Below are just a few examples of past projects that give a snapshot of the types of work I do....

 Aimia: Leadership Coaching and Line Manager Coaching Skills Training. Aimia is building a strong coaching culture. As part of this initiative I am involved in leadership development coaching.  This has involved providing support for transition into more senior positions, building confidence, improving decision making, etc.  The company also offers an ILM approved coaching skills training course to line managers. As part of the programme I teach attendees about the principles of psychology in coaching, taking them through various cognitive behavioural models. The course involves practical work; providing support and feedback as they practice in triad groups.  Feedback from attendees has been excellent, the course will continue to run through 2015. Several of  the line managers have reported using the coaching skills to great effect within the workplace.




Coaching for Leader at Citibank. The client had completed an Executive MBA and wanted to develop a plan for progression into a more senior role. He was also concerned with developing strong negotiation skills.  His team was working on a project to be rolled out across business units which operated like silos. He was required to influence the heads of each business unit, articulate the benefits of an integrated system, and manage inevitable concerns and conflict.  We identified expected negative responses from stakeholders and practised in session how to respond to adversity.  As a consequence the client developed a deeper clarity of the stakeholders concerns, felt more able to demonstrate empathy, whilst being confident in articulating the benefits of what he and his team needed to achieve.  Other discussions centred around how to manage relationships with his seniors and be recognised as a contender for promotion.




City University: Leadership Coaching. The university’s vision for 2016 is to be ranked within the top 2% of universities in the world.  It is acknowledged that strong leadership is required to achieve this vision. A university wide leadership development programme was developed and 50 leaders were selected for one to one coaching. As part of the development team for this programme I coached leaders in academic and professional services departments.  Having been in the HE academic arena for over 10 years in various capacities I have a strong understanding of the political environment and challenges, which provided great value and reassurance to the people I was coaching.  




Pitney Bowes Ltd: Consultant/Team Coach. Remit: the Sales Director was concerned with a lack of cohesion with the sales team and requested a session to develop a better sense of team spirit.  Before the session we discussed what indicated a lack of cohesion, what may be influencing this, the consequences of the team not being cohesive, and the benefits of stronger team cohesion. Team members completed a strengths spotting tool prior to the session.  The session involved a discussion of the stages of team formation, the characteristics of high performing teams, and the benefits of understanding strengths and weaknesses within the team.  This information and the strengths tool outputs were used to guide whole group and small group discussions about the team’s current stage of development (between storming and norming), identifying what characteristics were present and missing (e.g. compelling vision, clear objectives, autonomy), and getting to know team members better by opening up and sharing information about each other.  Feedback was that it was educational, inspiring, focused, and relevant. Subsequently the team members instigated more opportunities for direct group interaction and are feeling more like a team.​​​​​​​​​​​