Sponsorship

Most of our coachees are sponsored through their employing organisation’s HR or People strategy.

Client Roles

Our coaching and mentoring clients, mentees or coachees, are C-suite; CEOs, business owners, founders or partners, MDs, Directors and S/VP, or ‘High Potential’ emerging talent, perhaps approaching or undertaking their first board-level promotion.

They are high performers, experts in their discipline, highly experienced, with significant personal, life and organisational responsibilities. They are open, ambitious and growth-oriented, seeking to learn, change and further improve performance.

Career and Life stages

They are usually mid-career, and mid-life and have busy, complicated lives, perhaps with challenges from family life, perhaps with caring responsibility for children, or parents, whilst balancing work and life and career choices.

Challenges

They are ‘time poor’ and experience the usual necessary stress in the range of motivational and appropriate for peak performance, but for some their stress levels exceed their ability to retain their resilience. This leads to anxiety and potentially to burnout. Clients observe that the ‘rules’ that have worked so effectively to get them to this stage in their lives and careers may not be so effective in the future.

Reaching out for help can be seen as a weakness.

The wider coaching culture

There have been significant cultural changes in recent years. Individuals are more able to be open, to ask questions and seek a clarity of purpose and alignment of their values and priorities. Mental health issues are now recognised and understood.

High performers are now actively seeking timely, independent and confidential support to improve performance, to navigate change, and enhance their resilience and agility.

Coaching Outcomes

As senior leaders, clients are seeking outcomes for their personal performance.  But within a leadership role, outcomes will be also created for their peers, teams and organisational performance. Our processes deliver appropriate wide-ranging coaching outcomes, at pace. 

Enhancing self-awareness – learning about themselves, with a wider perspective, provides the keys to personal development, enabling behaviour change.

People preparing for or responding immediately after a promotion.

Handling change - perhaps approaching a significant change in role.

People in ‘first-time’ leadership roles – delegating and letting go of areas where the individual is an expert, this action is fundamental to effective senior leadership.

People making the transition from professional to manager of professionals – the change from operations to strategy is particularly challenging – exchanging control for influence.

Self-confidence, imposter syndrome and decision-making – sometimes we forget our own stories, and fail to truly value and use our experience.

Defining individual purpose, values, ambitions and priorities.

The first-time CEO or MD – suddenly it’s lonely! Independent advice is highly valued and a safe, confidential place to talk openly is cathartic.

Leaders needing an independent ‘sounding board’ to assist with decision-making

Finding a safe place to ‘vent’- to be really listened to, to be able to talk, in detail, at length and to ‘hear’ their own story - perhaps for the first time in their lives, creates insights that were hidden in plain sight.

Having someone to be accountable to for personal development.

Managing organisational and peer team ‘politics’ – working with others who may not share your priorities, values, rules and sense of engagement.

Facilitating connections and connectedness – a prerequisite for building trust and enhanced team collaboration.

Recontracting with others, perhaps peers, colleagues, their team or their manager – this is often a powerful moment of mutual reengagement towards the conclusion of a coaching series – frequently producing change for all participants.

Mid-career people looking for a change.

High-potential people looking to achieve more

Senior managers wanting to improve specific skills.

Navigating career change – making the most of the opportunity, finding a new alignment with purpose.

Support whilst returning to work.

Leaving well – support for leaving a job, creating succession, clear delegation, successful hand-over