Who do we
Supporting global teams in innovative organisations
We have coached senior/exec teams in industry-leading organisations, including:
Financial Services (fintech, insurance, asset management and banking); Media; Public sector (policing, NHS, nuclear) and Legal.
Team dynamics have included board and exec members; technical specialists; project teams; pre/post restructuring and matrix.
We aim to work with businesses who value:
In particular the gender and racial equality movements needed to produce a fairer and more productive workplace for all
Much progress has been made but businesses and people can still be better in how mental health is understood and managed
Business has to serve and improve society, not simply profit from it
Better Board Dynamics
Modern Leader Elements: Challenger, Self-Manager
An MD found themself in constant disputes with their co-founder and HRD that were leaving their workforce confused and fragmented.
We explored their emotional reactions, found new perspectives and role-played how to have the conversations in a different manner.
This helped them work more collaboratively, reduced personal stress and increased the quality of leadership their people were receiving.
Getting the Work-Life Balance Back
Modern Leader Elements: Creator, Self-Manager, Coach
A Sales Director was overworked, struggling to delegate and felt like they were constantly ‘firefighting’.
Together we looked at their team makeup, restructured team responsibilities, examined how to challenge underperformers and identified opportunities for increased delegation.
Our work gave them more time for strategic thinking, gave their people more responsibility and most importantly allowed them to stop working Saturdays and evenings!
Making My Voice Heard
Modern Leader Elements: Challenger, Communicator
An HR Director was struggling to make impact or play their role in board meetings and direction of the business.
We worked on their feedback skills, ability to challenge others and sense of self-belief.
Fellow board members noticed their increased influence and contribution, whilst the HRD reported how much more valued they felt to the team and business.
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