Executive coaching is a one-to-one development process formally contracted between a professional coach, an organization, and an individual client to increase their performance in a defined area.

Executive coaching uses feedback methods, assessment tools, dialogue, exercises and action learning to achieve change.

We believe in designing and flexing each coaching program to the needs of the individual and the organizational context and culture. Goals and issues that emerge during the coaching engagement need to be addressed to achieve the aims of the coachee and the organization. For this reason we do not have a menu of prescriptive coaching programs.

While the focus of development is on the Coachee, it is important to recognize that they exist within an organizational system that may sometimes reinforce the unwanted behaviors or produce barriers to change. The sponsors of the executive coaching program are typically the Coachee’s manager and HR representatives, who play an active role in supporting the engagement.

Research shows that the quality of the relationship between the Coach and Coachee has a significant impact on the perceived success of a coaching engagement. We recommend that the Coachee has a say in selecting the Coach and that an initial chemistry meeting takes place before the formal coaching process begins.

Coaching engagements cover a wide range of objectives and require different levels of investment:

Skills Coaching

  • Individual training for skills such as: presentation, feedback, delegation, listening, etc.

Performance Coaching

  • 360 and/or self- assessments to provide insights and self- awareness.
  • Goal- focused coaching approach.
  • Requires motivation and commitment.
  • Definition of development needs and action plan.
  • Follow-up to hold the person accountable for the actions.

Developmental Coaching

  • Focused on enabling the Coachee to be fully successful in their role.
  • Works at a deeper level exploring beliefs, assumptions that underpin the behaviors exhibited by the leader.
  • Aims to develop increased cognitive and perspective-taking abilities.
  • Creates new behaviors that are sustained.

Leader's Agenda Coaching

  • Senior executive and C-level coaching focused on individual growth of the leader.
  • Uses current challenges facing the leader as the catalyst for personal development and change.


There are a number of ways we can evaluate the impact of the coaching intervention, but there is no way to directly show ROI in dollar terms.

Some of the ways that we evaluate the impact of coaching include:

  • 360 measures before the engagement and then again after 9-12 months. This is appropriate only if the coaching goals are specifically linked to the 360 feedback.
  • Self-reported outcomes of e.g. confidence, wellbeing, self-efficacy. We collect this feedback qualitatively during the review meetings and in a phone call 3 months after the final session.
  • Changes in organizational metrics e.g. employee engagement, employee retention or attrition levels.
  • Changes in the perception that significant others have of the Coachee or their career trajectory e.g. promotion, nomination for certain roles, opportunities given to them that they were not considered for before coaching.



CEO of full service financial advisory firm


Leader’s agenda coaching to support newly-appointed CEO


One way to think of developmental coaching for leaders is in terms of evolving the way we think, feel and make sense of the world. This development includes increased perspective-taking and systemic thinking that informs effective decision making. This involves shifting from a reference-mindset (where one is guided by what others think, or notions of what one “should” do or be) to a self-authoring mindset (where one is able to see their own perspective more objectively and consider multiple perspectives) through to a systemic mindset (where one is able to hold multiple conflicting perspectives and create more options for handling situations).

This approach means that the coaching is not explicitly goal-focused, but rather is driven by what is going on for you at the time - for example, leadership style, dilemmas, personal developmental agenda, and having a confidential discussion partner for leadership issues that you face.

The numbers are the result — turnaround.

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