Are you clear about the factors which motivate you; is it the pleasures in life or a need to achieve before the inevitable occurs?

It’s neither cake, nor death, which drives us on, but instead a combination of pleasure, engagement and most importantly the opportunities we have to make a contribution, according to Martin Seligman, one of our favourite gurus.

Who do you turn to when you need advice, support or inspiration? Is it one person, or different people depending upon your need?

A personal development board, AKA The bench, is a group of people standing behind you, supporting you, keeping you on track, guiding, challenging and stretching you.

Although the concept of the Mentor has been around since the time of Homer, it seems very much of the moment. But why should anyone become a mentor? And what does it involve?

The idea of mentoring seems to be having its moment in the sun, with both commercial and public sector organisations investing much time, energy and resources into mentoring programmes.

Rachel Morris, Executive Coach, Business Partner and mother of two shares her experiences of maternity coaching.

The period around becoming a parent is hugely challenging. Everything is ‘changing’ – home, work, and even the parent’s identity that’s associated with these places. It affects confidence and typically challenges the individual’s perception of what matters, what’s important, what goals now look like to name just a few things.

We’re often asked about the nature of mentoring. We always recommend considering it, whether formally or informally, as a way to support leaders and managers.

Our view at Motion Learning is that mentoring is a relationship in which experiences are shared and questions asked and answered for mutual benefit and growth. Here’s our factsheet on mentoring.

Demonstrating resilience, overcoming barriers and hurdles, and bouncing back are more and more frequent topics of conversation in our work with clients.

We’ve spent a lot of time over the last couple of years talking to our clients and our network about resilience and it's not hard to understand why. A recent study on reactions to the current global economic crisis highlighted the range of reactions and depth of emotions that are stirred up by the uncertainty we all currently face.

What should leaders be doing to get businesses through 'tough times'? What really works?

Using a balance of your head, your heart and your gut instincts can take you a long way in a crisis, if you can get the balance right. Authenticity is also critical