Executive Coaching

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What you do matters. How you do it matters even more. And why you are doing it is paramount. 

''Tools and techniques are a valuable resource. But the real value lies in the experience, insight and vision of the practitioners who apply them.''

The Creative element in Creative Coaching does not mean that we approach each engagement without any framework or prior art. Effective coaching and organisational psychology owe a huge debt to past and current academics, clinicians and the thought leaders who have created so many influential techniques and approaches. Discover more about some of the thinkers and practitioners we admire and who have influenced us.

Because our engagements are all about people, we start as we mean to go on: by focusing on the human element. Typically, we will meet with a client to discover more about the issues they face and the way they currently feel about those issues.

Our experienced practitioners will quickly gain a sense of the approach that will likely be most productive. Everyone involved will draw conclusions about whether to go forward together, or even to recommend a different route with another resource. (We are always very honest about how we believe we can help or even if we are the right people to help.)

We respond creatively – explaining exactly what we believe the challenges and the opportunities are and how we propose to react to them. As you would expect, our response covers all the bases of chosen techniques and approaches, time, the practitioner profile we believe is right for the situation and the resources required.

Crucially, we also bring a vision of what we believe can be achieved. This will be specific to each unique situation. For us, past experience drives future originality. For our client, Creative Coaching delivers personal, bespoke expertise that leads to lasting positive change and sustainable advantages.

Our latest blog posts

Why Delegation is a Huge Key to Your Success as a Leader

Successful leaders understand that they cannot do everything themselves. To lead their team or company forward, they need to learn to rely on their people.  It sounds easy, although in reality, letting go of something you are renown for doing and do so well, in fact probably better than anyone else - can be difficult. Right? 

Systems psychologist David Kantor refers to delegation in his book, ‘Reading the Room: Group Dynamics for Coaches and Leaders’ as something to be mastered – an art rather than a process.  There is a fine line between delegation, throwing work at people, and micromanaging them.  The art is finding the balance in between.

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Posted on Tue, July 16, 2019
in Leadership

How To Recognise a Leader

Often when attempting to recognise or identify leaders there’s a desire to rely on classifications, job titles that contain manager, president, chief or director, or social roles that contain the word leader. The question is what comes first - the leader or the leadership skills and qualities? Are people put into leadership roles and then left to develop as leaders, or do they show leadership qualities and earn those roles?

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Posted on Tue, July 02, 2019
in Leadership