Suzanne Doyle-Morris

I'm Dr Suzanne Doyle-Morris, speaker, executive coach and author. I have been championing workplace diversity and inclusion and helping to improve the lives of women working in male-dominated and STEM environments since 1998.

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When is £150 worth far much more?

In a recent session, one of the first I’ve had since returning from the holidays, a coaching client confided she’d applied and been successful for a promotion. Delighted with the role, there was a single sticking point – a ’niggle’ as she called it. And as we found with many niggles, they often represent far more emotionally […]

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Best interview

Give your best interviews in 2021

We are in the toughest job market in a generation and this is not a moment to just reassure yourself that being confident in interviews will be enough. It’s won’t – and actually, it never should be. In interviews, it’s up to you to prove your competence, your skills, the experiences you have had and why

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Get noticed

3 Unconventional ways to get noticed in the interview

At the end of the day, you and I both get hired, fired or promoted based not on how awesome we think we are – but based on what other people think, as I talk about in ‘The Con Job’. Rather than thinking about how you can self-promote, today we’ll be looking at unorthodox, yet crucial

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Bad presentation and learning from mistakes

Learning from Mistakes to Move On

I recently heard from Rachel, a previous client, who admitted she’d gained more from our sessions when she reflected with me on pasts mistakes rather than when we’d talk about her wins – what Rachel thought we’d focus on when she first came to coaching. It reminded me how useful mistakes are for all of us – but only if we admit

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Gender diversity

Bias persists because of bias-deniers

In the work I do with companies, I’m often asked how to spot bias. A good place to start is by looking at those who argue bias no longer exists.  New research published in ‘Science Advances’ of the traditionally male-dominated field, veterinary medicine, found that managers who felt gender bias no longer existed were the ones most likely to perpetuate

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