David Rock’s SCARF model of social threats and rewards explains well some of the reasons for which the word ‘feedback’ can send so many of us directly into a ‘fight or flight’ response to danger.

Emotional ‘self regulation’ is an important part of overall self management for managers and leaders. It is also the first step in containing anxious emotions which others around us may be experiencing.

‘Use of self’ is a term used in counseling and coaching to explain this kind of intervention. It can be described as an illusive feeling or undefined thought which can sometimes have quite a physical manifestation and this leads to the identification of a truth which otherwise may have remained unidentified.

The essential message to those designing and delivering training is that all styles need to be taken into account in any given learning experience so that as many learners as possible may benefit.

The second learning for me was that the successful adoption of Agile working methods in a traditionally structured organization needs changes not only in management practices but also in the HR systems and approaches which support them.

The process allows all stakeholders some form of closure and facilitates moving on to new projects, teams or organizations with less ‘baggage’ than if no recognition or sharing occurred.

People often ask the most important questions or make the observations which are most important to them as they are leaving the room.

By becoming aware of our inner emotional states and the events that have led up to them, we can leave them ‘at the door’ of the meeting room/ virtual space and focus more fully on the work at hand.

Often the best relationships were forged between wise young professionals who approached their mentors with openness and mentors who had perhaps reached a career plateau and for whom traditional career progression was no longer likely.

People need to make sense of their own experience of change in organizations at their own pace and they need the time, space and support to do so.

Insights on the outsider advantage provide valuable pointers on how HR professionals can support newcomers realize potential.

Self awareness concerning what their needs are and what the organization can realistically provide them is low.

More successful managers have learned that connectedness fostered in relationships characterized by transparency and mutual sharing enable them to do their jobs much better.

One of the most important aspects of this work was helping people identify some of the feelings which accompany momentous life changes including job loss.

Seeing our own issues in the lives of others is a way of avoiding the anxiety involved in dealing with them directly. The process is known as projection in psychodynamic literature.

Reflective practitioner was a concept introduced by Schon (1983) who recognized that the ability to reflect on how work was being done was as important as doing the work itself.

It is not surprising that in the face of such potential desperation, many HR professionals who are, by their own admission, ‘people people’ feel compelled to do almost anything to help.

Prochaska’s model of change can be very useful to understand people’s readiness to make significant changes in their lives.

Connection with others on a regular basis enables a more sophisticated part of the human brain, the social brain, to be involved in work and problem solving.