Bill coaches executives and middle managers who would like to improve their performance, or who are concerned about some aspect of their working lives. He also coaches individuals who are not meeting the expectations of their organisations.
Bill brings a unique blend of exceptional experience:

• As a leader
• In a variety of management roles
• With knowledge of a wide range of business sectors
• Of coaching many individuals with diverse personal issues

His acute listening and observation skills, coupled with a friendly, questioning style, help his ‘coachees’ achieve better understanding of themselves. He uses the STEPPPA model as a platform for achieving progress with coaching clients.
“For me, what matters in coaching, is the achievement of those precious personal insights by a client: it’s as if a veil is suddenly lifted. This happens, in my experience, only in a trusting relationship with a keen observer who cares about the client, and will challenge him/her to achieve growth.”
Some of Bill’s coaching clients:

• Bill accepted a coaching assignment with a company in the semiconductor industry to help a key middle manager address a personal career crisis. He had been passed over for an important promotion, and he had received a performance evaluation which was less favourable than he had expected. Bill has coached him to achieve a fuller understanding of his situation, helped him to identify development needs, and facilitated his identification of actions to improve his skills in vital areas. As a consequence, the individual has been able to change his behaviour positively, approach his work more favourably and confidently, and begin to win complimentary recognition from senior management.

• Bill has coached a young and promising managing director with key responsibilities in a marketing services company. Initially, this individual had a number of business-related issues he wanted to consider more broadly with the help of an expert, but neutral, business observer. These issues included strategy, the performance of a key subordinate, and how to address internal political issues. More recently, Bill had helped him to shift the focus of coaching to his personal style, to identify opportunities to improve his effectiveness as a leader.

• A law department executive, who had a reputation as ‘cold and unfeeling’ amongst his staff. Actually, he cared about his employees, but his ‘rational personal style’ prevented him from engaging with his staff. Bill discussed a 360o appraisal with him, exposing him for the first time to a clear picture of the negative views his behaviour engendered. He was shocked. Subsequent coaching focused on encouraging the executive out of his comfort zone, and motivating him to take the risks of sharing his feelings and vulnerabilities with his staff.

• The HR director of a large multinational who had failed to engage with his colleagues and avoided all risk taking. Bill gave him verbatim (but anonymous) feedback from his colleagues, which stunned him. Bill expressed confidence in the director’s ability to change his behaviour and his image, if he wished. The director, with Bill’s assistance, built up a specific plan of action. The turning point came when the director, in a meeting with his colleagues, told them how he had come to understand that he had let them down, and vowed to change his priorities and behaviour. He became an asset to the team.

• The chief executive of a British plc on changing the culture of the organisation. It was recognized that the culture of the business was internally focused, had been neglected by years of self-serving management, and no longer supported the strategy of the business. Bill conducted workshops to identify and quantify the strength of the existing culture, generate a consensus view of the desired culture, and develop a series of inter-related change projects to alter the important values held by the organisation.

• The MD of a manufacturing company on issues involving people management, organisational structure and general business issues.

• The operations director of an insurance company on strategy / branding / differentiation issues.

• Managing director of a business services company on strategy, action planning and time management.

• SME business owner on people management issues, performance measurement and controls.