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About azzur
I want to know what you ache for, and if you dare to dream of meeting your heart's longing. - Oriah Mountain Dreamer
So often, we can sense that part deep inside ourselves, that is telling is that it is time to reach out and be all that we are capable of being - in all aspects of our lives. As a life coach, I see it as my role to help you to take the steps that will enable you to fulfil "your hearts' longing".
I work by exploring the mental, physical, emotional and spiritual aspects of the situation. My focus is to "hold up the mirror" - to help individuals to acknowledge, value and work with the vast resources that are available to them, both within themselves and externally. My style is warm, empathetic, nurturing, supportive and challenging as necessary. As a reformed workaholic and having worked for many years in a corporate environment I appreciate the challenges of achieving and maintaining life balance. I work with a range of techniques within the coaching sessions incorporating the rational/mental approach as well as energy based approaches such as visualisation and creative expression. The latter are particularly helpful when the goal(s) or way forward, feels elusive. However, the cornerstone of the sessions tends to be intuition - connecting my intuition with yours; supporting you in connecting with and achieving your dreams'
Welcome to azzur
Have you ever thought about the deeper purpose of work? Do you find yourself wanting to achieve a higher level of connection with your team, your organisation...yourself? Do you have a sense that a new approach to work, relationships, and the 'way things get done around here' could bring a greater level of satisfaction and results?
At azzur we are exploring and researching alternative models for leadership and the world of work...through academic research, live action research and working with clients, we are continually evolving the collective understanding about the role of work and leadership - in particular understanding the spiritual dimension.
On a practical level this means that when working with clients (at individual, team or organisational level) we focus on helping them to discover who they are, release their inner power and full range of talents, take on the true responsibilities of leadership and inspire everyone to fulfil their potential. Our approach is founded on a powerful blend of mental, physical, emotional and spiritual components.
This website is not just an on-line brochure. It is also your opportunity to contribute to the spirit at work debate, the future role of work and indeed any topic that you feel will advance our collective thinking about expressing our full potential within the organisational/work context. Please feel free to log in and submit articles or comment on existing articles...
Getting Past No
An article by Roy Howells first published in The Training Journal June 2003
A recent report commissioned by the Chartered Institute of Personnel and Development (CIPD) and the Centre for Management and Policy Studies (CMPS) drew attention to the adverse effects that large-scale change programmes can have on public sector employees and their attitudes to work. Irrespective of sector, change can take a lot of coping with, and it would take a supreme optimist to expect staff to agree wholeheartedly whenever a new way of doing things is proposed.
Emotional Intelligence and Team Roles
An article by Roy Howells originally published in the TMS Research Manual Third Edition 2003
This paper examines data relating to the Emotional Intelligence (EQ) scores of 180 individuals who were then categorised by the Team Management Profile (TMP). The purpose is to establish if there is a relationship between the two and if so, what the implications are. The subjects were primarily drawn from the upper middle ranks of the UK Civil Service who had applied for a training course on EQ.
Style Matters in Leadership
Style Matters in Leadership
2005-09-08 11:00:00.0 CDT
By Levy Rivers and Marcello Bondurant
Extract..."The very scope of such a program requires the board to think about transforming both themselves as well as the organization.
One of the consequences of making this shift is more exposure and transparency. Access and openness make it harder to get away with unethical behaviour, which the board and the public both demand. Job descriptions are being tuned, with a view to the type of person rather than simply the tasks. It is not just what the employee can do, but the kind of person he or she is, ethically and morally."

