Always bespoke. With you at its centre.
Your values. Your aspirations. Your next iteration.
Leadership capability and professional growth don’t happen by osmosis. They’re built on self-awareness and reflection, and intentional investment.
In a safe place, where you can be vulnerable. Where your assumptions can be challenged. And the alternatives can be interrogated. That’s where we come in.
DEVELOPMENTAL COACHING
We want to understand what your next iteration could look like. How might it feel? Why does it matter? How will you know it’s right?
And because we’re not wedded to any pre-determined formulae or ways of working, we’ll listen deeply, and use everything at our disposal to question, explore and interrogate your way to the landing you’re hoping for. We promise to challenge you, in a safe place, where you can explore your possibilities (including the red herrings) without judgement.
And your secrets are safe with us. We know that our reputation is only as good as the confidences we keep.
For all sorts of reasons and at many different inflection points in their careers, but it’s always about professional growth and evolution. Here are just some of the stories from engagements past:
N was technically excellent, fun to work with and with an incredible capacity to get things done; everyone’s favourite Senior Associate. Then he was promoted to partner, and things started to change. The new demands on his time meant he was always under the pump, and his capacity to pick up the slack when others failed him was materially reduced. Plus, he had less time for chats and catch ups and career advice than he did before, with the added trickiness that comes with the “partner” monicker. He felt the tension in the group and realised it was time for his next iteration.
V had been operating in a senior “acting” role at a professional services firm for 6 months as a leave cover. The incumbent decided to leave, so the CEO indicated to V that he was delighted with her performance and wanted to offer her the role on a permanent basis. V loved the role, but had a complete crisis of confidence, and was worried she wasn’t ready for the permanent role despite high performance doing just that for 6 months. What was going on?
P was one of 5 direct reports to the CEO, with whom she had worked very closely and successfully for almost 6 years. The CEO accepted a new role and left the organisation, and a new CEO was appointed into the role. P struggled with the change of leadership, as well as the style and way of working of her new boss. However, she loved the organisation as well as the role. She decided that either she needed to leave or find a way to reinvent herself and her way of working.
Contact us and discover how we can help you or your organisation and its people.
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