Welcome

When life at the top becomes too lonely…

When you’re unsure of the loyalties of those around you…
When a complex situation is unfolding too quickly…
When you are negotiating a political minefield…
When your own sense of confidence and security is challenged…

The leaders’ confidant, working behind the scenes, I help them see the dynamics of situations, the politics of organisations, their own personality, and the behaviour of other people, differently; motivating them to achieve more, enabling them to formulate their dreams, and find the confidence to transform these into reality. The most senior roles in an organisation are lonely places. Leaders often find few people with whom they can discuss things – both strategic and operational, may distrust the motives of their peers, or be concerned about divulging significant information inappropriately or too early.

Often, their ideas are not yet formulated and they are concerned that using others as sounding boards may lead to rumours and speculation that grow out of proportion with consequences that could harm them, the organisation and its stakeholders. A former Big-Four consultant and multinational HRD, I know that professional advisors can have split loyalties.

Leading Oxford University’s coaching programmes, I offer uniquely qualified, strictly boundaried, support as a confidant to people in positions of power. We build a relationship of trust, in which you can discuss almost any issue affecting you at the time, knowing that this will remain between us, and my support will not be compromised by my own agendas.

My articles reflect various aspects of my work. Use the menu to select particular themes.

If you feel I might be able to help you, please call, use skype, or email.

My latest articles

• One Size Doesn’t Fit All: The Limitations of Professional Bodies in Coaching
  The approaches taken by professional coaching bodies often fail to fully address the diversity within the coaching profession. These organisations typically align themselves with specific models, frameworks, or ethical principles. This can create several problems: 1. Narrow Focus on Preferred Models Professional bodies often promote specific coaching models or frameworks. This restricts the development of a broad ...
• Why do some men adopt a grandiose, bombastic, persona?
  The adoption of a grandiose or bombastic persona in men can be understood through various psychological lenses, particularly those related to self-esteem regulation, personality structure, and social dynamics. Narcissism and Self-Esteem Regulation One explanation is linked to narcissistic personality traits. Narcissism involves an inflated sense of self-importance, a need for admiration, and a lack of empathy for ...
• Contrasting Socratic Questioning with Systemic Questioning
  This is the third of three articles written in response to a question from a colleague about the role of systemic questioning in coaching.  Why three?  Personally, I have tended to use Socratic Questioning in much of my work.  It is particularly popular among the teaching community in further and higher education.  So, I felt ...
• The role of Systemic Questioning in Coaching
  This is the second of three articles written in response to a question from a colleague about the role of systemic questioning in coaching.  Why three?  Personally, I have tended to use Socratic Questioning in much of my work.  It is particularly popular among the teaching community in further and higher education.  So, I felt ...
• The role of Socratic Questioning in Coaching
  This is the first of three articles written in response to a question from a colleague about the role of systemic questioning in coaching.  Why three?  Personally, I have tended to use Socratic Questioning in much of my work.  It is particularly popular among the teaching community in further and higher education.  So, I felt ...