emotional intelligence, communication, 360
Martin was CEO of an award-winning design consultancy. In 2016 he was invited to consider a leadership coaching programme by his new HR Director following poor staff engagement survey results and a long standing reputation for an aggressive approach to people. The HR Director suggested that Martin might benefit from help around his relationship skills and communication style. READ MORE>
self-confidence, leadership identity
Leila is an early-30s client services director in a financial services company. She has a strong reputation for excellent judgment, high integrity and a formidable work ethic. She leads a high performing team which she has transformed into a widely recognised centre of excellence. When we started working together, Leila had just been promoted to this role, she was taking over from an older person who had held the role for a number of years, had a poor reputation and was going to be retained in an advisory role for a period of time.
Richard is a director of a FTSE 250 company who, after many years of outstanding performance in his client consulting capacity was asked to head up an internal consulting function to develop up-and-coming talent. While he loved the challenge of the new role and the recognition it carried with it, he increasingly found himself highly stressed and anxious about his mentee colleagues and the work they were delivering to clients. Richard embarked on a coaching programme with me to address this.
confidential sounding board, relationship management
Mark was a recently appointed managing director in an EMEA-wide professional services company which had recently formed from two separate businesses. He had requested two hours coaching every six weeks to provide a confidential sounding board to provide support and a different perspective on the challenges presented, in what can be a lonely role.
strategic thinking, team engagement, leadership style
Rachel is an Equity Partner in a leading City law firm who was experiencing difficulties achieving business growth targets. The coaching programme was carried out in the context of a planned period of rapid change during which time Rachel's newly created division aimed to achieve significant growth in fee income and new business. To achieve this required a more proactive, strategic management approach. Targeted growth could not be achieved through ‘more of the same’.