Executive Coaching

Executive Coaching

At the best of times leadership can be a solitary experience, so in this current crisis, leaders are carrying a huge responsibility for sustaining their organisations – from a revenue, growth, and employment perspective. As an Executive Coach I provide a focused, time-efficient, confidential space to share your concerns, explore your ideas, and have your thinking challenged. I help you to make sense of your experience, using it to grow as a human being. In doing so, you will be able to find new and different ways to lead your team and your organisation when necessary.

We are all facing an entirely new situation. I am convinced this creates opportunities for personal growth and learning; through coaching I create space for reflection, understanding, and forward thinking. I use my experience of previous crises and organisational transformation to coach, guide and advise leaders on how to stay aligned with their values. Trust and confidence of others is essential to bring your organisation through this crisis.

Together we define and agree the purpose of the coaching and what success will look like. This can be shaped by input from your organisation and from data or feedback you want to bring; however, what you want from the coaching is at the heart of our work together and we will spend time together exploring this.
The early sessions will focus on building our relationship, exploring what really matters to you and where there are gaps or tensions between your intent and your reputation. We will look at how you, as a leader, behave when you have to face such challenges.
I strongly believe that at every stage of our lives we have potential and that being intentional about fulfilling it is vital. So as the coaching progresses, we will look at where your potential lies, how you can develop it and changes you would like to make.
During this current crisis having a space to say whatever you want with no-one judging you is crucial to looking after yourself as a human being and as a leader. Every session will start with exploring what is on your mind, in order to help you relieve some of the burden of your role.
Throughout the coaching I, of course, use a range of processes, tools, and experiences to help you to examine your challenges with fresh eyes. However, at the heart of it all is the confidential conversation between the two of us which is non-judgemental, empathic, and at the same time, practical.

There is an initial session to explore if there is the “chemistry” between us that is essential for successful coaching.


We plan for nine sessions spread over a twelve-month time period. Each session is up to two hours depending on whether it is face to face or virtually.


The coaching meetings are confidential and although I usually in private rooms due to the on-going crisis I am coaching virtually for many clients. The objective is to work in a space that allows for focused sessions without distractions.


Our work together is completely confidential; I do not report back to your organisation at any time during the process. Instead I work with you to identify how you want to discuss the coaching and what you learn with your key stakeholders.

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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