Coaching

My approach to coaching is based on a set of core principles which I have found through experience to be true:


- Everyone is unique - so everyone requires unique coaching. 

I will work with you to determine what coaching best supports you. There is no rule book or personal development plan that works for everyone.


- The person best able to identify and achieve your performance goals is you.

My job is to help you to identify those goals, draw up a plan to achieve them, and make the changes you need happen.


- Coaching to support your personal effectiveness cannot happen in isolation from other aspects of your life.

You may find that it's not just your boss, your team and your peers at work who notice the difference, but your family and friends too.


- For coaching to be meaningful (and cost effective!), there need to be lasting results.

Although short-term quick wins are useful, the most important results of effective coaching will continue to be felt in the long term.


Most people find me warm and supportive, and we usually find time to laugh in the midst of coaching. I stand shoulder-to-shoulder with my clients as they make the changes they want to see. I am also direct and challenging, and can ask uncomfortable questions when I believe them to be necessary. The people who respond best to this approach are those who really want to make changes in their leadership or their performance.



So what does all this mean in concrete terms?


Every coaching assignment is underpinned by the following basic structure, giving all those involved confidence that I am delivering competent, ethical, results-driven professional services:


- I adhere to the Global Code of Practice jointly published by the AC (Association for Coaching) and the EMCC (European Mentoring and Coaching Council), which includes key sections on confidentiality. For coaching to be successful, there has to be trust that discussions will be kept confidential.


- At the start of every assignment, we identify desired performance outcomes, which we then use as the basis for our discussions, and for evaluating success at the end of the coaching programme.


- In addition to the formal contract with the employing organisation, we draw up a critical "contract" at the start of every programme, with a set of ground rules for how the coaching will work.


- All of these elements are important, but some people worry that they are going to be subject to some sort of process. My approach is essentially a pragmatic one: I work with my clients to make sure that coaching - starting with these critical underpinning discussions - will support them to make the changes they want to deliver, while recognising that they are busy people working in a pressurised, rapidly changing environment.