I work with clients to design a coaching programme specific to their needs, (see example programme). I provide the support and challenge needed to achieve client’s personal and professional goals. As Coach, I draw on my psychological knowledge, a solid understanding of leadership in organisations and a range of coaching skills and techniques to facilitate effective learning and development, for instance:

  • Helping clients to develop a more flexible leadership style
  • Drawing on psychological theories and concepts to explore thinking styles, communication, problem solving, approaches to managing conflict, influencing and leadership
  • Constructively integrating feedback from a range of sources, including 360 degree feedback, psychometric profiles, (such as Myers Briggs Type Indicator and Firo-B) and performance reviews data
  • Supporting the development of newly formed teams and Boards, using a blend of individual, team and organisational development activities.
  • Utilising the coaching approach most suited to client needs, for instance goal setting, solution focused coaching and/or cognitive behavioural coaching.
  • Working collaboratively with clients to ensure leadership development is focused, tailored and effective, and will achieve both personal and organisational goals.
  • She has experience of coaching Senior Managers and Executives across a range of client organisations and industries, including both the public and private sector, (refer to client list).


My Approach

Successful leadership development is based on a high level of self awareness; I work closely with clients helping them to become more aware of their own needs and preferences as well as their potential impact on others. Often this includes identifying preferred work style and personality traits, personal values and beliefs and may draw on 360 degree feedback to provide an external perspective and additional insights.

I specialise in coaching which tends to centre on the longer term, personal development of the client, focusing on the whole person, rather than purely on skills development. I help clients to develop their capacity for future roles and challenges, not just performance in their current role.

Much of my focus is on appreciating leaders’ personal strengths as well as identifying any critical development themes. This enables clients to maximize their effectiveness and develop their unique leadership style.

I have a strong personal commitment to facilitating personal development in whichever way works best for each client. I enjoy an integrative and adaptable approach to coaching. This means I spend time really understanding client needs, through focused listening and insightful questioning. I then draw on a range of models, frameworks and techniques, depending on individual needs and preferences. Sometimes this means a practical, performance and goal oriented approach, sometimes it means helping clients to focus on solutions rather than problems and sometimes it requires more of an emotional engagement helping with issues such as personal clarity, coherence and well being.

I tend to be transparent in the way I use frameworks and techniques with clients so that we work collaboratively and so that clients are enabled to help themselves when faced with similar situations in the future.

My coaching style can be described as positive, constructive and supportive, as endorsed by client feedback.


Specific examples of coaching assignments I have worked on include:

Coaching leaders as part of a 6 month Leadership Development programme. This involved integrating feedback from a range of sources, (including 360 degree feedback, performance review data, observed behaviour and psychometric profiles, such as OPQ, MBTI and Firo-B), and then working with the client to identify coaching goals that will maximise leadership strengths and address relevant development areas, then coaching leaders as they work on achieving these goals.

Helping a client to recognise her ‘natural’ or ‘preferred’ approach to leading others so that she could develop her authentic leadership style as well as develop the flexibility she needed to be effective in different situations and with the different people she was leading.

Supporting the development of a newly formed Leadership team, the Board of a research organisation, using a blend of individual, team and organisational development activities. A survey was conducted to provide feedback on how the team was perceived, both internally and externally; in response, team coaching was focused on improving decision making and communication, with particular reference to the team’s thinking style and decision making processes using MBTI profiles.

Coaching a Senior Manager identified as having clear potential for a Director role; he was demonstrating some exceptional strengths in his current role, which the organisation wanted him to capitalise on. In addition development needs were identified which, if not addressed were likely to limit his success as a more senior leader. Coaching goals were contracted with the client and his Manager and progress was reviewed at key stages of the coaching programme to ensure leadership development was focused and effective, and would achieve both the organisational and personal goals.

Coaching a manager who was transitioning into a leadership role; helping him to think through the changes he needed to make to contribute most value to the role. He recognized the need for a more strategic focus and more time building a reputation externally; to achieve these he needed to reflect on how he was spending his time currently and what he needed to ‘let go of’ and delegate to others.


Example Executive Coaching Programme


Phase One— Initial Meetings to establish requirements


Introductory meeting with the client to discuss the coaching requirements and to establish rapport. At this stage our aim is to formulate outcomes, clarify expectations and agree commitments. This initial session is best completed face to face and will often involve a 3 way meeting with the client’s Manager to agree the coaching objectives and process.

Phase Two—Gather Information & Create Personal Development Plan

2 x 2 hour sessions
Session 1 – The purpose of this session is to gather information in order to gain a clear understanding about the client and their specific needs. For instance, understanding their career history and aspirations, collating feedback from others where helpful, reviewing performance data, and possibly completing some personality profiles, if relevant, to identify personal style, traits and preferences. At this stage, it can be useful to have a 3 way discussion including the client’s manager.

Session 2 – The purpose of this session is to discuss feedback from any diagnostics used. This feedback will help to guide the coaching process by increasing self awareness, providing useful development frameworks and helping the client to create specific and measurable development goals.


Phase Three—Development Coaching

2 X 2 hour sessions

During these sessions the client will be supported to achieve their personal development goals. Coaching skills and techniques will be used to facilitate self awareness and learning. Specific actions will be agreed and reviewed. The content and process of these sessions will be determined by the client’s agenda.


Phase Four—Evaluate and Follow-up

1 x 2 hour session

Final session where outcomes are measured and contract is concluded. At this stage it can be useful to include a 3 way discussion with the client’s Manager.


  • For further information:

    Please contact us at or call on 07710 453934