“Coaching allows individuals to understand how their unique styles and behaviors impact those around them.” effective problem-solving is that they rarely set up space to reflect and see the bigger picture. Once the issue is clear, I empower the client to problem-solve. When clients truly engage in exploring alternatives, they are not only more likely to find a solution that is better suited to their needs but are also much more likely to implement them. How do you adapt your coaching methods to suit the unique needs and goals of each individual executive? Coaching is a very personalised experience, and I spend 1-2 sessions to really understand who my client really is and what really matters to them at this stage in their lives. I use a questionnaire and recognised assessment tools to build greater selfawareness and uncover blind spots. I use a fantastic 360 Leadership evaluation tool (Leadership Circle Profile) to assess leadership effectiveness if that’s important. These critical initial findings are truly unique to the client and will become the foundation that will enable them to set clear goals and a realistic development plan fully tailored to their needs and wants. In addition, I share tools and resources curated to their needs to encourage further reflection after our sessions and deepen their learning on topics that come up during coaching. Over the years, I have built a large database of articles, ted talks, and books, and I have created my own coaching tools. For example, I recently worked with a client who was certain he had to let go of a team member but was struggling with how best to have that conversation. We discussed different approaches, I reminded him of his values of courage and of his qualities of empathy and kindness, and I shared articles about leading with humanity and compassion. He took his time to reflect and build his own approach and managed to execute it with kindness, flexibility, and support. Another client had been avoiding a difficult conversation at work for fear that it would create friction or negatively impact their warming experience to take part in coaching groups. Can you share with us some of the core principles or philosophies that guide your coaching practice? I follow the ICF principle that clients are creative, resourceful, and whole, and it is not my role to give advice. We all have the temptation to give advice, but (sadly) our own experiences are never as relevant as we think they are. The greater their self-awareness, the most powerful coaching becomes. So first, I ensure that clients are clear on their core values, key strengths, self-sabotage tendencies and what’s on their way to achieving their aspirations (the discovery phase). Then we set short-term and long-term goals together. Once goals are set, and clients have good levels of self-awareness, we have a great foundation to work from and a great framework for decision making. Then my job is to be their thinking partner: that includes helping them see the bigger picture, motivating them to move towards their objectives and empowering them to face and deal with the challenges that arise. When they face obstacles, I work hard to create a safe and non-judgemental space to guide them to see the real issue behind a problem and to consider different alternatives. Very often, what prevents clients from
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