1:1 Coaching
Be heard, with safe space for reflecting, exploring (even smiling!) - and start instigating action, knowing your value.
Get in touch directly for executive coaching or private coaching, or via your manager or HR. Here’s how coaching works and see below for client stories.
“You seem to know exactly what’s needed and when. You get the right thing out of me just at the right time! ”
CLIENT stories:
When a senior technical staff member was competent but lacked confidence to be assertive with clients:
This person needed to be heard, to explore ambitions and inhibitions and to look at options available.
Exploring the personal and professional ‘stories’ we tell ourselves, plus her specific stumbling blocks, helped her to look outwards and learn her own value.
After 3 executive coaching sessions and many deep breaths, within months her career had jumped two levels.
When a successful software salesperson needed to present a new product at a conference it highlighted his urgent need to overcome a paralysing fear of public speaking:
He needed to identify the triggers and background to the fear, unravel the meaning given to the fear and develop strategies to handle it.
This was not to just cope with speaking in public, but to use his talents and expertise and recognising how he was valued, to successfully engage a large audience enthusiastically and with confidence.
After two half day sessions and only 5 days later he presented at that conference!
When an it solutions business had post-restructuring fallout, one manager was negative, unfocused and railing against ‘the system’:
This manager needed to focus on targets and driving the team’s sales.
Despite an initial suspicion of the coaching, after 4 sessions the manager adapted better to changes, growing in confidence.
He focused on the day-to-day priorities and enthused gratitude towards the company for recognising his value and investing in his development.
When an international building trade supplier lacked a culture of coaching, with a directive, abrupt approach causing hostility and lack of staff development:
Their 3 tiers of management needed to develop coaching as a skill.
A bespoke coaching skills programme was designed for each tier, with a consistent thread throughout, working within work shift patterns and commercial business routines.
Over 4 months of facilitated workshops and wrap-around tools, all managers and supervisors had acquired the understanding and some ability to support their teams by adopting a coaching approach and preventing the team not feeling valued.
Managers rapidly reported back team cohesion, feeling valued and unexpected progress with existing and fresh team members.