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.

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.

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  • Good Bye helped me guide a better ending for a long standing team member. The REAR model helped me ensure they left understanding how valued they were, and prevented any potential negativity spreading within the team during their exit period. I focussed on making sure their ending in the business was a positive one; to celebrate their achievements with the team and to recognise their contributions within the wider business. I framed every conversation around their time with the business as being both rewarding to them personally and also highly valued by the business. I encouraged them to view their time here as a stepping stone for their future career advancement rather than them consider it to be a failure and let them leave on a sour note. It worked; they left on a high and the remaining team have pushed on without losing any pace. 

    – Commercial Director, Real Estate. 

  • I have benefitted greatly from the authors’ experience and wisdom, while navigating ‘Endings' on my personal career journey. This book will empower many more leaders to benefit, I will definitely be adding this to my recommended reading list for the HR & Business leaders I work with” 

    – Nigel Standing, L&D Leader, Fortune 250 organisation 

  • This insightful and accessible book by coaches Alison Lucas and Lizzie Bentley Bowers fills a crucial gap in leadership literature, shining a light on the often-overlooked importance of managing endings. While many leaders and organisations are well-versed in launching new initiatives, few are equipped to handle the emotional and practical complexities of closure—be it downsizing, merging teams, or ending a project. Lucas and Bowers challenge the “new beginning” bias, offering a refreshingly empathetic perspective on the need for thoughtful endings.

    – Marian Rosefield, Coach, Supervisor, Researcher and Positive Psychology Practitioner 

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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You can find more case studies from Good Bye here.