Great leadership coaching is transformational. It enables fundamental change, not only for the coachee but for the people they lead and the organisations and stakeholders they serve.

Interviewing clients after coaching they report many benefits but here are just a handful.

Individuals report increased resilience and confidence; better work/life balance; increased self-awareness and better emotional self-control; career progress (be that promotion or more responsibility); improved prioritisation and time management, and significantly improved working relationships.

And for the organisation, clients demonstrate improved leadership and management skills, enhanced strategic agility; better (and faster) decision-making; improved employee engagement; better communication and influencing skills and enhanced ability to enable change, inspiring and motivating teams. Often the benefits will be quantifiable in monetary terms, reaching into millions but often it’s a question of quantifying what you haven’t lost by avoiding mistakes, like allowing a leader to derail.


At it’s simplest, coaching is providing a safe and confidential space with someone you trust to not only support you, but challenge you and speak truth to you as others won’t. One of the greatest gifts you can give someone is simply listening with 100% of your attention. Perceptive questioning increases self-awareness and this is the foundation for all emotional intelligence. How can you expect to have emotional self-control if you’re not aware of what triggers negative states ?

The most important meeting is the first. Often called a ‘chemistry session’, this is the chance for coach and coachee to explore whether or not they can develop the trusted relationship that is the foundation of good coaching. No matter the methodology used, research shows that by far the most important factor in the success of a coaching engagement is the quality of the relationship between coach and coachee. The chemistry is also our opportunity to check what you aim to get out of the coaching and whether my abilities are a good match for your needs.

Our first meeting is generally about defining objectives and goals – both short term goals and longer-term aspirations. Where appropriate the line manager is included in a three-way meeting so they are fully engaged in the process.

Overall, I prefer a systemic approach. No leader exists within a vacuum. They function within a system of stakeholders and without taking the system into account we won’t deliver the best outcomes. With this in mind, I undertake stakeholder interviews, with confidential feedback to the coachee. Occasionally we find the use of a more ‘fixed. online 360° tool appropriate.

The agenda of subsequent sessions are not driven by me but you as the client, dependent on your needs in your immediate context. Coaching engagements are co-designed. For example, coaching sessions are undertaken face to face, via telephone/video or a mixture of both mediums to suit the needs of the client. The most common format is 6 – 8 sessions, each lasting two hours spaced 4-6 weeks apart.

I draw upon an extensive range of psychological tools and methodologies to enable the required development but I’m proud the feedback I get from clients is that they appreciate my pragmatic and practical approach.

At the end of the coaching, I conduct an interview which captures the impact the coaching has had for you and the organisation. It’s also important to assess the quality of my coaching so evaluation is also undertaken.

In specific situations, I will guarantee my results. This is where there is a specific need for behavioural change. This is usually when someone has been highly successful despite certain patterns of behaviour.

Let’s have a conversation.

“Gregor provided superb insight, challenge, support and advice as a coach. He has a flexible approach which allowed us to explore a huge range of topics and develop genuinely meaningful and practical outcomes which I could easily apply in my day to day activities. I found the whole coaching programme with Gregor hugely motivating, challenging and ultimately rewarding.”

John Eastwood

Head of Commercial Strategy, Anglo American