Mark has helped to develop leaders within the public and private sector for over 15 years. Passionate about helping leaders flourish, he works closely with high performing individuals who are preparing to face their next challenging role. He is the only non police officer who is a member of the Association of Chief Police Officer’s ethics group, as well as being a key member of their Leadership Forum. He has a doctorate in philosophy as well as being a qualified coach. He is licensed to use a number of psychometric tools in order to help high performers reach their full potential. He has published articles on coaching, ethics, emotional intelligence and culture. Mark joined Footdown because he believes in their ethical approach and considers: “Footdown’s model for leadership development to be the best on the market”.

As well as leading the Ascot Fifteen; leadership coaching and mentoring group, Mark is also the Academic Director at the Footdown School of Coaching.

Dr Mark Kilgallon heads up our School of Coaching and is the leader of our Ascot Mentoring Group, here he shares the leadership books that have most influenced him over the last few years. The Chocolate Wars by Deborah Cadbury - The delicious…More

Dr Mark Kilgallon, leader of the Ascot Mentoring Group, reviews Sticky Wisdom by the ?What If! Company. Sticky Wisdom is a short easy to read book that centres on encouraging creative thinking within yourself and the workplace…More

Dr Mark Kilgallon, leader of the Ascot Fifteen Leadership & Mentoring Group, talks about Heroic Leadership by Chris Lowney and how it has influenced a leader’s way of thinking.

Coaching through Crisis: the Woolley Grange Conference. A crisis is not a place for the mild mannered and reserved. Nor, in a modern and complex economy, is it a location where the transactional leaders of old simply…More

It is at times of crisis that a true leader strives even harder to be the best that they can be. At the recent Woolley Grange conference, Footdown ran an event with the aim of offering an alternative approach to dealing with crisis. Why? Because there are two critical issues at stake: a need to make the workplace a location of meaning for members of staff and leaders alike, and to ensure that organisations are financially viable, allowing them to not just survive, but grow in crises. Doing things the same way we have always done is just not an option.

‘Write about your social media experience. Tell them what has happened.’

That was the encouragement I needed and so this article is not what you would normally expect from me. It concentrates on a recent experience I have had in dealing with one form of social media – LinkedIn.