Who we help
Help capable leaders get back on track.
When leadership performance is falling short, broad advice is not enough. Work on specific behaviors and role conditions, with a plan for practice, feedback, and review.
Book a call30-minute Zoom conversation.
It starts with whether this is the right thing to do
The first conversation is about fit, not scope. Some situations are a development problem. Others are a resourcing problem, a structural problem, or a conduct matter that belongs with your HR process. We will say which one this looks like, including when the answer is that coaching will not fix it.
Name the problem in observable terms
"Not leading well enough" cannot be worked on. What can be worked on is specific and visible to somebody else.
- Decisions sit with them and the team waits.
- Conflict is avoided until it arrives as a resignation.
- The standard moves depending on who did the work.
- Commitments are made in the room and not closed afterwards.
- Their team is delivering, and the cost is that the leader is doing most of it.
Separate the leader from the conditions
A leader can be the wrong shape for the job they are in without being the wrong leader. Before agreeing a development plan we look at the demands of the role itself — the pressure, the clarity, the authority they actually hold — because asking somebody to behave differently inside conditions that punish it is a way of making a structural problem look like a personal failing.
Bounded goals, not a general improvement project
We agree two or three behaviors to change, what practising them looks like week to week, and what evidence would show it happened. An open-ended engagement gives everyone somewhere to hide.
What stays private
Coaching conversations are confidential. The agreed goals, the plan, and the progress review are shared with the sponsor. The leader knows exactly which is which before the first session, because a leader who is unsure what gets reported upward will manage the sessions rather than use them.
What this is not
This engagement does not replace your performance-management, safety, or employee-relations processes, and it is not evidence in them. We do not assess whether somebody should keep their job.
What an engagement covers
| Who it is for | An existing leader, or a small group, whose current approach is not meeting the role. |
|---|---|
| Suitability | Established in a fit conversation before anything is scoped. |
| Scope and timing | Agreed on the call, against the specific problem and the evidence you need to see. |
| Coaching | Individual sessions, with the cadence set by the goals. |
| App access | Arranged as part of the engagement. There is no separate subscription. |
| Sponsor role | Agrees the goals, sees the plan, joins the review. |
| Next step | A 30-minute call. Commercial terms are discussed privately. |
Questions we get
Is this remedial?
It is targeted. A leader who has been effective for years can hit a role, a reorganisation or a team that their existing approach does not cover. Framing that as remediation tends to produce a defensive participant, which is the opposite of what the work needs.
Can we use this to document a performance case?
No. Coaching is confidential and the engagement is developmental. If you are building a performance-management case, that is your HR process and this work does not belong inside it.
What if the problem turns out not to be the leader?
We will tell you. It happens often enough to be worth saying in advance: the conditions around a role are frequently doing more of the damage than the person in it.