Approach

A powerful, personalised way to build your leadership capability

What's my Coaching Approach?

All coaches have different approaches, use different frameworks, tools and techniques, and have a different personal flavour. What suits one person won’t necessarily suit someone else. The fit between you and me as your coach, and my coaching approach, is critical for your coaching comfort and success. So here’s a few features of my coaching approach…

Contact & Contract
This is a preliminary first contact conversation we have together. It’s usually an hour or so and it’s complimentary.
  • We find out a little bit about each other. We discuss what my coaching approach is like, what your expectations and coaching focus might be, and the kind of help you want.
  • I suppose we both get a chance to size each other up, decide whether we may be able to work together or not, and whether you want to give coaching with me a try.
  • I always say go away and mull it over for a few days. After that, you let me know whether we connect well enough to continue on, or whether you want to explore other options.
Building Relations
This is our first official coaching session. Hopefully, by the time we finish, you’ll feel we’ve created a constructive, relaxed conversational climate where you feel safe to express yourself openly, feel listened to and understood.
  • In this first session I want to get a better idea of the challenges you face in your workplace context and the kind of coaching work you may want to do.
  • I’m interested in finding out about your story - what’s happening for you personally, as a leader, and how you relate to those in your team and others around you.
  • From this session on, we’ll agree on a few self-coaching activities you can do between sessions – maybe a personal reflection exercise, a checklist to think about, a self-assessment survey or a coaching tool to practise.
Setting Goals
We won’t set goals or look for solutions first-up. But we will talk over your personal vision as a leader and set some specific goals, by the end of our 2nd or definitely 3rd session.
  • As you know, goals guide the actions you take and fuel your commitment to improve. They need to be relevant to your workrole – you need to own them and they need to relate to challenges that matter.
  • Goals may change as you find out more about yourself, reflect more on situations, rethink your approach or want to stretch yourself more.
Coaching Cycle Loops
In ongoing sessions, we move into a continuous loop coaching cycle of analysing situations, talking over options, solution-finding and action-planning.
  • We might repeat this cycle a couple of times during the coaching process as new issues or challenges emerge or we dig deeper into what’s going on.
  • Sometimes you’ll modify your goals. but largely our sessions will review your progress and obstacles and issues that arise along the way – including your own patterns of thinking, feeling and behaving.
  • As we continue to work together, you’ll build up a useful bank of tips, tools, models, frameworks and action ideas derived from some of our numerous self-coaching guide-books.
Change Actions
I’ll help you identify specific actions to try out after each session to help achieve your goals - a behavioural shift, a new approach, a revised practice, or a different way to relate – which we review at the start of the very next coaching session.
  • At its core, coaching is not about knowing or deciding. It’s about changing by doing things.
  • Many of us never move from deciding to doing. Deciding means nothing if we don’t have a habit of taking action.
  • It’s this that brings about the practice improvements or service innovations you’re trying to achieve.
Coaching Exit & Self-Sufficiency
The last part of the 5 Coaching Stages is Self-Sufficiency. Once you’re equipped with new tools, we start embedding new habits and approaches through lots of practice – identifying successive try-out actions and tools that move you towards your goals. As you become more self-aware and self-reliant, you’ll need less formal coaching support – you start coaching yourself to sustain the effort...
  • My underlying coaching aim and value is to help you achieve self-empowerment, self-determination and self-sufficiency. You settle into sound habits of self-inquiry and reflection that increase your capacity to change by yourself.
  • Our coaching relationship may become more informal, less regular and more directed by you than me, as you take on more responsibility for carrying on your own self-coaching work. At this stage, we may both agree to also decide to exit or pause the relationship.

What will our First Meeting be like?

As stimulating as it can be, I know that some can also feel apprehensive meeting with their potential coach for the first time,  We don’t know what to expect and that goes for both of us! Perhaps you’ll also be wondering: “What will my coach want to know?” and “How can I prepare myself for this meeting?”

Explained in the first stage of coaching above, our initial session is to get to know each other and discuss your overall goals and what you expect to get out of a coaching relationship with me. So all you really have to bring is a willingness to tell me a bit about yourself!

I generally try to get a picture of:
  • Your work background - major workroles, significant incidents, experiences or challenges you have, or are, facing
  • What brought you to coaching and what expectations you have for it
  • What you broadly want to focus on and what you want from coaching
  • What coaching arrangements might best suit you (face-to-face, on-line or phone sessions, or a combination of both)
  • How many sessions we might have, how long they might be and how often we might meet
Here are some more specific coaching questions I might ask you in our first session.

Of course it’s up to you how you answer these and how much you’re prepared to share…

COACHING QUESTIONS

Coaching Questions

Work history:

Tell me about your work history and the work you do now?

Purpose:

What do you want to achieve from these coaching sessions?

Situations:

What’s going on for you with work at the moment?

Expectations:

What’s your idea of coaching? What do you expect of a coach?

Values:

What’s important to you in your current work? What do you value most?

Outcomes:

How do you see these sessions making a difference for you?

Likes/dislikes:

What do you like most/least about the work you do at the moment?

Goals:

What might be a coaching goal or two you have (these can change)

Challenges:

What are the major challenges you’re facing? What do you see as your greatest challenge?

Focus:

What do you most need to work on first do you think? What really matters to you about this situation?

Capabilities:

What strengths do you bring to this job? What about weaknesses?

Changes:

What changes do you want to make? What difference will it make to you if you achieve this?

Motivation:

What brought you to this coaching session?

Obstacles:

What might hold you back from making these changes?

What do I need to do to make this work?

businessman with laptop thinking at office

Coaching’s not a quick-fix. It’s taken years to learn some of the habits that may trouble you – which you certainly won’t unlearn in a few weeks. So what about your role or contribution? What will coaching call on you to do for yourself?

Coaching takes perseverance and commitment to the process, willingness to critically self-reflect and of course behavioural practice along with the discipline to do it and keep it up. The biggest barrier to getting the results you want from coaching is YOU. But we bet you already knew that.

If you pursue a coaching path, you’ll be challenged by the changes you see you may have to make – and perhaps even more so, by your natural resistance to them. Some things that get in the way of seeing ourselves more clearly – as we really come across to others – include:

Fear of self-disclosure:

Self-disclosure is another key element of self-aware behaviour. It is about being open to myself about my self first and then being open with others about myself – telling others what I feel about my self.

Complacency – ‘that’s just the way I am’:

Deluding ourselves that the way we are now is the best (or worst) we can be, which blocks any move toward genuine self-reflection and personal change or improvement.

Being deaf to feedback:

Rejecting it outright, rebuffing anyone who tries to point things out to us about our behaviour and becoming excessively defensive, deflated or defeatist.

Inability to see shortcomings:

Not being open to acknowledging our faults, weaknesses or shortcomings – ways in which we could change or be better.

Inflated/misguided sense of self:

Thinking we’re better/different than what we really are (‘I’m not like that’) – not having a very accurate picture of how we come across to others.

A sense of self-defeat:

Feeling demoralised that the gap between where we want to be and how we are now is too large or feeling shocked we’re not the way we think we are that we say to ourselves: ‘I’ll never be able to change that much, so why bother even starting?’
Here’s some of the coaching commitments we’d ask you to consider...

Personal growth and change is neither easy nor quick. It takes time and practice – it’s not an event, it’s a process! 

COACHING COMMITMENTS

Coaching Commitments

Discipline to do weekly actions:

to set your goals, develop a personal change plan and then track coaching progress by keeping records of your self-reflections, try-outs, practice, insights and what happens in each of your coaching sessions.

Perseverance in practising in new habits:

Translating our personal leadership vision into positive action and being prepared to try out new ways. You need to rehearse a new behaviour until it becomes automatic – mastering it at the level of implicit learning. Only then will the new wiring replace the old.

Feedback:

Opening up to change by seeking out feedback about ourselves from others. Remaining open, non-defensive and appreciative of candid feedback about how your behaviours come across and impact others.

Inter-session assignments:

Yep, there’s usually homework attached to coaching and it’s important to do it if you really want to get results and make progress.

Self-disclosure:

Sharing self-doubts, facing up to barriers and fears that get in the way, being more honest, open and “telling your truth” about yourself.

Self-responsibility:

We’ll also encourage you to work toward self-sufficiently and take responsibility for your own change by using our self-coaching model between sessions.

Behaviour change:

Open up to new possibilities and alternatives and replace old behaviours, thoughts and emotional patterns with new ones. Able to recognise what aspects of ourselves aren’t working for us and be diligent about working on changing them.

Sustained commitment and patience in handling setbacks:

when you lapse back into the old patterns or a new approach you try doesn’t exactly work the first time (or the second either!)
Time managment

I imagine you probably have a pretty good idea of what kind of coaching help you need already – though maybe you haven’t exactly sat down and translated it into specific goals and actions yet.

Part of what coaches do is help people get in touch with their best selves – talents, dreams, life directions and sources of inspiration. As I often say, coaches also help people reveal themselves to themselves – reach new understandings about what motivates or drives us and what makes us tick emotionally.

Here are some challenges I’ve helped people work on over the years…

COACHING CHALLENGES

Coaching Challenges

How can I connect and get along better with those I lead or interact with?

How can I build better teams that are more cohesive and work well together?

How can I go about creating a more constructive work culture?

How can I grow my leadership role to meet new work challenges?

How can I handle difficult situations in more emotionally intelligent ways?

How can I be more strategic, focused, effective and flexible in my leader role

How can I handle work-based stress and tension in a more resilient way?

How can I work on my own leader patterns and practices to get better results?

How can I be more mindful, aware and emotionally balanced as a leader?

How can I personally take a more coaching approach to leadership?

How can I get more adept and agile at leading change and engage others in it?

Common Coaching Topics

Coaching can address so many different things, and the coaching topics and areas we cover are really up to you to self-direct. 
I usually find leaders want to address one or a combination of these kinds of areas…

Executive & Leadership Coaching

My approach to coaching leaders taps into a deep-seated need we all share, to challenge ourselves, achieve things that matter to us, and leave a leadership legacy we can be proud of.

Presenting his ideas
Businesswoman leader with arms crossed in working environment

More than ever before, staff are demanding challenge, latitude and self-direction. They want to be engaged, facilitated and coached, not coerced, directed and told what to do. They want you to help them unleash their creativity and talent.

As a leader, you need to know how to…

  • Infuse enthusiasm
  • Mobilise change energy
  • Inspire commitment to shared vision
  • Have constructive conversations
  • Be a culture-creator and team-builder
  • Be a change-manager
  • Be a meaning maker
  • Be a Mentor, coach and facilitator

Whether you’re new, aspiring, or a leader who’s been around and wants to lift your game, I operate with the conviction that leaders need practical, relevant tools and guiding ideas you can readily apply to lead with authenticity, emotional balance, mindfulness, foresight and wisdom.

My approach revolves around a dynamic model of 10 critical roles all leaders need to play against which you can stocktake your approach using our Leadership Roles and Challenges Survey.

Some areas leaders often ask me for coaching help with include:

How to refresh your practices or integrate new approaches into your leadership repertoire and style to make it even more effective

Making the transition to more demanding leadership roles or extending and
deepening your personal leadership capabilities

Specific assistance designing and leading workplace change, cultural renewal or business improvement, or working better together with your teams

Critical issues coaching where we work on how to better engage with a critical strategic, leadership issue or management concern that keeps coming up for you
Performance enhancement coaching aimed at specific growth areas, drawbacks, difficulties or other things you single out that need to be happening better for you

Equipping you with specific leadership tools to enhance role performance, meet new challenges or beat old ones that keep coming up

Coaching for Personal Mastery

The realm of Personal Mastery revolves around the idea that leadership starts with you – no matter what your leadership level, roles or goals, the critical factor to begin with is inside each of us. 

Beautiful executive meditating in office
Group of business people with leader at front

Personal Mastery is the ability to tune into our deeper selves, our visions and aspirations, and be more aware of the impact our patterns of thinking, acting, behaving and responding have on what happens around us and the results we get.

In coaching leaders for Personal Mastery, we’ll cover areas like:

Being your best-self as a leader – leading decisively out of your personal vision and values
Being mindful, present and practising regular self-reflection and inquiry.
Understanding how your mental models or core beliefs influence feelings and behaviours
How principles of choice, contribution and self-management underpin personal mastery
Conversational Coaching

Casual, crucial or contentious, the calibre of the conversations you have count in terms of your relationships, your culture, team cohesion, high performance and ultimately your effectiveness as a leader.

Collaboration Communication Conversation Coworker Concept
Two angry friends discussing while sitting at coffee shop.
Whatever work you do or position you hold, conversations are core to what we all do. They’re how leaders connect, inspire, influence, energise, connect and move people to action. They also set the emotional tone and build the positive work relations that determine the performance culture of your workplace.
Knowing when and how to use different conversational tools and approaches is an often overlooked yet vital element for personal mastery, inspirational leadership, vibrant teams, constructive cultures and successful outcomes.
One particular conversational arena many leaders want coaching in is dealing with difficult discussions – being able to navigate your way more confidently through troublesome topics, resolve contentious issues and manage challenging behaviours

I offer conversational coaching for individuals, leaders, executives and teams in areas such as:

Constructive Conversations
Deal of colleagues

Conversations are a telling indicator of workplace culture and crucial for the effective functioning of any team. Through conversations, leaders connect, inspire, influence, energise, make decisions, problem-solve and move people to action. Conversational coaching centres around 7 essential principles for more constructive conversation-making (see link below to expand on what these are) It equips you with easy-to-learn tools to tone-up your conversational leadership and boost your ability to conduct more penetrating, powerful and connective conversations.

Dealing with Difficult Discussions
business people conflict working problem, angry boss argue scream to colleague businessmen and women

Difficult discussions cause so much conflict and stress in workplaces. Poorly handled, they detract from performance, erode work relationships, misunderstandings multiply, trust deteriorates,  productivity plummets and teams turn toxic.

Difficult discussions coaching provides robust, easy-to-use tools to navigate your way through troublesome topics more confidently, practising a methodical, step-by-step approach to resolving differences that converts destructive confrontation into constructive conversation.

Positive Performance Conversations

Tackling poor performance is one of the most commonly avoided and widely feared species of difficult discussion. Coaching to improve your ability to have mor positive performance conversations – whether it’s with diligent or difficult performers – works on a simple principle: focus on future positive performances you want rather than past negatives.

I’ll take you on a step-by-step tour of carefully-crafted footings, frameworks and formulas to deal with difficult performers more comfortably and make tough performance talks a little bit easier.

Difficult discussions coaching provides robust, easy-to-use tools to navigate your way through troublesome topics more confidently, practising a methodical, step-by-step approach to resolving differences that converts destructive confrontation into constructive conversation.

Building Conversational Confidence

Whether it’s shyness self-doubt or sheer panic, speaking-up can be a pretty anxiety-provoking proposition for a lot of us. Whatever your job-level, Building Conversational Confidence shows you ways to combat anxiety, engage positively in meetings, speak with more confidence and say what you have to say in ways that will be heard.

Coaching to build your conversational confidence can benefit anyone, regardless of position or level, who wants tools to help them overcome conversational hold-backs & confidence-drainers and speak-up with a bit more self-assurance.

Speaking with Influence
Female leader with her team at meeting

There’s  so many ways we use conversations but a prime way is to persuade and influence – to talk others round to our way of thinking or at least, get them to understand and consider our point of view too. Coaching to be more influential and conversationally persuasive is about saying what you have to say in ways that will make it more likely you will be heard –  to have our say, and have our views, positions, feelings and assumptions listened-to, acknowledged and understood..

Coaching in this conversational arena with me  involves using positive strategies for more persuasive and balanced conversations, advocating respectfully and robustly for a particular point of view, putting your position clearly but also encouraging others to as well and being able to respectfully disagree or put an alternative point of view

Emotional Intelligence Coaching

Emotions are at the bottom of top performance whether it’s  building great teams, cultivating culture, being a more mindful, connective and compassionate leader, or boosting morale and performance.

Man in depression
Happy successful multiracial business team

Emotional Intelligence is the background to everything else leaders do. It:

Exerts a powerful pull on how we think, how we behave and how we cope with change and stress – it’s what gives us grit, resilience and determination in the face of set-backs
Underpins motivation, focus, goal achievement and how productive, happy, satisfied and effective we are.
Determines how well we work in with others. build rapport and manage relationships judiciously and sensitively
What helps us stay calm, cool and collected and handle tricky situations with sensitivity, empathy and judgement, handle hostility and keep disruptive emotions at bay

The good news is that EI and Mindfulness skills can be learned. We’ve specialised in designing and delivering practical, applications-based EI programs for executives, leaders, staff, teachers and teams since 2005. 

We offer both learning programs and coaching in a variety of EI streams including:

Leading with Emotional Intelligence
Business man thinking

Leading with EI is about realising that for people to put in a superior performance, you have to connect with feelings first. What sets successful leaders apart is their level of Emotional Intelligence – their ability to use emotions positively, deal with disruptive ones, emotionally self-manage and tune into the impact their patterns of feelings and behaviour have on people around them and the results they get. 

This coaching stream centres on 7 Practices of EI Leaders. You start by assessing your current level of EI in using our EI Leader Inventory based on these practices that helps you identify potential EI goals to work on. Then we focus on selected EI leader tools you can apply to energise your leadership, create more connective cultures and bring out the best in yourself and others.

Read more…

Mindful Leadership
Side view of businessman meditating while sitting on floor

Personally, mindfulness matters to me because we all struggle in one way or another with the attraction of distraction and an emotional tumble-dryer of thoughts, emotions and reactive postures…

A major mission of leaders is to help their people focus so they can apply themselves to produce good results, relatively free of stress, distraction or upset. But before leaders can do this, they first need to set aside their own distractions and focus their own attention.

In this coaching stream I look at mindfulness from a practical leadership perspective and what you can do integrate more of it into your everyday leader activities. I’ll work with you on 5 Mental Markers of Mindfulness (see link in attachment below) and simple brain-training tools to lift your level of clarity, focus, presence and attention.

Social Intelligence
Compassionate Leadership
Small Group Coaching
A wonderful serenity has taken possession of my entire soul, like these sweet mornings of spring which I enjoy with my whole heart.
Coaching for Change

Helping you work through a specific change management challenge or initiative in your team or organisation

Critical Issues Coaching

To better engage with a critical strategic, leadership issue or management concern that keeps coming up for you.

Performance Improvement Coaching

Aimed at specific performance difficulties behavioural patterns or other things you single out that are just not happening well for you at work

Specific Skills Coaching

Equipping you with specific leadership or communication capabilities and tools to enhance role performance, meet new challenges or beat old ones that keep coming up

Executive & Leadership Coaching

My approach to coaching leaders taps into a deep-seated need we all share, to challenge ourselves, achieve things that matter to us, and leave a leadership legacy we can be proud of.

Presenting his ideas
Businesswoman leader with arms crossed in working environment

More than ever before, staff are demanding challenge, latitude and self-direction. They want to be engaged, facilitated and coached, not coerced, directed and told what to do. They want you to help them unleash their creativity and talent.

As a leader, you need to know how to…

  • Infuse enthusiasm
  • Mobilise change energy
  • Inspire commitment to shared vision
  • Have constructive conversations
  • Be a culture-creator and team-builder
  • Be a change-manager
  • Be a meaning maker
  • Be a Mentor, coach and facilitator

Whether you’re new, aspiring, or a leader who’s been around and wants to lift your game, I operate with the conviction that leaders need practical, relevant tools and guiding ideas you can readily apply to lead with authenticity, emotional balance, mindfulness, foresight and wisdom.

My approach revolves around a dynamic model of 10 critical roles all leaders need to play against which you can stocktake your approach using our Leadership Roles and Challenges Survey.

Some areas leaders often ask me for coaching help with include:

How to refresh your practices or integrate new approaches into your leadership repertoire and style to make it even more effective

Making the transition to more demanding leadership roles or extending and
deepening your personal leadership capabilities

Specific assistance designing and leading workplace change, cultural renewal or business improvement, or working better together with your teams

Critical issues coaching where we work on how to better engage with a critical strategic, leadership issue or management concern that keeps coming up for you
Performance enhancement coaching aimed at specific growth areas, drawbacks, difficulties or other things you single out that need to be happening better for you

Equipping you with specific leadership tools to enhance role performance, meet new challenges or beat old ones that keep coming up

Coaching for Personal Mastery

The realm of Personal Mastery revolves around the idea that leadership starts with you – no matter what your leadership level, roles or goals, the critical factor to begin with is inside each of us. 

Beautiful executive meditating in office
Group of business people with leader at front

Personal Mastery is the ability to tune into our deeper selves, our visions and aspirations, and be more aware of the impact our patterns of thinking, acting, behaving and responding have on what happens around us and the results we get.

In coaching leaders for Personal Mastery, we’ll cover areas like:

Being your best-self as a leader – leading decisively out of your personal vision and values
Being mindful, present and practising regular self-reflection and inquiry.
Understanding how your mental models or core beliefs influence feelings and behaviours
How principles of choice, contribution and self-management underpin personal mastery
Conversational Coaching

Casual, crucial or contentious, the calibre of the conversations you have count in terms of your relationships, your culture, team cohesion, high performance and ultimately your effectiveness as a leader.

Collaboration Communication Conversation Coworker Concept
Two angry friends discussing while sitting at coffee shop.
Whatever work you do or position you hold, conversations are core to what we all do. They’re how leaders connect, inspire, influence, energise, connect and move people to action. They also set the emotional tone and build the positive work relations that determine the performance culture of your workplace.
Knowing when and how to use different conversational tools and approaches is an often overlooked yet vital element for personal mastery, inspirational leadership, vibrant teams, constructive cultures and successful outcomes.
One particular conversational arena many leaders want coaching in is dealing with difficult discussions – being able to navigate your way more confidently through troublesome topics, resolve contentious issues and manage challenging behaviours

I offer conversational coaching for individuals, leaders, executives and teams in areas such as:

Constructive Conversations
Deal of colleagues

Conversations are a telling indicator of workplace culture and crucial for the effective functioning of any team. Through conversations, leaders connect, inspire, influence, energise, make decisions, problem-solve and move people to action. Conversational coaching centres around 7 essential principles for more constructive conversation-making (see link below to expand on what these are) It equips you with easy-to-learn tools to tone-up your conversational leadership and boost your ability to conduct more penetrating, powerful and connective conversations.

Dealing with Difficult Discussions
business people conflict working problem, angry boss argue scream to colleague businessmen and women

Difficult discussions cause so much conflict and stress in workplaces. Poorly handled, they detract from performance, erode work relationships, misunderstandings multiply, trust deteriorates,  productivity plummets and teams turn toxic.

Difficult discussions coaching provides robust, easy-to-use tools to navigate your way through troublesome topics more confidently, practising a methodical, step-by-step approach to resolving differences that converts destructive confrontation into constructive conversation.

Positive Performance Conversations

Tackling poor performance is one of the most commonly avoided and widely feared species of difficult discussion. Coaching to improve your ability to have mor positive performance conversations – whether it’s with diligent or difficult performers – works on a simple principle: focus on future positive performances you want rather than past negatives.

I’ll take you on a step-by-step tour of carefully-crafted footings, frameworks and formulas to deal with difficult performers more comfortably and make tough performance talks a little bit easier.

Difficult discussions coaching provides robust, easy-to-use tools to navigate your way through troublesome topics more confidently, practising a methodical, step-by-step approach to resolving differences that converts destructive confrontation into constructive conversation.

Building Conversational Confidence

Whether it’s shyness self-doubt or sheer panic, speaking-up can be a pretty anxiety-provoking proposition for a lot of us. Whatever your job-level, Building Conversational Confidence shows you ways to combat anxiety, engage positively in meetings, speak with more confidence and say what you have to say in ways that will be heard.

Coaching to build your conversational confidence can benefit anyone, regardless of position or level, who wants tools to help them overcome conversational hold-backs & confidence-drainers and speak-up with a bit more self-assurance.

Speaking with Influence
Female leader with her team at meeting

There’s  so many ways we use conversations but a prime way is to persuade and influence – to talk others round to our way of thinking or at least, get them to understand and consider our point of view too. Coaching to be more influential and conversationally persuasive is about saying what you have to say in ways that will make it more likely you will be heard –  to have our say, and have our views, positions, feelings and assumptions listened-to, acknowledged and understood..

Coaching in this conversational arena with me  involves using positive strategies for more persuasive and balanced conversations, advocating respectfully and robustly for a particular point of view, putting your position clearly but also encouraging others to as well and being able to respectfully disagree or put an alternative point of view

Emotional Intelligence Coaching

Emotions are at the bottom of top performance whether it’s  building great teams, cultivating culture, being a more mindful, connective and compassionate leader, or boosting morale and performance.

Man in depression
Happy successful multiracial business team

Emotional Intelligence is the background to everything else leaders do. It:

Exerts a powerful pull on how we think, how we behave and how we cope with change and stress – it’s what gives us grit, resilience and determination in the face of set-backs
Underpins motivation, focus, goal achievement and how productive, happy, satisfied and effective we are.
Determines how well we work in with others. build rapport and manage relationships judiciously and sensitively
What helps us stay calm, cool and collected and handle tricky situations with sensitivity, empathy and judgement, handle hostility and keep disruptive emotions at bay

The good news is that EI and Mindfulness skills can be learned. We’ve specialised in designing and delivering practical, applications-based EI programs for executives, leaders, staff, teachers and teams since 2005. 

We offer both learning programs and coaching in a variety of EI streams including:

Leading with Emotional Intelligence
Business man thinking

Leading with EI is about realising that for people to put in a superior performance, you have to connect with feelings first. What sets successful leaders apart is their level of Emotional Intelligence – their ability to use emotions positively, deal with disruptive ones, emotionally self-manage and tune into the impact their patterns of feelings and behaviour have on people around them and the results they get. 

This coaching stream centres on 7 Practices of EI Leaders. You start by assessing your current level of EI in using our EI Leader Inventory based on these practices that helps you identify potential EI goals to work on. Then we focus on selected EI leader tools you can apply to energise your leadership, create more connective cultures and bring out the best in yourself and others.

Read more…

Mindful Leadership
Side view of businessman meditating while sitting on floor

Personally, mindfulness matters to me because we all struggle in one way or another with the attraction of distraction and an emotional tumble-dryer of thoughts, emotions and reactive postures…

A major mission of leaders is to help their people focus so they can apply themselves to produce good results, relatively free of stress, distraction or upset. But before leaders can do this, they first need to set aside their own distractions and focus their own attention.

In this coaching stream I look at mindfulness from a practical leadership perspective and what you can do integrate more of it into your everyday leader activities. I’ll work with you on 5 Mental Markers of Mindfulness (see link in attachment below) and simple brain-training tools to lift your level of clarity, focus, presence and attention.

Social Intelligence
Compassionate Leadership
Small Group Coaching
A wonderful serenity has taken possession of my entire soul, like these sweet mornings of spring which I enjoy with my whole heart.
Coaching for Change

Helping you work through a specific change management challenge or initiative in your team or organisation

Critical Issues Coaching

To better engage with a critical strategic, leadership issue or management concern that keeps coming up for you.

Performance Improvement Coaching

Aimed at specific performance difficulties behavioural patterns or other things you single out that are just not happening well for you at work

Specific Skills Coaching

Equipping you with specific leadership or communication capabilities and tools to enhance role performance, meet new challenges or beat old ones that keep coming up

Do you want to become a better leader?

Something here about booking in coaching with us or getting in contact

Coaching Prospectus

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Preferred Learning Consultant and Leadership Coach

What my Clients Say

  • Bill provided a unique perspective on things and is clearly highly experienced with both broad and deep knowledge on leadership and the tailored self-coaching guides Bill produces to support his coaching sessions are an excellent resource.

    Tanya G,
    Workforce Capability
  • The coaching sessions I had with Bill were good, frank and honest for becoming a more self-aware and better leader. He showed me several new tools to work on the business and my teams and I gained a greater insight into how my workplace sees me as a leader.

    Brett M,
    Department of Housing
  • Coaching with Bill was a very positive experience – I learnt different approaches to leading and managing others and there was plenty of opportunity to practise in a safe environment. Bill was approachable with an easy-going style and knows his subject matter!

    Anna B,
    Queensland Health Department
  • Bill reads what’s going on with you and adapts the coaching agenda as necessary. He lead me on very beneficial discussions and provided easy useful tools and practical skills to apply. I learnt a lot about true leadership and myself as a person and leader.

    Kev S,
    Housing Manager
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