Executive Coaching

"The opponent within one’s own head is more formidable

than the one on the other side of the net.”

Timothy Gallwey

Executive Coaching


The fast pace of business combined with the expectation to be more adaptable and responsive makes Coaching the preferential approach for many leaders and managers.

Senior employees don’t always have people they can trust to develop concepts and ideas. Coaching can be used to provide a supportive context where ideas can be discussed openly, development needs can be identified and personal problem-solving can be supported.

A coach and coachee form a collaborative working alliance, set mutually defined goals and devise specific action steps which lead to goal attainment and ultimately help to unlock a coachee’s potential to maximise their own performance.  

Using the Adaptas Method, we bring people through a self discovery process that matches with their own individual needs, to help them keep pace with the fast changing personal and professional environments

“The common thread uniting all types of coaching & mentoring is that these services offer a vehicle for analysis, reflection and action that ultimately enable the client to achieve success in one, or more, areas of their life or work”

Arnott, 2014

conclusion of cipd research

In 2005 the CIPD conducted research to assess the benefits of coaching within an organisational context and they concluded that, “our case study organisations firmly believe that coaching works. There are measurable impacts at the individual and organisational levels and the factors that help and hinder effective coaching are identifiable and consistent across a wide range of different organisations (CIPD, 2005).

How and Why Coaching Worked:

  • Performance

    There was an overall improvement in the performance of the individual, team and organisation and there was a decrease in managerial time spent supervising

  • Confidence and Motivation

    As individuals’ confidence levels increased individuals became more pro-active, their performance improved and they were more likely to work under self-direction

  • Leadership

    More clear and effective leadership being demonstrated. The different management layers were more likely to be ‘singing from the same hymn sheet’ and there was an improvement in the speed of decision making

  • Behaviour Change

    Demonstration of greater clarity and perspective as to personal role and alignment to organisation’s role. Staff showed themselves to be more engaged and enthusiastic in their day-to-day work. There was a greater capacity in addressing personal and work related issues, greater awareness of personal style and of career options and opportunities then, not months later

  • Culture

    Improved employee engagement and two way communications. Greater understanding of organisations values and personal association with same. Also improved interpersonal relationships and ability to take on greater responsibilities