Bringing the practices of mindfulness and dialogue to leadership conversations

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Executive coaching dialogues

As your prospective executive coach, incisive and exacting whilst being warm and supportive. I have a well-honed instinct for systemic patterns and the ‘nub’ of an issue. As an astute and seasoned coach, I aim to ask bold and probing questions whilst respecting your professionalism and experience.

The signatures of my leadership development work are: navigating complexity, thinking systemically, and fostering the conditions for dialogue and reflective practice. My approach is profoundly shaped by my martial arts experiences, where the impact of pressure on human physiology is obvious: it compromises our ability to be composed and skilful. Where appropriate, I use embodied approaches as a short cut for learning how to handle highly-charged situations with resilience and poise.

In working with you, I draw on a varied career that spans trading in ‘the City’ and being a Director of Finance in the NHS. I established my coaching and consultancy practice in 1998 and am an APECS accredited executive coach. I am also an accredited coach supervisor. My award-winning book gives a broader perspective of my work.

Working together…

…we’ll develop an alliance that builds our capacity for dialogue and thinking together. Each session offers a rare breathing space for gaining perspective and thinking creatively about your leadership practice.

You shape our work by outlining a current issue such as a testing relationship, intractable problem or ethical dilemma. As your temporary colleague, I’ll support you to explore the conditions that gave rise to the presenting issue and to examine your part in it. We’ll risk-assess potential ways forward. As you gain insight into the unintended consequences of your leadership practice, we’ll consider changes you might make for the longer term.

In particular, we’ll ‘troubleshoot’ your conversations to consider why they don’t always bear fruit. Changing practice in your conversations means finding the courage to be reflective in fast-paced and performance-driven settings, and to reach beyond the obvious to enhance the quality of your leadership choices.

Forms of coaching…

Coaching dialogues can take place face-to-face or by ‘phone, in a pattern that suits you. Face-to-face sessions can include walking dialogues in gardens or wild settings. By arrangement, I also offer individual ‘retreats’ and longer coaching encounters for deeper reflection and replenishing leadership spirit.

If you are an executive coach, take a look at coaching supervision…

Confidentiality and ethical practice…

I abide by the ethical guidelines of my professional body, APECS.

It is my practice to keep the names of my clients confidential and our coaching dialogues are confidential. I maintain the quality and integrity of my work by being in regular supervision and being committed to my own continuing learning and development.

For more information about executive coaching, please contact me.

What my clients say…

My executive coaching clients span chief executives, directors and senior leaders in public services and in both small and multi-national business settings. Their backgrounds have been varied, including disciplines such as finance, IT, HR, sales, communications, engineering, academia and law.

An executive director wrote:

‘In a complex, political environment coaching helped me to analyse the ‘big picture’ as well as providing very practical tools and techniques for influencing and creating a positive impact. Amanda demonstrated great insight and wisdom in the way she coached, challenged and encouraged me. This gave me the confidence and skills to achieve goals I did not think were possible. This is the most effective and best value personal development I have ever taken part in. It is also huge fun!’

A head of operations, FMCG wrote:

‘Amanda has allowed me to discover how I can use a relaxed pose in situations where before I wasn’t. This has led to more confidence and more efficiency in the things we do as a team on site. And equally (if not more!) important, it has led to more fun in handling the challenges we handle. The energy I give to the team has become more in sync with theirs rather than my ideas being perceived as blockers. Yet, we achieved more than we thought we would.’

A professor from a Russell Group university wrote:

‘Coaching coincided with a critical period as I made the transition from research group leader to heading up a larger structure. I was close to ‘jumping ship’. Amanda explored my strengths and areas where I was less confident. As we worked through some difficult issues, I realized the reasons I wanted to leave were within. So I addressed them.’

An entrepreneur wrote:

‘I felt encouraged to believe, to act, to be brave.’