Coaching has grown to be a very significant part of my business over the last five years. I have now worked on a one-to-one basis with over a hundred individuals from a wide range of organisations, facing a huge array of challenges. Coaching is by definition tailor-made to the individual. My approach is also an emergent one: whilst we agree a brief and objectives at the start of the process, we recognise that other issues may arise as we progress. At the heart of the coaching progress is the confidentiality contract. That means that individuals are able to use their coaching to: Say things they could not say elsewhere Admit to doubts vulnerabilities and uncertainties and discuss how to address them Raise concerns about relationships with colleagues and bosses Float tentative ideas without causing organisational over-reactions As well as the inherent value of such conversations, I see my role in coaching as: Offering both support and challenge to stimulate courageous thinking Helping to re-kindle hope, belief and passion Helping to generate alternatives when people feel stuck Ensuring individuals commit to action at the end of each session Acting as an external conscience to hold people to their own good intentions. Coaching in more detail
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