Service
Executive and leadership coaching
Coaching informed by validated diagnostics, so development targets evidence rather than impression.
The problem
Senior leaders receive less honest feedback the more senior they become. Coaching that runs on self-report and recollection becomes a useful conversation rather than a development process — the leader works on what they already knew about themselves, and the gap between intent and experienced behaviour stays invisible.
The method
Coaching that starts with evidence. Each engagement opens with a diagnostic baseline drawn from a range of validated instruments — leadership behaviour, multi-rater feedback from the people who work above, beside and below the leader, reasoning and judgment, and personality and preference — so the coaching agenda is set by data rather than impression.
From there, a structured programme of coaching sessions over an agreed period, working on the specific behaviours the diagnostics identified. We re-measure at the close so progress is demonstrated, not asserted.
What you receive
- A diagnostic baseline and a confidential debrief with the leader
- Multi-rater feedback showing where self-perception and others' experience diverge
- A written coaching plan with agreed development priorities and success measures
- Scheduled one-to-one coaching sessions over the engagement period
- A themes-level progress summary for the sponsor, without breaching the coaching confidence
- A re-measure at completion against the original baseline
All diagnostics are confidential to the leader and conducted with informed consent. What the sponsor sees is agreed in advance.
Who this suits
Newly appointed executives, leaders stepping up a level, high-potential successors, and senior people whose results are strong but whose behavioural impact is costing the organisation.
Discuss an engagement
Most engagements begin with a short, confidential conversation about the question you are trying to answer. There is no cost or obligation attached to that discussion.