• Developing Your Organisation
• Developing Your Teams
• Developing Your People & You
  • Influencing Strategies and Skills
  • FOCUSed Performance Coaching
  • Executive Coaching
  • Leading Transformational Change
  • Mentoring
  • Executive Assessment

Developing Your People & You

Executive Coaching

It is often said that 'the higher you go, the lonelier it gets' (and in some senses the higher the stakes)! Senior leadership can be very rewarding and also quite isolating. It may not be possible or desirable to get the support and challenge needed within the organisation, and working with an executive coach can be hugely beneficial.

Why Executive Coaching? Because it...

• gives a tight focus on performance 'game changers'.
• creates a safe and highly challenging environment to support accelerated change.
• offers tailored approaches to individual coachees.
• identifies meaningful measures of progress.
• gets up close and personal!

At Arwel Douglas Limited we are highly experienced executive coaches, spending about a third of our time working individually with senior leaders across a range sectors, geographies and cultures.

Whilst protecting the confidentiality of the individual is of course absolutely vital to building an open and trusting coaching relationship, we are also aware that the organisation usually pays the bills and has a legitimate right to shape the content and focus of the coaching.

That's why we strongly encourage an early 3-way meeting with the Coachee, their Boss and the Coach to work out what the need is, what the goals of the coaching are and what the individual roles and responsibilities involve.

We would typically contract for 6x3 hour sessions with the Coachee, over a 6-8 month period. Sufficient time to demonstrate real change.

We will also use relevant performance or development data where available, or gather other views where helpful to build a rounded picture of what is most important to work on.

We are happy to work with individual coaching clients within an organisation, and often establish individual coaching relationships with all members of an intact leadership team. This latter approach rapidly accelerates team performance and provides a rich picture of the function or team beyond the boundaries of any one person's experience.

Typical coaching assignments include...

• CEO of a leading financial services business who wants to develop a more facilitative and engaging style of working with peers.
• Group Marketing Director who is leading the integration of the Marketing and Sales functions in order to bring about a strategic shift in the organisation’s market proposition.
• European Business Leader who is transitioning the business to focus on organic growth and strategic alliances, which needs a shift in leadership and influencing style.
• Newly appointed senior manufacturing leader who wants to establish his leadership credibility with his peers, and across the organisation.
• Senior leader who wants to 'take stock' of her leadership purpose and impact, so that it more fully aligns with what she wants to contribute and achieve long term.
• Finance Director whose interest is expanding to focus more on the strategic direction of the business and needs the skills and strategies to maximise his impact.
• Associate Director who is leading a step change in his organisation’s performance and wants to enhance his ability to create sustained followership.
• Director who wants to more fully integrate with Board member peers, and solicit more support and involvement from his CEO.
• CEO who needs to have rigorous development conversations with his team, and to follow up with coaching, feedback and support
• Senior leader who is seeking to broaden his managerial style in order to build enthusiasm and commitment in his reports, whilst maintaining necessary drive and progress.
• Customer Service Directors who need to maintain their distinctive quality of customer support while finding ways to work within challenging budget/headcount restrictions
• Supporting various executives to be clear about what is important to them (professionally and personally) and to support them to operate in ways that balance their competing priorities.