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Executive coaching and mentoring

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Being an effective Chief Executive or senior manager is a big ask. A senior role can be a lonely or uncertain place, particularly if you are new in the post. It is often not possible within your organisation to find the committed, reflective support you need. HBMC's executive coaching and mentoring service offers invaluable, confidential space to help you explore effective ways of realising your intentions and potential.

HBMC can help you:
  • Become a key persuader at Board and team meetings
  • Resolve crises without too much drama
  • Manage priorities and people jostling for your attention
  • Build confidence - your own and others' - in making teams and partnerships work well
  • Think strategically
  • Explore robust and creative solutions to issues and demands   
  • Move the executive team into concerted action
  • Address difficult staffing issues
  • Develop your career in ways of your choosing
  • Coaching and mentoring exist on a spectrum of support. References below to coaching generally apply to mentoring as well.

    HBMC's Executive Coaching and Mentoring Service
    Executive coaching and mentoring is developed to suit each individual client.  This service supports and encourages managers to make the most of their potential, to develop their skills, to enhance their self-assurance and resilience, improve performance, and realise their personal goals.

    The coaching process seeks to energise, to provide reflective space, to tackle obstacles and clear a path ahead. Discussions are strictly confidential.

    20 years of coaching and mentoring
    'Hilary has helped me to review and reflect on my approach and enabled me to reframe or adjust to improve my effectiveness.'
    Barbara Williams, Director of Support & Local Groups, Parkinsons UK

    Hilary’s coachees represent a wide cross-section of male and female managers, each with very different life experiences, educational background and personal circumstances.  They have used the service to manage their own learning  and development by exploring - for example - organisational change, personal and leadership development, facilitating innovation, public policy, interagency and partnership working, strategic choices, new ways of working and developing services, conflict management and resolution, governance, career development and interpersonal relationships.

    A number of clients are long-term HBMC coachees.  They and their organisations have benefited considerably from improved motivation, a sense of wellbeing, focus and performance. 

    Hilary can empathise with the challenges and dilemmas that coaches face, having himself been a Chief Executive, senior manager and a Board member of several organisations.

    Please note: Hilary will only provide a coaching service where there is no possible conflict of interest. 
     
    What's expected of a coachee?
    'I have found Hilary incredibly useful in helping me to develop a clear pathway to engage staff in developing a strategic plan in the organisation. Hilary's style is supportive, challenging, insightful and very well informed. For me, this has had a powerfully empowering impact in my work.'
    Tony Bamforth, Chief Executive, Elfrida Society
     
    Being coached is a positive choice and a sign of strength. It is also demanding.  The coachee needs a commitment to reflect, learn and act. S/he must be open and honest about needs and problems.  S/he will define what should be addressed and how the coaching or mentoring sessions can achieve the goals.

    How the service works
    Hilary offers the coachee an environment which is empathetic and supportive in times of challenge and stress, probing when appropriate, and stimulating through encouraging different perspectives to tackle complex issues and problems. The coaching practice is rooted in the values of the consultancy.

    An initial introductory session between the coachee and Hilary helps both sides to establish a productive relationship with a high level of trust.  This first session sets the contract for working together.  If the working relationship shows promise, the coachee will normally make a commitment to six or eight subsequent sessions.
     
    Each session normally lasts two hours or half a day.  Exceptionally, there may be full-day sessions.  The consultancy does not offer one-hour sessions as these do not provide sufficient time for reflection and focus.  The coaching takes place away from the pressures of the coachee’s office, in a relaxed and reflective environment.  Sessions are designed to fit into busy diaries and are normally held every month, six weeks or two months.

    Support on the phone or by email is often provided between sessions.  Coachees may also seek Hilary’s input on new thinking, draft documents and pressing issues. Hilary offers phone coaching sessions where diaries make it impossible to meet in person.
     
    Fees and terms
    Coaching is a moderately priced investment in your future and your contribution to the organisation you work for. If you are seeking a coach or mentor, please phone +44 (0)20 7284 1566 to discuss your needs and the potential benefits of engaging HBMC’s executive coaching and mentoring service.  At that point there is no obligation, but you may agree to an initial meeting.

    The first face-to-face meeting is normally a two-hour session, for which a one-off fee is charged. This session is organised on the basis that a continuing coaching relationship is likely. 

    Normally, the consultancy then seeks the coachee’s agreement to a block of six or eight two-hour sessions.  This approach is taken for five main reasons:
    1. It underlines commitment on both sides and the value of the sessions.  From experience, this strengthens the relationship between coach and coachee.
    2. The coaching process is often concerned with complex and long-term change.  This is the work of several sessions.
    3. Effectiveness of the process is best judged over several (usually 6-8) sessions.
    4. Trust and confidence in the process require more than a casual relationship where each side has no clear expectation whether the coaching relationship will continue beyond the next booked session.
    5. The limited number of sessions per block maintains some flexibility for the coachee to seek alternative arrangements if they so wish.  

    Hilary looks forward to your call.

    Hilary Barnard, HBMC, 24 Leighton Grove, London NW5 2QP, UK
    phone +44 20 7284 1566 : mobile +44 7831 784070 : email hilarybarnard@aol.com