"After leaving Part One of the course I started to feel more positive about myself and a lot more confident. I realised I had to address some issues in order to really be able to move into my strength. As a result I was more relaxed with Part Two and ready for the exercises involved The main benefit for me was learning to cope more effectively, and face challenges with confidence." - Balkerne Gardens Trust
Our Clients

Executive Coaching

As an executive you are likely to be operating under enormous pressure, managing complexities and priorities, making far-reaching decisions, and coping with the mundane. You may not have the peer group sounding board support available to your more junior colleagues, and it is often not appropriate for you to attend in-company workshops. Thus development opportunities can seem limited.

For the process of organisational evolution to proceed effectively, constructive change needs to occur simultaneously at all levels. As an executive it is only too easy to unwittingly become, rather than a leader and facilitator, an obstacle to organisational development. People look upwards for guidance, to the styles and practices adopted at the most senior levels. Thus the behaviours of those in leadership positions set a standard, and will exert a key influence in the process of change.

To demonstrate those values and business practices essential to success, and to implement strategic imperatives is challenging. To act as a constant role model, to work through personal barriers to change, to have the courage to display vulnerability, and to deal with rational and emotional layers is even more of a challenge. In order to work at full potential, executives need focused time off-line to consider, question, and discuss, the many dilemmas that are a normal part of organisational and personal change. This is the opportunity offered by Executive Coaching.


The process is flexible, designed to fit in with the heavy schedules to which executives are committed. Typically it would begin with a series of six confidential meetings of two hours each, spaced at the convenience of the client. Further meetings would be on a contractual basis.

Initially the time would be used to establish a solid working relationship, and to develop a clear picture of the current leadership style, the most pressing issues, and areas of work needing attention. In the second session, selected personality measures and 360 feedback techniques can be used as resources to explore the impact of the executive's style on the work they have to do and the people they work with. On the basis of this, clear and measurable objectives for the mentoring programme can be established.

The issues tackled in subsequent sessions are always driven by the executive. As such the focus could be on changing past patterns of behaviour to more effective ones, exploring the personal energy management strategies, planning for the future, or coaching on specific managerial or organisational problems.

The Life Directions coach will act as a confidential sounding board, and support executives to grow and develop as positive leaders for the future.

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