Michelle Pratt
@michelleskyblue.bsky.social
Management Trainer and Career Coach. Hiking, Football #PUSB #Lionesses, #LGBTQ+, live music, Gaeilge and amusing stuff.
Based in the High Peak, UK
Based in the High Peak, UK
Reposted by Michelle Pratt
Matthew Bowles works for the IEA.
Funded by the fossil fuel industry, gambling and tobacco.
Times up.
Merry Christmas!
Join.greenparty.org.uk
Funded by the fossil fuel industry, gambling and tobacco.
Times up.
Merry Christmas!
Join.greenparty.org.uk
December 23, 2025 at 10:40 AM
Matthew Bowles works for the IEA.
Funded by the fossil fuel industry, gambling and tobacco.
Times up.
Merry Christmas!
Join.greenparty.org.uk
Funded by the fossil fuel industry, gambling and tobacco.
Times up.
Merry Christmas!
Join.greenparty.org.uk
Reposted by Michelle Pratt
I'm not sure I could persuade 5 of my mates to shoplift sweets from Tesco with me, never mind drugging and raping someone.
tf is wrong with too many men.
tf is wrong with too many men.
December 23, 2025 at 1:19 PM
I'm not sure I could persuade 5 of my mates to shoplift sweets from Tesco with me, never mind drugging and raping someone.
tf is wrong with too many men.
tf is wrong with too many men.
Reposted by Michelle Pratt
The full spiked 60 Minutes CECOT package, clean & subtitled. 1/5
December 23, 2025 at 1:28 AM
The full spiked 60 Minutes CECOT package, clean & subtitled. 1/5
Reposted by Michelle Pratt
Total gaslighting. Anti-trans activist; chooses to speak in person, provoking students who want to protect trans rights; they exercise their freedom of speech to tell her she isn't wanted; she gets to speak anyway; the BBC dutifully platforms her again; and now she threatens to sue everyone.
University threatened with legal action after protest at event
Prof Alice Sullivan says her talk at the University of Bristol became like a
www.bbc.co.uk
December 22, 2025 at 6:51 AM
Total gaslighting. Anti-trans activist; chooses to speak in person, provoking students who want to protect trans rights; they exercise their freedom of speech to tell her she isn't wanted; she gets to speak anyway; the BBC dutifully platforms her again; and now she threatens to sue everyone.
Reposted by Michelle Pratt
Why do they do this to themselves? 🤮🤮
December 22, 2025 at 3:26 PM
Why do they do this to themselves? 🤮🤮
Andrew Tate when his opponent isn't an untrained woman :(
December 21, 2025 at 4:16 PM
Reposted by Michelle Pratt
There's a powerful illustration here regarding "influencers" vs. "experts".
December 20, 2025 at 10:08 AM
There's a powerful illustration here regarding "influencers" vs. "experts".
I finally did it! I deleted my X accounts. Been meaning to do it for ages. The new terms of service were the nudge. Going to spend my time here. Engaging with decent people and more organic posts.
December 17, 2025 at 10:24 PM
I finally did it! I deleted my X accounts. Been meaning to do it for ages. The new terms of service were the nudge. Going to spend my time here. Engaging with decent people and more organic posts.
Reposted by Michelle Pratt
Britain could have joined Erasmus five years ago; an agreement on funding was completed between negotiators but vetoed “at the very last minute” by Boris Johnson. From Stefaan de Rynck’s book
December 17, 2025 at 9:13 AM
Britain could have joined Erasmus five years ago; an agreement on funding was completed between negotiators but vetoed “at the very last minute” by Boris Johnson. From Stefaan de Rynck’s book
Reposted by Michelle Pratt
Feverishly working on this
December 15, 2025 at 4:28 PM
Feverishly working on this
Spoke to a placement student who said her manager only gives negative feedback. She knew what *not* to do but had no idea what “good” looked like. We helped her find some next steps, but it was tough to hear. Remember: you generally get more of what you praise.
December 16, 2025 at 8:10 AM
Spoke to a placement student who said her manager only gives negative feedback. She knew what *not* to do but had no idea what “good” looked like. We helped her find some next steps, but it was tough to hear. Remember: you generally get more of what you praise.
Struggling with your end-of-year appraisal? Keep a monthly note of achievements, learning and how they link to company values. It makes 121s easier and helps your manager make a stronger case for your pay rise. You’ve done good work — don’t let it get forgotten.
December 11, 2025 at 8:12 AM
Struggling with your end-of-year appraisal? Keep a monthly note of achievements, learning and how they link to company values. It makes 121s easier and helps your manager make a stronger case for your pay rise. You’ve done good work — don’t let it get forgotten.
Do you ever wonder if you were better at certain things when you were younger? I’ve been thinking about this. Maybe experience has made some skills automatic, or maybe a beginner mindset would sharpen them again. I’ll be keeping my CPD fresh for 2026.
December 9, 2025 at 8:06 AM
Do you ever wonder if you were better at certain things when you were younger? I’ve been thinking about this. Maybe experience has made some skills automatic, or maybe a beginner mindset would sharpen them again. I’ll be keeping my CPD fresh for 2026.
Nothing reveals our habits like a week where everything feels urgent.
I spoke with managers who realised the task had taken over. They care about their people, but the urgent work kept shouting louder.
Ignore the individual and the team now, and the problems only grow later.
I spoke with managers who realised the task had taken over. They care about their people, but the urgent work kept shouting louder.
Ignore the individual and the team now, and the problems only grow later.
November 27, 2025 at 8:06 AM
Nothing reveals our habits like a week where everything feels urgent.
I spoke with managers who realised the task had taken over. They care about their people, but the urgent work kept shouting louder.
Ignore the individual and the team now, and the problems only grow later.
I spoke with managers who realised the task had taken over. They care about their people, but the urgent work kept shouting louder.
Ignore the individual and the team now, and the problems only grow later.
How many times have you moved 1:1s lately?
I spoke with managers this week who realised they’d nudged them down the diary when things got busy. Not on purpose, but because the noise took over.
It sends a message about priorities.
I spoke with managers this week who realised they’d nudged them down the diary when things got busy. Not on purpose, but because the noise took over.
It sends a message about priorities.
November 25, 2025 at 8:09 AM
How many times have you moved 1:1s lately?
I spoke with managers this week who realised they’d nudged them down the diary when things got busy. Not on purpose, but because the noise took over.
It sends a message about priorities.
I spoke with managers this week who realised they’d nudged them down the diary when things got busy. Not on purpose, but because the noise took over.
It sends a message about priorities.
“You have the right to say no without feeling guilty.”
We talked about assertiveness rights this week and I admitted I still struggle with that one. My head gets it, my emotions lag behind.
Most of us find at least one tricky. Which one is hardest for you? I’m hoping it’s not just me.
We talked about assertiveness rights this week and I admitted I still struggle with that one. My head gets it, my emotions lag behind.
Most of us find at least one tricky. Which one is hardest for you? I’m hoping it’s not just me.
November 19, 2025 at 8:03 AM
“You have the right to say no without feeling guilty.”
We talked about assertiveness rights this week and I admitted I still struggle with that one. My head gets it, my emotions lag behind.
Most of us find at least one tricky. Which one is hardest for you? I’m hoping it’s not just me.
We talked about assertiveness rights this week and I admitted I still struggle with that one. My head gets it, my emotions lag behind.
Most of us find at least one tricky. Which one is hardest for you? I’m hoping it’s not just me.
We talked last week about how our experiences shape who we are and how that shows up in how we lead.
Tough experiences don’t hold us back; they shape us. They build empathy, resilience and perspective — often our greatest strengths.
How much we share is another question…
Tough experiences don’t hold us back; they shape us. They build empathy, resilience and perspective — often our greatest strengths.
How much we share is another question…
November 13, 2025 at 8:12 AM
We talked last week about how our experiences shape who we are and how that shows up in how we lead.
Tough experiences don’t hold us back; they shape us. They build empathy, resilience and perspective — often our greatest strengths.
How much we share is another question…
Tough experiences don’t hold us back; they shape us. They build empathy, resilience and perspective — often our greatest strengths.
How much we share is another question…
“But my manager doesn’t do that!”
Sometimes our managers don’t model the habits or culture we’d like to see. It’s frustrating, but don’t let that stop you. You might not change the whole organisation, but you can shape the culture in your team and often, that’s enough.
Sometimes our managers don’t model the habits or culture we’d like to see. It’s frustrating, but don’t let that stop you. You might not change the whole organisation, but you can shape the culture in your team and often, that’s enough.
November 11, 2025 at 8:00 AM
“But my manager doesn’t do that!”
Sometimes our managers don’t model the habits or culture we’d like to see. It’s frustrating, but don’t let that stop you. You might not change the whole organisation, but you can shape the culture in your team and often, that’s enough.
Sometimes our managers don’t model the habits or culture we’d like to see. It’s frustrating, but don’t let that stop you. You might not change the whole organisation, but you can shape the culture in your team and often, that’s enough.
Reposted by Michelle Pratt
The Telegraph had to correct its multiple lies about "illegal immigrants" in London at least three separate times.
It takes an obscene amount of hubris to lecture the BBC when you have The Telegraph’s record on truth-telling.
Some of the paper’s errors this year are so bad they’re almost laughable 👇🏻
Some of the paper’s errors this year are so bad they’re almost laughable 👇🏻
The Telegraph’s BBC hypocrisy
A paper that knows a thing or two about editorial f*ck-ups...
writesbright.substack.com
November 10, 2025 at 8:06 PM
The Telegraph had to correct its multiple lies about "illegal immigrants" in London at least three separate times.
A manager told me they knew changes were coming but couldn’t say anything — the info was embargoed.
They wanted to prepare their team but not break trust.
I think the answer is context: share the “why”, not the “what”. Help people prepare for change, not panic.
They wanted to prepare their team but not break trust.
I think the answer is context: share the “why”, not the “what”. Help people prepare for change, not panic.
November 6, 2025 at 8:12 AM
A manager told me they knew changes were coming but couldn’t say anything — the info was embargoed.
They wanted to prepare their team but not break trust.
I think the answer is context: share the “why”, not the “what”. Help people prepare for change, not panic.
They wanted to prepare their team but not break trust.
I think the answer is context: share the “why”, not the “what”. Help people prepare for change, not panic.
A manager asked a tough one:
“How much should I tell my team?”
There’s tension above them, and the team can feel it.
Say too much, and you pass the stress down.
Say too little, and trust takes a hit.
How do you decide where to draw the line?
“How much should I tell my team?”
There’s tension above them, and the team can feel it.
Say too much, and you pass the stress down.
Say too little, and trust takes a hit.
How do you decide where to draw the line?
November 4, 2025 at 8:26 AM
A manager asked a tough one:
“How much should I tell my team?”
There’s tension above them, and the team can feel it.
Say too much, and you pass the stress down.
Say too little, and trust takes a hit.
How do you decide where to draw the line?
“How much should I tell my team?”
There’s tension above them, and the team can feel it.
Say too much, and you pass the stress down.
Say too little, and trust takes a hit.
How do you decide where to draw the line?
A manager said something great today:
“You need to create moaning space for your team.”
We often shut down negativity, but unspoken frustrations don’t vanish — they go underground.
A little space to vent, managed well, keeps teams healthy and honest.
“You need to create moaning space for your team.”
We often shut down negativity, but unspoken frustrations don’t vanish — they go underground.
A little space to vent, managed well, keeps teams healthy and honest.
October 30, 2025 at 8:00 AM
A manager said something great today:
“You need to create moaning space for your team.”
We often shut down negativity, but unspoken frustrations don’t vanish — they go underground.
A little space to vent, managed well, keeps teams healthy and honest.
“You need to create moaning space for your team.”
We often shut down negativity, but unspoken frustrations don’t vanish — they go underground.
A little space to vent, managed well, keeps teams healthy and honest.
We often hear “turn your weaknesses into strengths.”
But a weakness is the opposite of a strength – it’s something that drains you.
You can manage it, but you won’t energise from it.
Better to understand it, limit its impact, and lean into your strengths.
But a weakness is the opposite of a strength – it’s something that drains you.
You can manage it, but you won’t energise from it.
Better to understand it, limit its impact, and lean into your strengths.
October 28, 2025 at 8:36 AM
We often hear “turn your weaknesses into strengths.”
But a weakness is the opposite of a strength – it’s something that drains you.
You can manage it, but you won’t energise from it.
Better to understand it, limit its impact, and lean into your strengths.
But a weakness is the opposite of a strength – it’s something that drains you.
You can manage it, but you won’t energise from it.
Better to understand it, limit its impact, and lean into your strengths.
Reposted by Michelle Pratt
if your "e-bike" can't be ridden under pedal power alone, it's not an e-bike, it is an electric motorcycle
October 23, 2025 at 2:25 PM
if your "e-bike" can't be ridden under pedal power alone, it's not an e-bike, it is an electric motorcycle
“Sorry if this is a bit boring…” I heard this in presentations skills training this week. Your job isn’t to entertain; it’s to engage. Be clear. Make it relevant. Speak with conviction. You don’t need to be Steve Jobs—just respect your audience’s time.
October 3, 2025 at 6:56 AM
“Sorry if this is a bit boring…” I heard this in presentations skills training this week. Your job isn’t to entertain; it’s to engage. Be clear. Make it relevant. Speak with conviction. You don’t need to be Steve Jobs—just respect your audience’s time.