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Andrew Parrock
Sally East
Pradip Shroff
Epimetheus
Lilian Abrams
Martin Richards
Maria Biquet
Simon Dennis
Katy Tuncer
Ian Flanders
Simon Darnton
Geoffrey Ahern
Alan Robertson
Isobel Gray
Laurent Terseur
Aubrey Rebello
Lynne Hindmarch
Doug Montgomery
Sue Young
Jeremy Ridge
Naomi Dishington
Wendela Wolters
Nicholas Wai
Charlotte Murray
Yvonne Thackray
All in Prof CC
My dear fellow coaches,
I am writing this letter to you with all my love and support to save you time and energy in the coaching relationship.
It is useful to start a discussion referring to coaching and counselling with some kind of working definitions.
I've always been interested in how we create the right coaching environment for our coachees and especially how we can use that space to add even more value to our work. This summer I had some experiences that have made me think differently about the coaching space.
As a Coach I work with high level Executives and Entrepreneurs in developing their skills, abilities and behaviors to match the complex requirements of their roles. Developing a person is a highly demanding and very revealing process for both the Coach and the Coachee.
A lot of my work in coaching is helping professionals reframe their understanding of the work they do in comparison to similar value work in the market place. MAKING PROGRESS AS A PROFESSIONAL
I often work with strongly focused leaders, who operate in intense, highly competitive contexts and within very powerful organisational cultures. They are strong achievers, hold high standards and are usually incredibly skilled when it comes to observing, analysing, processing and coming up with powerful ideas.
It inspires curiosity, intrigue, skepticism, judgement, and profound personal growth, as we work together to develop their intuition as a powerful asset. In this article, I share how I help leaders develop their intuition as a key capability
