Coaching for Your Leaders
FAQs
Bringing in outside coaching for your leaders is an important decision. Here's what you need to know before you make it.
How is this different from general leadership coaching?
Most coaching stops at insight. The leader has a good session, feels reflective, but under pressure walks straight back into the same meeting and does the same thing. I don't work that way. Leadership doesn't erase wiring — it puts it on stage with a spotlight and a microphone. I don't stop at “aha.” I stay until the behaviour itself has changed.
Look at it this way: Insight opens the door BUT behaviour walks through it.
What does “problem- and solution-focused” mean in practice?
It means we start with what's actually happening — a leader who snaps under pressure, a manager who avoids hard conversations until it's a crisis, someone whose team has quietly stopped trusting them. Not months of open-ended self-discovery. A specific pattern, worked on until it looks different in the room.
How do we know it's actually working?
Not by taking the leader's word for it. I use Triple Goal's Leadership Growth Profile — a 360 assessment that includes the leader's manager, direct reports, peers, and team — so we're working from what the people around them actually see, not just how the leader feels about their own progress. Their manager is part of the process from the start, not an update I send at the end.
What makes your approach different?
I've spent years watching smart, capable leaders lose access to themselves the moment things get hard — not for lack of skill, but because pressure runs the show. My work sits at the intersection of neuroscience and behavioural change: understanding why leaders default to certain patterns, and then doing the harder work of changing them.
I've done this with Chief Executives and senior leaders across health, government, law, IT, finance, energy, and beyond — and I've seen the same handful of patterns show up again and again, regardless of the industry. Clients tell me it's my humour, straight-talking honesty and no-fluff approach that takes them from insight to real change, rather than another “aha” moment that dies in a notebook.
How does this affect team performance and business results?
A struggling team is usually a leadership symptom wearing a team-shaped costume. Disengagement, underperformance, people quietly checking out — that's what happens downstream of a leader stuck in reactive, under-pressure patterns. It shows up in your numbers, not just your engagement survey.
So I coach the leader, not the team — the highest-leverage place to intervene. The team's perspective still matters hugely: gathered through the Leadership Growth Profile, it tells us exactly what to work on. But the team doesn't need fixing. What they're responding to does.
What does an engagement look like?
That depends on the issue, not on a fixed package. A specific behaviour might need a short, sharp piece of work. A pattern that's been running for years needs longer. All sessions run on Zoom or Teams, so distance is never the barrier.
How does this fit with our existing L&D programs?
It doesn't replace them. Training gives people the idea. This is where the idea gets put into practice — under real pressure, one person at a time, checked against real feedback — in the moments a program can't reach.
What's the investment?
Scoped to what you actually need. Get in touch and we'll talk it through, followed up with a proposal.
How do we get started?
Book a short call. Tell me about the leader you have in mind, and what “success” looks like in six months. I'll shape the work around that — including whether a Leadership Growth Profile assessment is the right starting point.