You don't need to think harder.
You may need to think differently.
I work as an executive coach with directors, board members and senior professionals. It usually starts with something that turns out to be less tidy in practice than it looks on paper.
free · online or in person · confidential
Why would you call an executive coach?
Perhaps because you are facing a decision that everyone around you already has a view on. Because something is happening in your team that org charts and quarterly reports fail to capture. Or because you notice you keep arriving at the same point yourself.
Sometimes the question is far less clear than that. It doesn't have to be. You don't need to work out what is going on before we can talk about it.
The jester
At court, the jester held an odd position. He belonged, and at the same time stood outside the hierarchy. That allowed him to say things that would have been impossible from a courtier, an adviser or a minister.
The role interests me more than the costume.
That independence matters in coaching. I don't work in your organisation, I need nothing from you and I have no stake in the decision you make. It lets us look more freely — including at the things colleagues, staff or advisers may be moving carefully around.
What we might do
Executive coaching
A conversation, or a series of them, about something that is genuinely going on. That may be leadership, but just as easily a decision, a working relationship, your position, a doubt, or a pattern you cannot quite get hold of.
About executive coachingSparring
Sometimes you don't want a coaching programme at all. You want someone across the table who thinks independently, tests your assumptions and, if it comes to that, says: I think you're looking at the wrong problem.
Peer reflection
I also facilitate peer reflection groups for leaders and senior professionals. Not training in disguise, but work on real cases brought by the group.
About peer reflectionNils Vermeire
I have spent some thirty years in and around large organisations, in business and in Dutch central government. Shell and NAM are part of that history, as are various roles in the public sector.
What I mainly learned is that organisations are considerably more orderly on paper than they are once you put people in them.
Alongside that work I spent years studying coaching, behaviour and non-verbal communication. I am a NOBCO-accredited coach and registered with StiR.
My coaching tends to be fairly direct, often associative and at times quite playful. That doesn't mean the conversation is allowed to drift anywhere it likes. In the end it has to be of some use to you.
Free and without obligation, online or in person.
