When might you bring me in?
You don't need to have a neatly defined programme in mind. Often organisations bring me in because something needs to change, a leadership team needs support, or they want to strengthen leadership capability more widely.
Team coaching is different from developing a group of individual leaders. The focus is on what happens between people — how the team communicates, makes decisions, handles disagreement and takes collective responsibility.
I work with the team on the real issues it is facing, rather than taking people through a predetermined programme.
That might mean helping the team surface conversations that have been avoided, understand patterns in how they work together, or agree practical changes in behaviour.
The aim isn't a better meeting. It's a better leadership team.
Leadership development shaped around the organisation
I also work with organisations to develop senior leaders and groups of leaders. I don't start with an off-the-shelf leadership programme. The work is shaped around the organisation, the people involved and what they need to be better at.
This might include:
We focus on the things that will make the biggest difference to how the team actually works.
“I have engaged Andy on several projects to nurture my leadership team and support with the continual development of a high performing and value-driven culture.”
What might working together look like?
There’s no standard programme. I’ll usually start by talking with you about what’s happening, what you want to achieve and where support could make the biggest difference.
From there, we agree an approach that fits the organisation, the people involved and the challenges they are facing.
That might involve team coaching over several months, a leadership development programme, a series of masterclasses or workshops, individual coaching alongside the group work, or focused support around a particular challenge.
The important thing is that the work is built around what you actually need — not around a programme I want to sell.
My job isn’t to arrive with a ready-made answer or tell people how to run their organisation.
I create the space for leaders to step back, see what’s really happening and have conversations that can be difficult when they’re caught up in the day-to-day.
I’ll listen, observe, ask questions and challenge when it’s useful — drawing on psychology as well as my own experience of senior leadership.
Sometimes the most useful thing I can do is ask the question everyone else is avoiding.
