Coaching
Six or twelve sessions with an accredited coach. You meet two of them first, and if neither is right we say so rather than assign you the one with capacity.
- Six or twelve sessions, fortnightly
- Shape
- One to one
- Who is in the room
- £390 – £620 per session
- Indicative fee
Coaching works when the relationship works, and the industry knows this and mostly ignores it because matching is administratively inconvenient. We run two free chemistry conversations before any engagement begins, with different coaches, and the client chooses.
About one in five chemistry pairs does not proceed. That is a healthy number, not a failure — it means the conversation was honest. Where neither of our two coaches fits, we will refer you outside the practice, which happened five times last year.
All eleven of our coaches hold an EMCC or ICF accreditation at Senior Practitioner level or above, and all are in supervision at least monthly. We will tell you your coach’s supervision arrangement if you ask, because a coach without supervision is a risk to you and not only to themselves.
Sessions are ninety minutes, fortnightly, with a three-way review with your line manager at the midpoint unless there is a reason not to. Confidentiality of content is absolute; the review covers direction and progress, not what was said.
What is actually delivered
- Two free chemistry conversations before anything is committed
- An accredited coach in monthly supervision, disclosed on request
- A three-way review at the midpoint on direction, never on content
- A referral outside the practice where we are not the right fit
Other programmes
Four things we do. We will tell you which one your problem actually is, and sometimes the answer is none of them.
Executive teams
Six sessions with the team that already exists, on the decisions it is actually avoiding.
Read more →Leadership development
Cohort programmes for first-time and senior leaders, with the manager in the room at the start and the end.
Read more →Culture & change
Diagnostic first, and sometimes the finding is that the culture is fine and the operating model is not.
Read more →Start with the diagnostic, not the programme
Six weeks of interviews and a baseline measure, and a written finding — including the finding that the problem is structural and a development programme will not touch it. We have delivered that one twice.