Frequently Asked Questions

Do you need to have an understanding of my industry to coach me?

It’s not essential. I’m an expert in listening and in creating an environment in which you can do your best thinking. You are the expert in you and your context. I’ve done great work with people from diverse industries: public, private, third sector; universities, tech start ups, engineering….

How does confidentiality work?

I believe we can only find our best way through the issues that are on our mind when we feel secure and relaxed. Confidentiality is a key part of that trust relationship. The only situation in which I would break a confidence is with a grounded concern that you are at risk of serious harm to either yourself or another person, or you have broken or expressed intent to break the law. This is set out in our agreement when we begin to work together.

Why do you suggest blocks of 6 sessions?

There’s an arc of discovery in a coaching relationship which loosely covers beginnings, middle and endings. The first couple of sessions we’ll unpack the question you’re interested in exploring; the middle sessions are a deeper dive into what’s going on and alternatives; the endings are about consolidating your learnings into actions.

There’s lots of flex in the way we’ll work together, and it’s rarely linear, so we’ll agree the best way forward for you - and keep checking in at every session that we’re on the right track.

What’s the difference between coaching and counselling?

While coaching can be therapeutic - an opportunity to reflect, to talk openly and confidentially, and to develop personally and professionally - it is not, and is no substitute for therapy. If you’re wondering which avenue to explore, this is a useful resource. I rather like this summation by Dr Carol Kauffman: “In therapy, you follow the trail of tears, to find where people need healing. In coaching, you follow the trail of dreams.”

I’m not an executive or ‘C-suite’: is this the right kind of coaching for my questions?

I believe that leadership is a practice, not a position of authority (Heifetz). Everyone can develop and increase their capacity for leadership - it’s not simply a set of personal characteristics.