Leadership takes courage and resilience and is never finished. In challenging periods navigating complexity or difficult relationships, it can be isolating, create feelings of ‘stuckness’; or simply that you have little time to think.
My tailored coaching and partnering approach helps leaders to harness their strengths, overcome challenges and continue to develop and make an impact.
I bring first-hand experience of what it takes to succeed as a C-Suite leader in an ever-complex environment and I am ‘Ashridge Accredited’ with a Masters in Executive Coaching. Both inform and enrich my perspective and approach: I offer support, challenge and advice to help raise the awareness of leaders so they can confidently navigate the challenges they face and catalyse themselves and their organisation into a better place.
Who would this suit?
- leaders wanting to make a meaningful difference.
- people with high potential to progress, who want to lead authentically.
- newly appointed Executive or Director Level Leaders.
- those striving for balance – wishing to ‘do less’ and ‘lead more’.
- leaders navigating challenging relationships.
What does that mean in practice?
In an initial conversation, we will discuss your goals and unique challenges and opportunities. Most people then seek between six to twelve sessions over a number of months, before a concluding session to reflect on progress and next steps.
My starting point is always to create a relaxed and trusted environment to help you properly explore specific issues; to be honest with yourself; and to become a better leader and change maker.
Through active listening, asking questions and sharing perspectives, I encourage, challenge, raise awareness and help you to focus on what needs to be true to move forward successfully. Throughout, I am non-judgmental, offer absolute confidentiality and always follow the Ashridge Code of Conduct, Code of Ethics and Code of Practice.
Where can we meet?
I operate flexibly so can travel to meet you face to face or we can meet virtually.
Examples of completed assignments:
Within the transport sector: Helped a newly promoted Head of Department build their confidence; by identifying barriers to success, they were able to implement a range of approaches to improve their performance and that of their team.
For a large government department: Team and individual coaching; deepening trust and enhancing systems approach to problem solving.
For a pharmaceutical company: Coaching an individual identified as talent; navigating imposter syndrome and developing influencing strategies to handle difficult stakeholder relationships.
Within a large government department: Coaching a Director on strategy development and how to influence more senior stakeholders. The outputs were a holistic approach to strategy development and associated communication plan as well as the successful implementation of influencing strategies.
