Our expert coaches are able to coach in a multitude of ways, from one-to-one coaching (for the most effective and quickest results) to 6-month programmes for groups (for a more cost-effective intervention). We coach to help address professional and personal challenges as well as develop core skills, such as verbal communications, improving one’s impact and building resilience.
Read our case studies below to get a better feel for the type of individual coaching scenarios that crop up – do any of these resonate with you or would be helpful to a colleague?
Sarah’s manger recommended her for coaching because she had a persistent, unhelpful narrative that was stopping her from being put forward for promotion. Whilst Sarah was excellent in her role, and despite reaching and even exceeding her KPI’s, and being told that she was doing well, Sarah constantly dismissed her achievements and used self-deprecating language – for example after being congratulated for giving an excellent presentation at a department meeting she would say “it was nothing really” or “anyone could have done it”.
Through coaching, Sarah began to appreciate her unique strengths, values and passions and to recognise her own valuable, authentic contribution. She also let go of the untrue limiting beliefs she had about her strong regional accent and very distinctive looks and realised that these actually made her memorable and were part of her brand. By the end of a 6 session coaching programme Sarah was able to own her successes and when she won the award for Most Collaborative Team Leader at the Company Annual Awards, Sarah was able to gracefully and self-assuredly accept her colleagues’ praise with a smile and a “thank you”.
Sarah has now been selected for the “high-flyers” career acceleration programme and is an inspiring and relatable role model to other women in her organisation.
Steven had just been promoted and for the first time found himself in a very senior position in his organisation. He was acutely aware that while he was now expected to be a leader he simply couldn’t find the time for the strategic part of his role. Steven was getting more and more frustrated and stressed and wanted help with becoming more impactful and effective in his new role. During the coaching sessions, Steven quickly discovered that his perfectionism which had always served him well (after all, his reputation for high standards was what got him the promotion in the first place) was now becoming a problem. Out of fear of ‘messing up’ he struggled with delegation and had developed some new controlling tendencies which led to great frustrations in his team.
Through coaching, Steven started paying close attention and soon saw patterns emerging. He now knows exactly which type situations are potential trigger points for his perfectionism and has developed concrete strategies that help him decide when he can let go. His team feels more empowered and my client has freed up some valuable time to focus on his role as a strategic leader.
Rob had been working in his organisation for over a decade. Our coach was originally asked to work with him on leading meetings and presenting information. However, it quickly became apparent that Rob could be effective in a formal context (with some assistance) but was less good at managing the relationships around the formal part of the meeting. This meant he struggled to engage with others and get the desired outcome from these meetings. To some extent, he had let apathy from the working environment and past grievances affect the present situation, which was hindering his progression.
As well as helping Rob with specific body language techniques for formal meetings, our coach worked with him on specific relationship challenges with key people at work, including giving and receiving feedback, working on how he is perceived and building rapport to facilitate working practices. After just 2 short sessions, Rob felt more positive, had some key tools to engage with others and could feel relationships starting to improve. His line manager also commented how much easier it was to engage with him.
Susan is Head of Finance & Compliance at an expanding national charity. Although Susan is very well-regarded in her role, she felt overwhelmed and was finding it hard to step up to more strategic leadership. Her organisation and her team were both growing fast and Susan needed to get better at stepping back from the detail and working more through other people. Over a series of coaching conversations, Susan became clearer about how to prioritise her time and energy on the tasks where she could add the most value. She also became better at delegating tasks positively and helping her expanding team to develop. Susan was able to rebalance her days to spend more time on important and strategic tasks, and less time on reactive fire-fighting. Susan remarked that “I found coaching sessions really beneficial…[the coach] helped to structure my thinking and held me to account. She introduced me to some new reflection tools which I will continue to use and helped me to see that no matter what the situation, there are always positive steps you can take.”
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