How I work
I believe that your life and career, like yin and yang, are complementary – not opposing – streams of interacting activities. ‘Letting go and stepping up’, the theme of my coaching style, reflects the yin and yang inherent to the coaching process. ‘Letting go’ and ‘stepping up’ are interconnected, and at times, seemingly contradictory demands, yet each cannot be properly fulfilled or productive without the other. Enabling executives to ‘let go’ in order to ‘step up’ sits at the core of all of my coaching.
The coaching dynamic
Executive coaching represents a multi-dimensional relationship between the coach, the individual, the individual’s
organisation and the external environment. From this perspective, I offer individual clients confidentiality and security,
tempered by transparency and accountability. However, within this complex multi-stakeholder relationship, communication
must flow in every direction within an uncompromising envelope of complete trust.
What coaching is – or not
I am a coach and adviser – not just ‘an ear’ for executives. I employ my business acumen and my insights into human
behaviour to develop an action plan in collaboration with my client that will lead to improved personal and professional
performance and, ultimately, to superior business outcomes.
I do not offer psychotherapy, nor is my coaching to be treated solely as a way to manage under-performance. My coaching
focuses on realising potential in individuals and building strengths accordingly.
My approach is strongly evidenced-based.
I rely on validated research and assessment
tools to inform and align individual, team and organisation-wide change strategies. These tools include psychological assessment, interview-
based 360-degree feedback, stakeholder analysis, engagement surveys and action research.
I seek to improve individuals’ self-awareness,
their capacity for self-directed learning and their understanding of their career aspirations.
Individuals who move successfully through the
coaching process become better at motivating
others; assuming greater levels of responsibility,
they act with enhanced confidence when required
to exercise independent judgment and to manage
ambiguity and uncertainty. They become more
decisive and resilient under pressure.
The development of these kinds of attributes
in leaders contributes to the building of an organisation-wide high-performing culture.
Those working around and under your leaders feel empowered and fully engaged, while relationships with key internal and external stakeholders flourish. The organisation as a whole is in a better position to retain and develop its high-potential talent.
- Ideally, I work in a tripartite arrangement: the individual,
an organisational sponsor and me. Occasionally, I work with individuals in their personal capacities.
- All coaching starts with establishing a baseline (where the individual is), setting goals (where the individual wants to be) and creating a roadmap to address the developmental gap (how the individual plans to get there).
- Assessment (such as psychological inventories or 360-degree feedback) provides a foundation on which to build and measure results.
- Coaching sessions are usually 90 minutes.
Face-to-face sessions can be held at your offices or mine,
in either Sydney or Melbourne.
– I provide virtual support between sessions or when
clients are travelling.– If required, I can also complete all coaching virtually via Skype, join.me or phone.
- All my coaching is grounded in ‘on-the-job’ experience and challenges.
- Depending on the specific objectives, 5–10 coaching sessions are usually required. In some cases, as few as three sessions are sufficient.
- Coaching usually extends over a period of 6–12 months with a frequency designed to accommodate the needs of the client.
- Coaching can be embedded in a new or existing organisational leadership or action learning program, with coaching sessions taking place between modules to ensure transfer and application of learning.