Having worked in senior management and leadership roles in the private and public sector an opportunity was given to me to set up my own consultancy business in 2004.
Initially, the work was a mix of strategic, project management, system and process reviews…
Over time I realised that each client and each piece of work incorporated an element of coaching and or mentoring of not just the teams I was working with but also the senior managers and or directors in the organisation – specifically HR and Finance.
My unique ability to get close to the detail and at the same time take a more high level view of a situation was very beneficial to the clients and I found they simply seemed to want me around; although I would have exited myself from a project at a much earlier stage.
My presence seemed to have a significant impact on the projects, teams and people.
The feedback that I received also reflected this, as it was as much about the changes in the people and the team as the outcome of a particular project – that always seemed to be secondary.
My learning and development is a continuing process and I believe that every coach should have a coach; I work with at least two a year. My work is mostly conversations with people. Powerful conversations that bring clarity, greater connection with themselves, their business and their teams, allowing creativity to take place. I call these unlocking conversations™.