Starboard provides Coaching for strategic leaders, directing reflection and catalysing insight. Our Coaches are highly experienced in asking the right questions to enable leaders to focus and explore what’s important; and to work through complex business challenges which can unlock personal performance and organisational success. Whether the leader is new-to-role; changing function or country; leading a new team or critical project; or requiring professional development we can provide an enabling perspective.

Build the Impact of your Best Performers

Most coaching is about developing the capabilities of high-potential performers in a way which improves team and organisational performance. It is most beneficial to organisations, teams and individuals in situations where:
  • Coachees are transitioning to a more senior role, developing their strategic capability
  • Technically skilled managers require leadership coaching to fully engage and enable their team’s performance
  • Senior leaders are tasked with the delivery of complex projects, and would benefit from an external perspective to direct their critical thinking and focus
  • There is a business change (such as mergers, acquisitions or outsourcing) which demands leaders’ personal and professional readjustment.

Critical Impact

There are numerous benefits to both the organisation and to the coachee(s), all of which impact on measurable results and the bottom line.

For the Business:

  • Development and retention of the critical talent in your business
  • “Bringing the outside in” – especially where complex projects would benefit from external focus
  • Increasing focus on personal efficiency and organisational productivity
  • Providing a stabilising factor when change occurs and leaders need to simultaneously work through the personal and professional implications
  • Facilitating knowledge-sharing and skill-transfer across the organisation by highlighting critical networks and ensuring key relationships are prioritised.

For the Individual:

  • Improving performance, motivation, morale and stress management
  • Providing an unthreatening but challenging environment for discussion, where challenges can be explored without censure
  • Enabling the transition from one career level to another
  • Giving self-directed learning which builds this learning habit
  • Exploring stakeholder relationships, whether internal or external, to build focus and efficacy.

The Contract

All great coaching is built on trust, integrity and skill. However, for organisations the crucial thing is that it delivers a measureable impact. Starboard coaches initiate a 3-way contract between Coach, Coachee and sponsoring Manager to agree the critical impact opportunities of the coaching assignment. This involves being clear and specific upfront about what the coachee is focused upon – for example, entering a new market; building a new product or service; or transitioning to a broader leadership role. This contract clarifies what success will ultimately look like at the end of the coaching relationship. Subsequent face-to-face meetings between the 3 parties are then held at the middle and end of the coaching period to review results against the original commitment and purpose. Coaching would typically take place over a 6-9 month period, though this is entirely dependent on the needs of the coachee and the organisation.

Coaching Questions

Coaching conversations are always bespoke to coachees and their particular challenges, but the following questions give an idea of what may be asked to direct a person’s insight in particular situations:
  • Who do you need to spend more time with?
  • Which important activities do you procrastinate on?
  • How can you improve your relationship with your customers and more frequently ask for feedback?
  • What is your unique contribution to [a project]? How can you accentuate it?
  • What is not working optimally [on the project or in on-going relationships with key stakeholders]? What can you do to address this?
  • What capabilities do you value in your team? Do they know that? What tasks can you start to delegate and to whom?
  • What are the 20% of activities that deliver 80% of your results?

Coach Profiles

Tim’s coaching expertise has been developed in global, diverse, and high-performing portfolio organisations. He has completed the Ashridge Executive Coaching programme and is now working towards his Coaching MSc. He has coached clients in a breadth of sectors, including AstraZeneca, Innocent Drinks, BT, Ardmore Construction Group, and the Post OfficePsychometrics can enhance the coaching process, and Tim is an accredited practitioner of Myers-Briggs, Predictive Index and SHL.
Tim has 20 years’ leadership experience, directing business transformation including double-digit growth, mergers, acquisitions & an IPO. His global experience includes working across Asia-Pacific for 5 years – based in Sydney – with global drinks business Maxxium (the Absolut, Beam, Edrington, Remy-Cointreau joint venture); and most recently as HR Director of Pentland’s global business 2010-15 (Canterbury, Speedo, Berghaus, Mitre, ellesse, Lacoste & Ted Baker). Tim has also worked as Diesel’s HR Director, as well as for Waterstone’s and M&S.
Paul is an Executive Coach with an energetic, encouraging and partnering style balanced by appropriate challenge and empowerment. He studied at Bristol Business School, UWE, and since 2009 has focused on executive and career coaching, supporting individuals and teams to optimise their careers and personal performance.  Paul is driven by the pleasure of seeing his clients have ‘light bulb moments’ that genuinely change their lives; whether delivering commercial projects in a better way; working more effectively with others; or making a successful career transition. Some of Paul’s clients include Muller, HSBC, Cunard, and TetraPak.
Paul’s commitment to people development stems from a broad career beginning in retail, moving through the food industry, running a family business and spending many years recruiting senior HR professionals into some of the world’s best known organisations.

Coaching, Mentoring & Psychometrics

Coaching is directing insight and self-reflection in order to successfully transition from where coachees are now to where they want to get to. Mentoring, on the other hand, draws strongly on the mentor’s knowledge and experience to strengthen the mentee’s learning and performance. Starboard provides experienced mentors to deliver insight to future and existing leaders, with a specialism in HR leaders.
Psychometrics can also enhance the coaching and mentoring process, building personal insight to enhance effectiveness. Our coaches are accredited practitioners of a range of tools including Myers-Briggs, Predictive Index Analysis and SHL.

We’d love to talk to you about our coaching programmes and who they could most benefit, please contact us here.  

Click here to read about the value of our coaching process from a current client.