Working with organisations

This page exists to be forwarded. If you are considering an engagement and need to put something in front of a decision-maker, everything they are likely to ask is below.

What I am usually asked to do

• one-to-one coaching for senior leaders, often alongside a wider change programme
• leadership team coaching, working with the team as a system
• facilitation of offsites, strategy sessions and difficult conversations
• assessment debriefs — Leadership Circle Profile™, Leadership Agility 360°, EQ-i — integrated into a development process

I have done this inside ING Belgium, Euroclear, Proximus, Colruyt, Swift and Royal Bank of Canada, mostly during periods of structural change.

How an engagement is shaped

• an initial conversation to understand context, sponsor expectations and constraints
• a three-way contracting conversation with the coachee and the sponsor — purpose, boundaries, what will and will not be reported
• the work itself, at an agreed rhythm
• a closing review against what we agreed at the start

What is reported, and what is not

The content of sessions is confidential and is never reported. What the sponsor receives is agreed in advance and in the coachee’s presence — typically that the engagement is running, and at the end whether the agreed purpose was met.

If a sponsor needs more than that, it is better to know before we start than after.