. They’re not your universe.”

Hearing that meant a lot because somewhere along the way, I’d started looking at each new tool as though it might give me something I was missing.

And the more I did that, the less attention I gave to the experience and judgement I’d earnt over 18 years.

I notice I can do the same thing in smaller ways too.

I can assume somebody else knows the better way to say something, approach something or make a decision.

Then I give their judgement more weight than my own.

The tools still matter. I’ll keep using them where they’re useful. But I don’t want to give them more authority than they deserve.

And I think leaders can fall into this too.
You can have frameworks, assessments, processes and plenty of advice around you.

But there still comes a point where you have to trust what you know, what you’ve experienced and your own judgement.

Where might you be giving something outside yourself more authority than it deserves?

You can become too useful to your team.And it’s easy to miss, because you think you’re doing the right thing.I often see...
31/08/2026

You can become too useful to your team.

And it’s easy to miss, because you think you’re doing the right thing.

I often see it when two people in your team aren’t getting on.

One comes to you with their side of the problem.
Then the other does the same.

So you listen, try to help, and before long, you’re the person they both come to whenever something happens between them.

Over the past 18 years, I’ve worked with plenty of leaders who’ve found themselves in this position.

And I’ve seen how easy it is to take responsibility for problems your team members need to sort out with each other.

When I worked with a leader in this position recently, we talked through why he kept stepping in.

I challenged them on the role they’d taken on, then we looked at how they could encourage the two team members to speak to each other directly.

That isn’t always easy when you care about the people involved.

Of course you want to help and stop things getting worse.

But every time you step in, your team members have less reason to sort it out with each other.

And when the next problem comes, they come straight back to you.

In situations like this, that’s often where my work with leaders begins.

We look at what you’re struggling with, why situations like this feel difficult, and what might help you respond differently.

If that’s where you’ve found yourself, this is something we can work through together.

I usually support Go Dharmic by giving my time.This time, I’m asking for your help too.I’ve volunteered with them in Nor...
28/08/2026

I usually support Go Dharmic by giving my time.

This time, I’m asking for your help too.

I’ve volunteered with them in Northampton, preparing and serving food for people experiencing homelessness.

That’s one small part of what they do.

Across the world, Go Dharmic tackles food poverty, supports education, responds to crises and helps protect the environment.

Right now, that includes rebuilding a preschool in Kerala, delivering essential aid in Venezuela and expanding food and essential distributions across the UK and India.

Inspired by their work, I’ve set myself a target of raising £500 to support them.

In Jainism, we call this sewa: selfless service, offered without expecting anything in return.

For me, that often means giving my time and helping where I can.

This time, I’d love your help too.

If you can spare £5, £10, or whatever feels right, I’d be very grateful.

If you’d like to help me reach my £500 target, you can donate £5, £10, or whatever feels right using the link below. Every contribution will help Go Dharmic keep making a difference.

https://www.charityextra.com/godharmic/anjana-rajani

Thank you 🧡

I kept coming back to one question after a recent conference.And it wasn’t the one everyone was eager to answer.As you’d...
26/08/2026

I kept coming back to one question after a recent conference.

And it wasn’t the one everyone was eager to answer.

As you’d expect these days, there was plenty of conversation about AI, strategy, change, and what leaders need now.

But I found myself thinking about the people in those leadership roles.

They’re making difficult decisions, managing risk and relationships, and dealing with doubts they may not feel comfortable expressing.

And I remember wondering:
Who supports the leaders everyone else relies on?

Being that person can feel quite lonely.

When leaders have nowhere to pause and be honest about what they’re dealing with, that pressure can start affecting how they lead.

They may become more controlling, go quiet or take on too much themselves.

So when a leader comes to me with a problem, we talk about what happened and the pressure that came with handling it.

Sometimes, simply saying it out loud to someone who isn’t expecting anything of them can clarify their thinking

If you’re the person everyone else relies on, it can help to have someone you can think out loud with.

P.S. Do you do your best thinking in the moment, or when you’ve had time to step back?

I hear one phrase from leaders more than almost any other.It sounds small, but there’s usually a lot behind it:“I’m just...
17/08/2026

I hear one phrase from leaders more than almost any other.

It sounds small, but there’s usually a lot behind it:

“I’m just always on.”

When a leader says that, I listen carefully.

At first, it can sound like dedication.
But often, there’s more going on:

Their minds stay in meetings long after they end.
They get home, but they haven’t really left work behind. And after a while, it can become really difficult to relax.

So rather than trying to force themselves to switch off, we look at what’s making it hard for them to step away from work.

Sometimes they feel they need to keep an eye on what’s going on. Or they’ve got so used to holding too much that being available starts to feel like part of being responsible.

Once they can see what’s behind it, they can start deciding what needs their attention and what can wait.

If any of that sounds familiar, you’ll probably know the feeling.

P.S. If you’d like to understand why it’s become so hard to switch off from work, you’re always welcome to message me.

Praise can feel amazing. But if you’re not careful, it can change what someone thinks you meant.You want to recognise wh...
13/08/2026

Praise can feel amazing. But if you’re not careful, it can change what someone thinks you meant.

You want to recognise what they’re doing well without knocking their confidence.

So you praise their work, raise a concern, then reassure them that they’re doing a great job.

In your mind, you’re giving them feedback because you have a concern.
But they may hear plenty of praise, one small suggestion, and assume everything is fine.

A few weeks later, they do the same thing again.

You’re frustrated they didn’t act.
They’re surprised you expected them to.

That’s why when I help leaders prepare for feedback like this, we often get clear on two things before they say anything:

What do you need this person to understand?
What might they think you mean?

You can still recognise everything they’re doing well.
But if you need something to change, they shouldn’t have to guess whether you really meant it.

I’ve worked with leaders who’ve built the life their younger selves once dreamt of.And then, at some point, they start w...
11/08/2026

I’ve worked with leaders who’ve built the life their younger selves once dreamt of.

And then, at some point, they start wondering what all that hard work was really for.

They’ve earned senior positions, created financial stability and changed what’s possible for the people they love.

And yes, they’re proud of everything they’ve achieved.
Of course they are.

But when they talk to me about everything it took to get there, they often feel like something’s still missing.

So they start asking themselves:
Where do I feel most alive now?

For many of them, the answer has to do with using what life has taught them to help others.

They don’t always know what that will look like yet.
They just know they want their experience to matter beyond their own success.

If your work looks successful from the outside but no longer feels meaningful in the same way, you’re always welcome to send me a message.

We can take some time to understand what matters to you now and what you might want to do with it.

P.S. Where do you feel most alive in your work?

He looked tired in a way rest alone wouldn’t fix.As he spoke, the reason became clearer.Nearly everything he talked abou...
06/08/2026

He looked tired in a way rest alone wouldn’t fix.

As he spoke, the reason became clearer.

Nearly everything he talked about was for someone else: what they needed, what they expected and what he still felt responsible for.

There was barely any room left for what he wanted.

He cared deeply about the people around him.
But in putting them first so often, he’d left very little room for his own needs, priorities or the life he wanted to build.

So in our sessions, we slowed things down and looked at:

What mattered to him.
What he wanted his career to look like.
Which parts of himself he’d pushed aside.

Over time, he became clearer about what he wanted and began making decisions that didn’t leave him out.

And that’s where I see self-leadership begin:
Paying attention to your own needs before they disappear beneath everyone else’s.

Sometimes the most generous thing you can do is remember that you matter too.

We often talk about psychological safety.But that’s rarely enough anymore.I notice it in simple of moments…Someone says ...
03/08/2026

We often talk about psychological safety.

But that’s rarely enough anymore.

I notice it in simple of moments…

Someone says something difficult.
A person disagrees. They raise a concern.

And before you know it, tension lingers in the room.

Does the leader get defensive?
Do they rush in too quickly?
Do they explain it away, tidy it up, move past it?

Or do they stay with the problem?
Do they make enough room for the truth to be spoken properly?

This is why psychological safety is often misunderstood.

People hear the phrase and imagine comfort.
They picture a nice atmosphere with a friendly team where everyone gets along.

But psychological safety was never meant to mean that.

Psychological safety is more about being able to tell the truth without being punished for it.

Because no team gets a smooth ride all the time.

There will be times of disagreement.
Tension will rise, and you’ll need to address difficult situations.

What matters is what happens when that conflict arrives.

Do you and the people around you feel able to say what you think, even when it is uncomfortable?

Or do you stay quiet, hold it in, and tell yourselves it’s safer not to say anything at all?

That right there shapes your culture more than many teams and leaders realise.

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