GOOD BYE PRESS
You can find the podcasts we’ve appeared on and articles we’ve contributed to in promoting the message and method of Good Bye below, listed in order by date of publication.
For all press enquiries, please contact us using the form further down this page.
FEBRUARY 2026 - BELFAST TELEGRAPH - Read here
Don’t cry because it’s over, smile because it happened: how to see the good in goodbye. We share our framework for navigating workplace endings with clarity and care with readers of the Belfast Telegraph.
FEBRUARY 2026 - THE PEOPLE SPACE - Read here
The art and science of offboarding - where organisations get endings wrong.
FEBRUARY 2026 - HRD CONNECT - Read here
What Nobody Tells You About the Emotional Impact of Redundancy - and How HR Can Offer Empathetic Support.
FEBRUARY 2026 - SUNEMPLOYMENT - Read here
With unemployment at the highest level in five years, we share six tips for leaving a job well when being made redundant.
JANUARY 2026 - CEO WORLD - Read here
Leaders: Here’s how to navigate employee notice periods, gracefully. Alison shares the four steps that will help leaders to better address an employees leaving period.
JANUARY 2026 - THE EUROPEAN BUSINESS REVIEW - Read here
We share our expert tips for supporting affected colleagues through a corporate restructure with readers of The European Business Review.
JANUARY 2026 - BACP WORKPLACE JOURNAL - Read here
We share our research, tools and guidance for navigating endings in the January 2026 BACP Workplace Journal, published by the British Association for Counselling and Psychotherapy.
DECEMBER 2025 - SME TODAY - Read here
Good Bye: Why your last impression is just as vital as your first.
AUGUST 2025 - THE GLOBE & MAIL - Read here with a subscription
We pay a lot of attention at work to beginnings, but change is more effective if we honour endings by Harvey Schachter.
JULY 2025 - HR EXCELLENCE MAGAZINE - Read here
CHROs, Are You Overlooking The Most Critical Part of Change?
Transformation won’t stick unless leaders learn to lead endings with care and clarity.
JUNE 2025 - AUTHORITY MAGAZINE - Read here
The New Portrait Of Leadership: Authors Lizzie Bentley Bowers & Alison Lucas On Which Legacy Ideas About Leadership Need To Be Discarded, And Which New Approaches To Leadership Should Be Embraced
APRIL 13, 2025 - FOR IMPACT: THE CHARITY PODCAST - Listen here
About this episode: There’s no denying that charity endings – especially organisational ones – are extremely hard. The emotions that are tied up in charities, the expectations of service users and donors, the weight of responsibility that lies on the shoulders of leaders and the board – these are not easy issues to navigate. This conversation is a really useful listen for Charity leaders, particularly those facing the existential threat of closure.
In this episode, hosts Felicia Willow, the Mary Poppins of the Charity Sector, and Chris Pitt of Benefact Group, talk to four guests to help them understand why endings are so hard, and how to have a good one. Iona Lawrence, Chief Deceleration Officer at the Decelerator; Richard Litchfield, Chief Executive of Eastside People; and Alison Lucas and Lizzie Bentley Bowers, Executive Coaches and co-authors of Good Bye.
PLEASE USE THIS FORM FOR ALL PRESS ENQUIRIES
WHO AM I NOW?
A CASE STUDY EXCERPT:
We worked with a very successful Sales Director, Björn, whose Long-Term Incentive Plan was secured, he and his children wanting for nothing. What a fortunate place to be in you would think. He was in his early 50s, and wanted to carry on being purposeful, productive and doing what he did best. He was deeply troubled by needing to redirect this energy and dive into the unknown. He realized that his sense of his own value was entirely caught up in the identity and success of the organization, and that ‘value’ was making money for the organization, and making money for himself and his family. Aft er six months of exploration with us, Björn had a useful way forward.
He started a consultancy to keep feeding his need to work, became a Trustee of a local charity and became an assistant coach for his daughter’s football team (for which he had no qualification, and therefore went on a steep learning curve of not being in charge!) What was coming to an end was the sense of his identity that was wrapped up in work, his need to be in charge and his drive for money. What began was a refreshing new chapter where he learnt new skills, and humility; he redirected the huge amount of energy and vigour he latterly used to ‘hitting his targets’ into something different.
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