Leadership and performance coaching.

 

My coaching is built on four principles

  • We bring our whole self to work. Business coaching can only be effective if we are willing to understand the values, assumptions and personal circumstances that impact the . I use a combination of psychometrics, organisational feed-back and a personal deep-dive to establish a base-line jointly with the coaching client

  • Personality rarely changes, but behaviour can. The most successful leaders are good at adapting their style to what is needed in the situation. For coaching to work there needs to be a willingness to change, often supported by tangible and measurable goals

  • Most people hate advice. Effective coaching happens when clients drive the change. The coach’s job is to hold up a mirror and ask the difficult questions

  • Trust is the basis for real engagement. The trust between the coach and client comes from a commitment to confidentiality, strong ethical guidelines and a shared view of what we want to achieve with the coaching

Typical use-cases

    • Provide a safe space for senior leaders to think

    • Align on a vision of what the team is capable of

    • Adapt leadership and communication styles to different audiences

    • Improve the quality of decision-making by changing meeting dynamics

    • Prioritise between the urgent and the important

    • Manage under-performance

    • Adapt to new relationship dynamics (team members, investors and boards)

    • Deepen understanding of new environment, address risks highlighted in psychometrics/hiring process

    • Complement skills of early career to become a rounded leader with full awareness of the impact on others

    • Deepen self awareness and determine who you want to be as a leader

    • Build a unique brand, leverage individual strengths and priorities what will move the needle

    • Address obstacles to progression

    • Improve ability to assess what is needed of management team to support investment thesis

    • Develop empathetic listening alongside robust challenge to work more effectively with portfolio and internally

    • Adapt fund-level decision-making processes to remove bottle-necks and to reduce confirmative bias (“group think”) in investment decisions

    • Support portfolio management during founder/CEO transitions, C-suite changes and organisational pivots

    • Support portfolio CEOs in working effectively with PE owners

 Case studies

  • Start-up CEO: The coaching helped him improve communication with the chairman, achieve a balance between strategy and execution and implement new initiatives to raise the level of team performance

  • Recently promoted European division-head in the media industry: The coaching helped her decide who she needed on her inner team, strengthen four critical relationships, and implement her own leadership style.

  • Managing Director candidate in a leading global investment bank: The coaching helped him improve his management of juniors on projects, develop a more authentic style, strengthen his brand and remove a potential obstacle to promotion. He was promoted to MD a month after completing the coaching program.