PeopleWise Coaching

Organisations that use individual coaching as a method for leadership development have found that it increases productivity, 360 performance ratings, job satisfaction, well-being and resilience , above and beyond what is gained from having group training sessions. Research studies exploring the return on investment of coaching for organisations have

found it to be as high as 700%.

At

, we believe coaching is about enabling individuals to take responsibility for their own development. We

do this through our STAR Coaching Model. STAR Coaching is about creating the right coaching conditions for identifying meaning, generating strategic alternative realities and building commitment for action. It is about providing a coaching environment that enables individuals to explore and experiment, to test limiting beliefs, and build commitment for action through identifying meaning and enhancing motivation.

This brochure presents an overview of our coaching expertise providing information on our philosophy and process, our coaching faculty and services, and our star coaching model, which guides our work in this space.

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This focus is underpinned by three key psychological concepts, which all have a consistently strong evidence base of success in a wide range of workplace contexts.

A key step in facilitating development is for an individual to understand what drives their behaviour, especially the things that derail or distract them from personal insight or strategic growth.

Often these actions are rooted in cycles of thoughts, feelings and behaviours, that are self-limiting to performance. We address the underlying triggers that sustain these behaviours, and help individuals challenge and overcome them, in order to enhance future work performance and work satisfaction.

Too often, individuals and organisations focus on fixing what is not working, rather than enhancing what is already working well. This

approach limits development, as encouraging positive emotions by focusing on things you are good at broadens awareness and facilitates new ways of thinking and acting, thereby building skills and resources. In our coaching sessions, we help individuals increase self-awareness by identifying strengths through a variety of techniques, and leveraging these in order to enhance development.

Individuals who set specific and challenging goals relating to their performance are more successful than those who simply try and do their best. This is because goal setting creates a direction for people to move in, and this momentum has a massive impact on success. Our coaches are all experts in goal setting facilitation, including knowing how and when to set goals in coaching, knowing how to gauge an individual’s to engage in a robust and explicitly goal-focused conversation, and knowing how to work with more vaguely defined or more abstract goals.

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Our coaching process is underpinned by our STAR ( rategic lternative ealities) Coaching Model. This is a five-point model, representing the key skills, techniques and methods that are essential for engaging in effective coaching. Our STAR model has been comprehensively mapped to the International Coach Federation (ICF) framework, which represents in coaching.

Our STAR model is used to train our own coaches, as well as forming the basis for our Skills of Coaching programmes, through which we help organisations build internal coaching capability.

Our STAR model was developed from two primary sources:  The on what works and what doesn’t work when applying coaching in organisations  Extensive qualitative and quantitative data analysis drawn from conducting thousands of in-depth coaching interventions with global business leaders

Establish collaboratively developed and agreed outcomes, clear goals, expectations, boundaries and ground rules.

Creating a supportive environment that will enable a strong and trusted relationship to develop and facilitate the coachee’s engagement with the process.

. Helping the coachee reach a clear and insightful understanding of the their present, and working with them to explore the future and generate strategic alternative realities. . Provoking change. Helping the coachee try out and question new and different behaviours in pursuit of their goals. . Working with the coachee to develop plans and actions for the future, and commit to shift.

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Our coaching faculty is 60-strong, based around the globe, and coach in over 15 languages. We have hubs in the US, UK, Singapore, Hong Kong, South Africa, Germany, Canada and Australia. This scale allows us to cater to a wide range of organisational needs, from global corporations to local SMEs, and cultures.

We understand the distinctiveness of individuals and market sectors. We work hard to match these needs by tailoring our approach to the individual, corporate and cultural landscape of all our coaching assignments.

All our coaches have further qualifications in psychology,

business and/or coaching. Many hold chartered status with internationally recognised psychology organisations.

To be a great coach you must understand how businesses and business leaders operate. All our coaches have a comprehensive understanding of the public and private sector business worlds. Many have business degrees, wide industry experience, and serve as non-executive directors.

Our culture is built around diversity, flexibility, continuous learning, and a drive towards exceptional results. We are passionate about being the best in our field, and to do that we undertake regular professional development to ensure we remain thought leaders.

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is the CEO and Founder of . She is a world renowned business psychologist and executive coach with further studies in economics and business management. Using a blended approach of applying psychology and business to learning, over the last 15 years Belinda has built up extensive global experience in coaching at an executive level. Belinda is a Chartered Clinical Psychologist with a Ph.D. in leadership behaviours and workplace well-being.

has been with for eight years, and was recently appointed VP to the EMEA region.

Ron has over 20 years of direct management experience within a range of organisations and roles, and uses this experience to inform his coaching approach. As well as holding Chartered status with the British Psychological Society, Ron is a Fellow of the Chartered Institute of Personnel and Development, and holds several further qualifications in coaching from Newcastle College.

is a Consulting Psychologist and qualified Executive Coach, as well as a chartered management accountant (CIMA). Nick started his career in finance, spending 12 years working with CEOs, board directors and senior managers, before moving into the assessment and development field. He has strengths in combining leadership development methods with insightful commercial understanding. Nick holds an MSc in Organisational Psychology, a postgraduate qualification in coaching, and is a qualified coach with the International Coaching Federation (ICF).

is an experienced coach, team coach and facilitator, based in Germany. She has extensive global experience in learning and development, and direct management at a senior level, which she utilises when coaching senior leaders and executives. Tina has a certificate in coaching skills and has completed stage one of the ICF credential pathway to become a certified coach. Most recently, she added Team Coaching and Facilitation to her skill set.

is an international chief executive and leadership coach, currently based in the UK. Steve started his career in the financial sector, and has held senior director (non-executive and operating) positions at parent and subsidiary company levels in many continents and cultures, leading international and domestic startups, mergers, acquisitions, sales, runoffs and corporate strategy and governance practice. Steve has further qualifications in coaching, obtained from London’s School of Coaching.

is a Chartered Occupational Psychologist based in France. Since 1992, Emma has worked as a business psychologist, in consulting firms and corporate environments. She has extensive experience in talent acquisition, talent management and talent development across EMEA. More recently, Emma moved into the organisation development field, supporting complex change initiatives, and supporting senior leaders and teams with executive coaching. Emma speaks fluent English and French.

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heads up the North American business for and is a respected leader in organisational development. Prior to joining , Mike spent twenty years in various management roles with several multinational corporations. Based on his own extensive personal experience as an executive, Mike works with coaching clients to deliver high performance through a pragmatic approach that focuses on the behaviours needed to drive success at the highest levels.

is an Industrial/Organizational Psychologist, based in the USA, with over 15 years experience working with global organisations to effect change at the overall enterprise level as well as with individual leaders. He has spent much of his career coaching, assessing and developing leaders in one-on-one engagements. Kyle has served in senior positions with many of the best-known providers of human capital solutions, and holds a Ph.D. in leadership behaviours.

is a senior consultant in the area of executive coaching, and talent assessment and development. Rachna has over ten years of experience in consumer product marketing roles within SMEs and mid-cap organisations as well as in external HR consulting roles in professional services firms. Originally from India, Rachna has lived and worked in three different continents, and currently resides in Toronto, Canada.

is a Chartered Occupational Psychologist, and the VP for the Asia Pacific region. Originally from the UK, Natalie has overseen and delivered projects across Europe and for the past few years across Asia. Her focus is on providing custom, effective and scalable leadership solutions that positively change behaviour to deliver business results. She is a member of the Special Group in Coaching Psychology (British Psychological Society), and has presented papers in the area of Coaching Executive Women.

has over seventeen years of experience as an organisational psychologist. She specialises in executive coaching, leadership assessment and development, and organisational development, helping client organisations assess and develop their leaders for potential, readiness, performance and fit. Pauline has extensive experience working with leaders from different industries and regions. Her clients include MNCs as well as government agencies. She is currently based in Singapore.

is a management psychologist, applied researcher, and executive coach. Over the past 16 years, Clara has coached business leaders from both national and multi-national companies in the Greater China and Asia Pacific regions. She has a sound knowledge of talent management in various industries, including Chemicals, FMCG, Financial Services, Manufacturing, and Public Sector. Clara holds a Ph.D. in Industrial/Organizational Psychology and is a Registered Industrial & Organizational Psychologist in the Hong Kong Psychological Society.

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We offer a range of programmes that help individuals enhance their performance and unlock their potential, including our flagstaff 12-month Executive Leadership Coaching. The programmes vary in length and focus based on the needs of the individual and their organisation, but each involves intensive one-to-one sessions with one of our expert coaching faculty.

Many organisations use individual coaching programmes as a means of enhancing tactical performance; however, less than half of those organisations integrate the coaching programmes with strategic organisational issues and initiatives. We work together with an organisation’s senior leadership to ensure that coaching interventions are

purposeful, targeted, and value-adding to the business.

While there are many instances in which expert external coaches provide an invaluable fresh perspective on individual behaviour, we believe that organisations should also seek to build internal coaching capability that can be leveraged. We run several sustainable value-adding coaching programmes that help organisations enhance their coaching skills from within – our Skills of Coaching programme, and our Leader-Coach programme.

These programmes benefit not only frontline HR and L&D staff, who regularly act in an official coaching capacity, but also line managers, who informally coach their staff on a daily basis.

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We offer a wide range of individual coaching programmes, which vary in focus. Each core package can be enhanced with a number of “bolt-on” options based on the specific coaching requirements (outlined overleaf).

All our programmes:  involve a series of one-to-one sessions with one of our world-class coaching faculty  include a 3-way partnership between coach, coachee and the organisation for a clear alignment of coaching goals  agree coaching goals at the outset and use agreed metrics to monitor a coachee’s progress along the way  evaluate the quality of coaching and ROI at the end of an assignment  are guided and informed by our evidence-based coaching approach and STAR coaching model

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(24 hrs over 12 mths)

(12 hrs over 6 mths)

(8-12 hrs over 4 mths)

(8-12 hrs over 4 mths)

(6 hrs over 3 mths)

(2 hrs one-off session)

(Monthly ongoing sessions)

Included in all coaching packages

Optional Bolt-Ons

1-to-1 coaching (no. of hours specific to coaching programme)

Assessment & feedback via two metrics

Post-coaching measures to track individual progress

Initial scoping session with coachee and sponsor

Additional metrics ( bespoke, off-the-shelf or org specific)

Inclusion in corporate database to track enterprise-wide progress

Additional coaching sessions added in 2 hour increments

360 metric with 8 raters & short or extended feedback

Database management services

Mid-way and close-out joint sessions with coachee and sponsor

Behavioural observation & feedback

Annual database reports, presentations and benchmarking

Group coaching sessions (certain programmes only)

Team observation or metric assessment & feedback

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Sam works in a multi-national FTSE 100 company, and has just been promoted to a global leadership role. Sam’s manager suggests that Sam receive some coaching, to help develop skills to lead effectively in the executive space.

After initial discussions with , leadership coaching is suggested as a good fit for Sam’s needs. The , which incorporates 12 coaching sessions over 12 months, is selected, and a number of different bolt-ons added.

Initial scoping with Sam, Sam’s manager and the coach

Sam and the coach identify key areas for growth, using metrics to inform this.

Sam creates a detailed development plan.

Triangulation of coach, coachee and manager data

A number of metrics may be administered and analysed – and for Sam; using up to 12 nominated colleagues. Detailed feedback is given by Sam’s coach in report form and in-person

A facilitated session is held with Sam’s team. This helps Sam gain greater insights into the team dynamics, and how to optimise the teams performance

Sam works on the identified areas of development.

Sam ties together insights and reflections from the process Sam’s data is added to the to track key trends

Sam’s coach observes Sam in the workplace leading a key project, and provides feedback on the identified development behaviours to see whether shift is being created

Sam and Sam’s coach both prepare a report summary of the experience. A close out metric indicates Sam’s progress during the experience

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This programme helps organisations develop the strongest possible coaching talent pool through prescreening, in-depth training and rigorous assessment. At the end of the programme, each participant is rated against pre-determined criteria, and receives a coaching level accreditation (Bronze provisional, Bronze, Silver or Gold STAR award) and an individual feedback report.

In addition to the core programme, we offer several “bolt-on” options, including:

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Module content tailored to specific organisational requirements, such as developmental dashboards on organisational performance metrics

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Additional programmes created for different skill levels, such as advanced or beginner coaches

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Extended pre-assessment of coaches, to ensure the most effective allocation of programme places

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Extended feedback offerings, with each participant receiving face-to-face feedback sessions

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12-month post-programme mentoring bolt-on, including co-coaching and developmental materials

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External supervisory services for organisational coaches

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Integrated ‘Leader-as-Coach’ programme (overleaf)

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Using a coaching style of leadership on a day-to-day basis not only enhances the engagement of team members, but also increases their retention within the organisation.

Our is a three-day training course that helps leaders adopt a coaching style as part of their day-to-day people management. It is highly interactive, with teaching and practical components throughout. The programme has two main outcomes: 

Our Leader Coach programme helps leaders gain the confidence and skills to have impactful one-on-one discussions – by effectively using feedback as a

performance lever, transitioning negative behaviours into positive ones, and creating a supportive environment for employees to grow and develop. 

Coaching is not just about enhancing the individual. Effective Leader Coaches also understand what can be achieved if the team works as a cohesive unit, rather than a collection of individuals. We teach participants how to coach their teams to capture the power of We provide a roadmap of how to lead and work as a collective appropriate to the context.

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As well as being global leaders in coaching best-practice, we are experts in strategic thinking, and have used this capability to help multi-national companies create and develop talent management strategies across a wide range of market sectors.

We believe that companies operate in one of four strategic stages, when developing their coaching strategy. Companies operating in tend to use coaching as a remedial tool, to correct behaviour of poor performing leaders. This is a reactive approach, rather than a proactive one, frequently originating from a misunderstanding of the strategic impact of effective coaching.

involves a shift from using coaching in a mostly remedial manner, to using coaching to leverage talent. This involves selecting emerging and high performing leaders for coaching alongside low-performing ones, in order to build

organisational strengths.

Organisations in have a clear view of how coaching can help enable the business strategy. The coaching strategy should outline clear criteria for using coaching to help achieve long-term business goals, whilst also effectively managing shortterm talent gap risks.

In , companies use coaching as a key tool in their strategy creation process. This involves analysing the market, anticipating changes and future needs, and proactively using coaching to develop the skills to meet those needs, in order to stay ahead of competitors.

Our goal is to , in order to help them leverage coaching as a strategic took for business growth.

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