Executive Advisory & Coaching
Conversations about leadership and the situations you face
I work with leaders through individual conversations that combine independent advice, thoughtful challenge and space for reflection.
The starting point
Bring the question you are working with
You may be carrying a difficult change, navigating conflicting expectations or trying to understand a recurring pattern in your work with others. You may also want space to consider how you exercise your role and what you want to develop.
The starting point is your situation. A business issue, a relationship or a question about your own leadership provides the material for the conversation.
How we work
Think aloud, examine and reconsider
We explore how you understand the situation, what you take for granted and how you respond. I ask questions, offer other interpretations and challenge assumptions that deserve closer examination.
I contribute my own assessment and advice where useful, making clear what it rests on. We also make room for reflection without rushing towards an answer. The conversation helps you develop your own judgment and consider what you want to do differently.
The person and the organization
Understand your part in the situation
Your way of responding matters, as do the expectations, relationships, authority and constraints around you. We examine both. This helps distinguish what you want to develop in your own leadership from what needs attention in the organization.
The work draws on my experience of strategy and organizational questions alongside my academic foundation in psychology.
Over time
Connect reflection with experience
We return to the situations you have worked through, what you tried and what happened. New experience gives us grounds to reconsider earlier interpretations and explore other ways of approaching the work.
We agree the focus and frequency of the conversations, either as a limited series or an ongoing relationship. We also agree confidentiality and any reporting arrangements at the outset, including where the organization commissions the work.
What the conversations support
Your judgment and development as a leader
The aim is a fuller understanding of the situation, greater awareness of your own assumptions and responses, and considered ways of moving forward. Some conversations lead to a practical next step. Others give a difficult question the attention it needs.
Advisory and coaching conversations are a form of support in their own right. Where the issue also calls for an organizational assessment or development work, we discuss that scope separately.
Contact
Start a conversation
Tell me what you are working through and what you would value from a conversation.