Beyond Words

Becoming a stepmom at 43 was a life-changing experience, bringing with it a whirlwind of joy, nervousness, and countless questions. I remember meeting my two stepdaughters, Nour, then 14, and Ganna, 11, in Cairo after their father proposed to me. I was so eager to connect with them but also worried—Would they like me? Would I fit into their world? That trip to Makadi Bay marked the beginning of our journey together as ONE FAMILY , a diverse unit blending four nationalities, three languages, and two religions. Navigating this new family dynamic taught us all invaluable lessons in adaptability, empathy, and resilience—skills that I see now as vital “ soft skills ” for life. Embracing Adaptability When I joined their lives, Nour and Ganna welcomed me with warm smiles and open arms. As we adjusted to each other, we all learned to let go of assumptions and adapt to new family rules and routines. This flexibility allowed us to thrive as a blended family, showing me the power of adaptability.

Hi, I'm Lara, Founder of ILE London (International Language Experts) . Having worked in the educational sector in the UK since 1992, managing large academic teams and student populations, I've faced the challenges of organizing staff development and performance reviews first-hand. In this guide, I’ll introduce you to the concept of Group PDI—a streamlined, collaborative approach to professional development that could be a game-changer for academic managers with big teams and limited resources. Performance review meetings, often called PDIs (Professional Development Interviews) or appraisals, are usually conducted at least once a year. These meetings are valuable opportunities to document and celebrate teachers’ progress and achievements. However, with large teams, these rounds of individual meetings can quickly turn into a box-ticking exercise, losing their intended value. That’s where Group PDIs come in. What is a Group PDI? Before we dive in, let’s clarify the difference betw

  Have you ever reached out for help with a service, only to be bounced from one person to another, left feeling frustrated and unheard? If so, you’re not alone – and this experience often points to a deeper issue within organizations. When customers feel like "pinballs," this is a common symptom of staff disengagement, especially in administrative roles that may seem fragmented and undervalued. Harry Braverman’s seminal work, Labor and Monopoly Capital  (1974), sheds light on this issue, observing how technology, originally intended to simplify work, has often led to jobs that are “ subdivided into petty operations ” – repetitive, low-skill tasks that fail to engage workers or make use of their full potential. Administrative roles, in particular, can become monotonous and lack opportunities for growth, leaving employees feeling alienated and undervalued. Reflecting on my journey in the educational sector since 1992, I've seen firsthand how administrative roles have evolv