“Successful careers are not ‘planned’. They are the careers of ​people who are prepared for the opportunity because they know their strengths, the way they work and their values”​

There is a distinct difference in the relationship that develops between a leader and a coach that sets it apart from other professional relationships and often makes it a unique experience. If we add mentoring into this mix we have a great combination. Bring culture into the equation and we have a recipe for something pretty amazing!

Those who have experienced Board level roles will understand the pressures and demands placed on them. They will recognise the perception of loneliness and isolation felt by executives who may feel inhibited in sharing their ideas, concerns or worries with work colleagues. Sometimes there just isn’t the trust to be yourself at work. These feelings and concerns are real as many of our leaders tell us.

Apart from the anecdotal evidence there are other things that we know to be true:

• As coaching takes hold, it changes the culture and supports a different style of leadership and leadership practice which is more ethical, moral, values led and humble 
• Executive coaching helps develops those new and aspiring leaders and supports succession planning
• The development of our leaders and growing the skills they needs is the most popular reason for executive coaching
• Executive coaching offers a safe, challenging, trusting relationship for the executive

SneddonClark have enjoyed the privilege of coaching Managing Directors, Divisional Leaders, Chief Executives and many other key leadership roles in public, private and community settings.

Both Directors adhere to the Global Code of Ethics for Coaches, Mentors, and Supervisos are committed to ethical, moraland evidenced based practice. Download a copy here.