EXECUTIVE Coaching & Mentoring

What is coaching and mentoring?

Coaching is a collaborative solution-focused, results-orientated and systematic process in which the coach facilitates the enhancement of work/team/business performance, life experience, self-directed learning and personal growth of the coachee. Executive coaching differs in that it tends to focus on senior management, business owners and top leadership levels.  Mentoring is similar but is more directive, whereby the mentor trains and passes on their knowledge to the mentee, and is more ready to suggest solutions during discussion of issues.


What coaching models do we use?

Like most coaches, we use the well tried-and-tested models such as the behavioural-goal centred approach, although this is not always sufficient to bring about the desired results. Consequently, we tend to use our own blend of coaching and psychological models (the fruit of many years experience and training) coupled with psychometric assessments, tailored for each client in order to get the best result for them.  These help to fast-track conversations towards the key areas which may need to be talked through and developed – they help people to move forward in their lives more successfully than they would do otherwise.


What is our general approach to coaching?

We are accustomed to working with all sorts of managers, senior managers, business owners and top leadership to tackle both practical and psychologically rooted issues in order to facilitate greater personal and business success (these are usually interlinked). We work with executives where this is paid for by their organisation, but also privately, where the executive concerned wishes to work on an issue, which is usually about a work matter, but independently of their organisation.

We normally follow the traditional facilitative approach outlined above, but in situations where the coachee wishes to have more input to accelerate the self-development process, we can steer towards a coaching/mentoring approach (more directive), imparting aspects of our experience and knowledge as necessary and where this would be helpful. However, the traditional approach allows for the most effective transformation within the coachee, something which can be diluted with a more mentored approach.

Where desirable, we may suggest that carefully selected peers and subordinates (maybe a superior too, if there is one) of an executive are confidentially interviewed by us to give added insights for coaching. This often adds a very useful extra dimension to subsequent coaching conversations.

As always, coaching face-to-face is most desirable, but is not always possible for economic or geographic reasons.  If this is the case for you, please refer to our page on Skype Coaching for further details.


What coaching issues do we work on?

These could be almost anything, but our strength is helping executives get the best from themselves and their people, because people produce the results.  This can involve topics like these:

  • Improving communication styles and how you come across to others, like clients.
  • Honing skills to make the 'hard' conversations easier and more effective.
  • Building emotional intelligence (EQ) skills and resilience to manage and operate in a 'smarter' way, even under pressure, maximising well-being for you and your team.
  • Developing people handling and engagement skills for colleagues, union or staff association, clients and stakeholders, to bring out the best in them.
  • Discovering your true values and motivations and aligning these to your current and future work areas to give greater vitality.



I found Julian to be very perceptive - he can see what the problems are... This experience has shown me that with the right coach, this can be far better than any management training course! My board could also benefit from this sort of help which Julian can provide!

KP, senior manager in household name multi-national.

I used Julian as an executive coach over a period of a few months during a period of upheaval and transition, when I had to make some key decisions that would have significant impact. Julian’s support and his experience as a coach and facilitator were invaluable to me during this period. He helped me firstly to understand which attributes of the possible solutions mattered most to me, and then to prioritise my options and identify different ways of moving forward. Julian seemed to instinctively know when to act as a sounding board and when to take on a facilitator role, and his unobtrusive style made it possible to make progress quickly and painlessly, even when considering quite sensitive matters. (This is a public comment on LinkedIn).

Stian Eriksen, Director of Global Support Sales Operations, ORACLE Corporation (at the time of the comment).