As a coach I aim to hold a reflective space in which people can develop their innate capacity for creative forms of leadership. I prefer not to engage in directive, goal-oriented, motivational forms of coaching – my own experience has shown me that senior people and other high-achievers are often task-driven enough! I have learned that my clients benefit more from me working with them on illuminating ‘blind-spots’, drawing attention to how they do things, and to what can be learned from recurring themes and patterns that could enable different choices in the future, leading to more focus and flow in their life and work.

The value of this sort of coaching is not about acquiring new skills, so much as learning to get out of our own way so that we can work with more grace and ease. By identifying the subtle ways in which we block our own development, I help clients build their capacity for self-awareness which increases their opportunities and range for change. Stimulating fresh insight in this way often involves frank exchanges and challenges to ingrained ways of being.

Drawing on my professional training and experience in Gestalt psychology, I would characterise my coaching philosophy as inquiry-based. My approach is one which enables leaders and managers to combine reflection on their actions while also undertaking ‘creative experiments’ within and between sessions.

While I work (as most coaches do) on a wide range of personal and professional issues, some of the things that my clients bring to coaching have included:

• “We are facing yet another period of extensive change and I need a sounding board, someone who can help me reflect, learn, think differently…” ..Senior Manager, NHS

• “A number of our ‘rising stars’ and key people need help to think things through more carefully and creatively if they are to achieve their potential.” ..HR Manager, Financial Services Corporation

• “Along with my senior team, I have to communicate some incredibly sensitive information throughout the organisation over the coming year. We have to do this ‘in person’ and respond to questions in the moment. We need more than a common hymn-sheet.” ..VP, Global Manufacturing Business

• “I’ve been incredibly successful, but now what? I’ve reached a plateau and need to take stock – probably at quite a deep and personal level.” ..Founder & CEO, SME

• “One of my key people has to get better at influencing people and working across teams where he has no line-authority. He’s had training but it hasn’t helped.” ..Director, Pharmaceutical Company

• “I’m trying to instil a different approach in my team and in the culture, but I’m meeting resistance and feeling uncertain. I need some short-term support.” ..MD, Charity

It is worth noting that over the years I have developed some specific coaching ‘products’ that some clients have used as brief interventions. These complement my usual coaching dialogue sessions:

On-Camera Spokesperson Development
For many clients who need specific communications coaching – for example in message management for specific presentations, or in simulations to support crisis communications scenarios - I use professional freelance cameramen with broadcast-quality video kit to support learning. It’s fast and delivers powerful outcomes for individuals and teams.

Peer Learning Sets
Not all my coaching work is undertaken in one-to-one settings. Some of the richest ‘reflective spaces’ I facilitate are Action Learning Sets and other groups where peers can exchange know-how and contribute to each other’s development.

Experiential Sessions
Combining the coaching work we undertake in organisational settings with innovative experiences in the outdoors provides opportunities for deep learning for many clients. Horse whispering, high-ropes work, VisionQuests and ‘Wilderness Walks’ are among the experiential methods I use. While many clients are initially sceptical, the feedback I get confirms the deep impact and lasting value of insights gained from such experiences.

I am also a member of the European Mentoring & Coaching Council (www.emcc.org) and abide by its Code of Ethics