Coaching

I help all my clients to find their paths as stronger leaders, rediscover their passion and re-energising themselves to achieve the results they seek.

I offer coaching for all kinds of leaders and senior executives, who are usually struggling with a particular leadership, growth or development issue, which often bridges cultural, linguistic and geographical lines at the same time. I help all my clients to find their paths as stronger leaders, rediscovering their passion and re-energising themselves to achieve the results they seek.

The author Jon McGregor says “My take is that nobody is ordinary to themselves. Everyone’s lifestory is interesting, complicated and nuanced”.

I think of coaching as a “bearing witness to someone” in all their extraordinariness and my work centres on helping people finding what is extraordinary about themselves so they can use it as leaders. Discovering what is above and below the surface, offers powerful insights and lasting breakthroughs.

I bought this lithograph on one of my overseas trips - it amply demonstrates the surface and the depths of character that I so enjoy deciphering and developing.

Some examples of my coaching clients :

A recently appointed leader of a multi-country business, needing to lead a cross-cultural workforce and to influence corporately for the first time. Through the coaching he came to understand the visibility of his role, the range of his influence and the scope of the expectations others had of him. This enabled him to lead in new and different ways.

A leader in the French subsidiary of a British company wanted to develop her communication style, especially in relation to the corporate headquarters. The outcome of the coaching assignment was an increased understanding of the inter-cultural differences and how she could be more influential with her corporate colleagues.

An executive with interpersonal problems highlighted through a “verbal 360°” feedback. He became more aware of the impact he had on his peers and staff, making adjustments to his style. He also identified that he “micro-managed” and needed a wider range of leadership styles consistent with his position.

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